There is Power in Leading with Empathy

Chaplain’s Corner

By Chaplain (Maj.) Glen Thompson

Article published on: March 20, 2025 in the Army Communicator Spring 2025 Edition

Read Time:< 2 mins

Do you want to build strong effective teams? Do you want to foster a positive work environment? Do you really see and value your troops? Are we preceptive, adaptive, self-aware, and authentic? As the Army is in an ever-changing environment, leading with empathy is one way to achieve a safe workspace. Empathy is one of the character foundations of an Army leader.

Chaplain (Maj.) Glen Thompson, U.S. Army Signal School

Understanding Empathy

Leading with empathy can be complex. According to the Leader Professional Development published by the Center of Army Leadership (CAL), leading with empathy can be complicated for six reasons. First, we may not listen well to the other person. Second, we may believe that showing compassion is a weakness in the Army. Third, we may lack self-awareness. Fourth, we make the conversation about ourselves. Fifth, we may want to fix the problem before hearing what the other person has to say. Lastly, we may be blinded by the mission. Empathy can be complicated, but leaders with character adapt and overcome.

In order to understand empathy, we need to understand what it is not. The Empathy Smart Card produced bythe Center of Army Learning states that empathy is not about you, it’s not feeling sorrow for someone else, it’s not even acknowledging that hardships exist. Leaders ought not exhibit resistance or limited perspective on others’ needs. It’s about the ability to comprehend another person’s actions or emotions. It’s an awareness of another’s problems and understanding their situation. It’s about putting yourself in someone else’s shoes.

Empathy Defined

As defined in The Army Leadership and the Profession (ADP 6-22), “empathy demonstrates an understanding of another person’s viewpoint. It identifies with others’ feelings and emotions. ”Lastly, empathy displays a desire to care for Soldiers, Department of Army civilians, and others. Leaders must seek to understand someone else’s feelings. Leaders show empathy when they can truly relate to someoneelse’s situation and emotions. As leaders, we do not want to lack empathy or not appreciate its importance.

Cultivating Empathy

Field Manual (FM) 6-22, Developing Leaders, states three ways leaders can cultivate empathy. First, be attentive to others’ views and concerns. Second, personally act to improve situations for Soldiers, DA civilians, family members, and local community. Third, model empathy for your subordinates. Setting the example of empathy will be one of the most effective ways.

Conclusion

Leaders must embrace empathy as the military transitions in an ever-changing environment. Leaders must be approachable and interested in personally caring for their subordinates. Empathy contributes to professionalism, which drives results. Leaders with empathy have excellent self-awareness. They strive to understand their teammates by being fully present and exercise active listening. They find practical ways to serve their team and build mutual trust. Leaders make their subordinates seen, valued, and heard.

Once empathy is established in the area of operations, it must be maintained. There are excellent resources to maintain empathy in the workplace. Below you will find three of them:

Empathy Smart Card: https://usacac.army.mil/Portals/1/Organizations/COE/MCCOE/CAL/Empathy%20Smart%20card%20-%20Aug%202024.pdf?ver=8WMAPq5xFr_YkjACCjBNIg%3d%3d
Leading with Empathy, Leader Professional Development: https://usacac.army.mil/Portals/1/Organizations/COE/MCCOE/CAL/LPD_Leading_With_Empathy_Quick_Start_Guide_FINAL_v3_20230621.pdf
Empathy Survey: https://usacac.army.mil/Portals/1/Organizations/COE/MCCOE/CAL/LPD_Leading_With_Empathy_Handout_FINAL_v2_20230621.pdf