The pace and volume of change that organisations face, can be really unsettling for everyone impacted. It’s not just at work that change causes upheaval. I remember when we had our kitchen done, it was exciting and worth it in the end, but boy was it disruptive along the way. And that was just for one small change; that we chose for ourselves.
Organisations have many different changes happening at the same time and many of these tend to be technology driven. Recently, I’ve heard people express concern over the impact of AI and technology at work, around how this could potentially dehumanise human interaction in organisations. Recent research from Prosci on AI Adoption found that 63% of challenges with AI were around the human factors of implementation. The Institute of Internal Communication’s 2024 Index report, revealed that although many employees feel uneasy about AI technologies, people who have higher overall levels of trust in their organisation are more comfortable with AI being used for internal communications.
This is where empathy comes in. Empathy is at the heart of human connection. And yet it often gets overlooked, especially when deadlines are looming and there is pressure to deliver results. But focusing solely on delivery timescales, logistics and operational efficiencies, means we neglect the emotional landscape of the people who must actually implement and adopt these changes.
Why empathy matters in the workplace
Empathy isn’t just about trying to be ‘nice’, it is about genuinely understanding and acknowledging how people are feeling during transition and helping them navigate the bumps along the way. It is a critical element in navigating change and creating a more positive experience for everyone involved. Empathy should be a strategic imperative as it can make the difference between a successful transformation or a painful period of chaos and going round in circles, without achieving any value.
When leaders and managers show genuine empathy, it fosters a climate of trust. Research shows organisations that prioritise empathy report*:
- Higher morale
- Less stress and burnout
- Increased innovation and creative risk-taking
- Higher productivity
- Higher rates of retention
A little empathy can go a long way
In my experience a little empathy goes a long way. An oil company I worked with, embarked on an enterprise-wide system transformation. The initial announcement sparked a lot of fear and anxiety, as they had not experienced change on this scale for over twenty years. Fortunately, senior management took on board our recommendations to go for a more participative approach and engage in dialogue with people across the different functions.
Actively listening to employees’ and acknowledging their concerns and needs gave us a much deeper understanding of the real impact on them and differences across the functions. We tailored engagement and communication approaches to address their varying needs. For example, we adopted a light touch approach with the small finance team who were keen advocates of the new system anyway, compared to a much more extensive period of engagement with those who had invested years of effort in developing and embedding the legacy systems.
This empathetic approach fostered a sense of trust and understanding
This approach worked very well. Employees said they felt heard and respected. They shifted from being fearful and resistant to open-minded and willing to collaborate. We were able to provide more relevant support specific to their needs because we understood where they were coming from. The leadership team became more visible, actively championing the change and engaging with employees. This led to greater trust in leadership and across the teams, with noticeable improvement in levels of engagement.
Practical ways to incorporate empathy in change management
At ChangeQuest we believe empathy is a critical element of successful change management. Here are some practical ways to ensure empathy isn’t just a nice sounding word, but is translated into practical action:
- Acknowledge the emotional impact of change
It can be tempting to focus on the tasks – what needs to happen and when. But ignoring the emotional side of things is a huge mistake. Acknowledge people’s emotions and concerns in a non-judgemental way, making it safe for them to express the range of emotions they may be experiencing, from anxiety to uncertainty. Directly acknowledge these feelings in your communications and demonstrate that you understand and empathise with how they feel. An empathy mapping tool can be used to help you put yourself in the others’ shoes to appreciate their perspective. This is just one of the tools covered on our change management certification programme.
- Create opportunities for two-way dialogue
Empathy thrives on listening, so create ways for employees to openly share their thoughts. This can be through 1:1 conversations with their managers, focus group sessions, team meetings, facilitated workshops, lunch and talk sessions, lean coffee sessions, the list is endless. We have the technology available to make connection possible even if people are spread across the globe.
- Provide timely support and resources
Empathy isn’t just about words and understanding. It is about taking action. So provide timely support as and when it is needed. This may take the form of training, mentoring, access to toolkits and checklists, digital platforms, regular check-ins with direct manager, peer-to-peer forums. Having support available helps reduce anxiety and fosters confidence.
- Tailor your communication and engagement
Different teams and stakeholder groups will experience change differently. Just like in the example above of the oil company. One team couldn’t wait to get onto the new system, whilst another function was very attached to the old legacy system and they had very complex workflows that were wrapped up with the old legacy systems. These teams had very different needs, so the change communication and engagement approach was tailored and personalised to suit their needs. This led to more trust and involvement from the teams.
- Lead with empathy
Actions speak louder than words. Leaders set the tone, by ‘walking the talk’ and demonstrating empathy. They can do this by allowing time to listen to others’ views, rather than just being in ‘broadcast’ mode where communication only goes one-way, to people. Leaders can also openly share their own discomfort with change and how they overcome it. This gives others permission to be open about how they feel about change. Being open in this way strengthens connections and builds trust and psychological safety.
- Celebrate progress
Each small win deserves recognition. Celebrating milestones, along the change journey, whether it’s completing the first phase of an implementation, trying out a new tool or completing a training session, reinforces a sense of forward movement and accomplishment. It signals to people that their efforts are seen and valued, and it’s motivating. A quick team shout-out or a celebratory email can work wonders.
Empathy is not a soft skill; it is a critical driver of successful organisational change.
In today’s fast-paced, rapidly shifting business landscapes, adaptability is key – but so is being human. After all it’s people who make change happen, not organisations. People need to know their concerns and experiences matter. As the saying goes ‘People don’t care how much you know until they know how much you care’ (often attributed to Theodore Roosevelt)
Placing empathy front and centre of your change management approach, empowers people to embrace change and make it happen. Empathy isn’t a nice to have – it’s a strategic necessity, especially in today’s world of technology-driven change.
* Reference: ‘The War for Kindness: Building Empathy in a Fractured World’ Jamil Zaki
