A very results-oriented CEO, frustrated with what she perceived as a direct report’s lack of commitment, felt she had to choose between empathy and effectiveness. This CEO has been working hard to embrace the concepts in Brené Brown’s Dare to Lead™ , especially the idea that people are doing the best they can. We went back to the source for clarification: “Assuming positive intent does not mean that we stop helping people set goals or that we stop expecting people to grow and change. It’s a commitment to stop respecting and evaluating people based solely on what we think they should accomplish, and start respecting them for who they are and holding them accountable for what they’re actually doing.”
If a team member isn’t meeting expectations, it’s the leader’s job to have the tough conversation and hold that person accountable. It is possible to do that with empathy but here’s the surprise – we have to set appropriate boundaries for ourselves first. When the CEO acknowledged that her direct report’s best wasn’t good enough, she made the decision to let him go. Defining that clear boundary for herself meant she didn’t have to choose between empathy and effectiveness.
What boundary do you need to strengthen to be both empathetic and effective?