What it’s all about

In the set of futurised practices that managers need, the ability to conduct empathic conversations is of central importance. In doing so, they not only respond rationally to the concerns and problems of their employees, but also take emotional aspects into account. Empathy, the ability to understand and appreciate the feelings and perspectives of others, is an essential part of this dialogue. It requires the manager to listen actively, not to judge, to show genuine interest and to respond appropriately to the emotional needs of staff.

The advantages

Empathic conversations not only promote trust and communication within a team, but also contribute to the emotional intelligence of the manager. These conversations create an environment in which employees feel safe, valued and understood, which in turn increases their satisfaction and productivity.

The disadvantages of doing without

However, failing to use this form of dialogue can have serious negative consequences. The following section discusses the potential negative effects that can occur if a manager does not master the art of empathetic dialogue or deliberately fails to use this type of conversation:

📌 A lack of empathic conversation can initially lead to a significant deterioration in the relationship of trust between manager and employee. Team members who feel that their concerns and needs are being ignored or devalued develop mistrust of their manager. This mistrust gradually leads to general scepticism and insecurity within the team, which significantly impairs cooperation and cohesion. A dysfunctional relationship of trust often results in a decline in employee motivation and loyalty, as the emotional connection to the organisation and the team suffers.

📌 Furthermore, the lack of empathy in dialogue has a negative impact on the emotional health of employees. If their feelings and perspectives are not recognised, the consequences are often stress, anxiety and frustration. In the long term, these negative emotions can develop into serious mental health problems such as burnout or depression. The emotional strain on employees directly reduces their work performance, and productivity and work quality decline. Furthermore, such a state increases susceptibility to illness, which increases the absence rate and staff turnover in the company.

📌 Another problem is the reduction in innovation and creativity within the team. In an environment where employees have the impression that they are not being heard or understood, they are much less willing to contribute new ideas and suggestions. This not only impairs individual development, but also collective innovative strength, which is a competitive disadvantage in the long term.

📌 The lack of empathetic dialogue also makes conflict resolution in the team considerably more difficult. Conflicts and misunderstandings are unavoidable in any working environment, but without empathy, managers lack the necessary tools to resolve these conflicts constructively. Instead, they can escalate, lead to long-lasting tensions and disrupt team dynamics in the long term. Employees who feel misunderstood and treated unfairly withdraw inwardly or switch to open resistance towards the manager and the departmental / company goals.

📌 In addition to internal team dynamics, the external relationships of the division or company can also suffer due to a lack of empathy in management. In an environment characterised by a culture lacking empathy, the image that is radiated is negatively influenced both internally and externally. Customers, partners and other stakeholders perceive the division or company as unapproachable and inaccessible, which impairs business relationships and customer satisfaction. In the long term, a negative image leads to a loss of market share and a deterioration in the division / business results.

Reasons for the low use of empathic conversations by managers

Despite its proven benefits, the practice of empathic conversations is not yet widespread in many organisations. Several factors contribute to the fact that few managers regularly have empathic conversations with their employees. These factors are complex and include both individual and organisational aspects:

📌 A key individual factor is the lack of emotional intelligence in many managers, whether due to a lack of training or a lack of self-awareness. These deficits prevent them from recognising the emotional needs of their employees and responding appropriately.

📌 Another individual aspect is the personality structure of the person in charge. Some people are naturally less inclined to empathise and have difficulty putting themselves in the shoes of others. These personality traits can be reinforced by upbringing, life experiences and cultural influences. Managers who are strongly rational and analytically orientated tend to neglect emotional aspects and focus primarily on factual and performance-related criteria.

📌 Organisational structures and cultures also play an important role in the explanation. Many organisations have a culture that focuses on performance and efficiency and considers emotional aspects to be less relevant. These cultures promote leadership practices that are focussed on control, goal achievement and competitiveness, while interpersonal relationships and emotional support take a back seat. Managers in such environments are often forced to adapt their behaviour to the prevailing norms and expectations in order to advance their careers and be perceived as effective.

📌 Another problem is the often considerable time and performance pressure that managers are under. Empathetic conversations require time and energy, which are in short supply in a hectic working environment. Those under constant pressure to achieve short-term goals and manage heavy workloads often prioritise operational and strategic tasks over interpersonal interactions. The immediate pressure to deliver results is then responsible for the long-term benefits of empathetic conversations being overlooked or considered less urgent.

📌 The lack of education and training in emotional intelligence and empathic dialogue is another key factor. In many management and leadership training programmes, the focus is on professional and technical skills as well as strategic skills. Emotional and interpersonal skills are often seen as “soft” competences that are less systematically taught and trained. Without targeted training and regular coaching, many managers lack the necessary knowledge and skills to conduct empathetic conversations effectively.

📌 Another organisational aspect is the lack of role models and mentors who exemplify empathic conversations. In many companies, there are only a few managers who actively practice empathic behaviour and could therefore serve as role models for others. Without such role models and a culture that rewards and encourages empathic behaviour, it is difficult for individuals to recognise and adopt the importance and practical benefits of empathic conversations.

Conclusion

Overall, it is clear that the failure to apply empathic conversations in a leadership context has far-reaching negative consequences. The lack of recognition and appreciation of employees’ emotional needs leads to a loss of trust, poor emotional health, reduced innovative strength, more difficult conflict resolution and a negative corporate image. These factors not only impair the working atmosphere and productivity, but also jeopardise the long-term competitiveness and success of the company. In an increasingly complex and dynamic working environment, the ability to hold empathetic conversations is therefore an indispensable skill for managers. However, to get to this point, a number of individual and organisational factors need to be eliminated or overcome. A lack of emotional intelligence, personality traits, cultural and structural conditions, time and performance pressure, a lack of training and the absence of role models all contribute to the fact that empathic conversations do not receive the necessary attention and practice in many organisations. These factors often interact and reinforce each other, making it even more difficult to implement empathic dialogue.

Futher reading

• Goleman, D., & Boyatzis, R. (2023). “Empathy: A Key Leadership Skill in Turbulent Times.” Harvard Business Review, 101(2), 54-62.
• Edmondson, A. C., & Mortensen, M. (2021). “What Psychological Safety Looks Like in a Hybrid Workplace.” Harvard Business Review Digital Articles, 1-6.
• Hougaard, R., Carter, J., & Afton, M. (2022). “Compassionate Leadership: How to Do Hard Things in a Human Way.” Harvard Business Review Press.
• Nembhard, I. M., & Edmondson, A. C. (2020). “Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct.” Annual Review of Organizational Psychology and Organizational Behavior, 7, 141-164.
• Tepper, B. J., et al. (2022). “Abusive supervision: A review and research agenda for the next decade.” Journal of Management, 48(1), 89-122.
• Kross, E., et al. (2023). “The Future of Empathy: The Science and Practice of Perspective-Taking.” Annual Review of Psychology, 74, 613-640.
• Dinh, J. E., & Lord, R. G. (2022). “Implications of dispositional and process views of traits for individual difference research in leadership.” The Leadership Quarterly, 33(2), 101554.
• Ashkanasy, N. M., & Dorris, A. D. (2022). “Emotions in the workplace.” Annual Review of Organizational Psychology and Organizational Behavior, 9, 67-90.
• Antonakis, J., & Day, D. V. (Eds.). (2023). “The Nature of Leadership” (4th ed.). SAGE Publications.
• Schein, E. H., & Schein, P. A. (2021). “Humble Inquiry: The Gentle Art of Asking Instead of Telling” (2nd ed.). Berrett-Koehler Publishers.

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