Leading with Empathy in Times of Crisis

Gallup research shows that only 31 percent of U.S. employees feel engaged at work, and worldwide that number drops to 21 percent. A major driver of disengagement is the absence of empathy in leadership. When people don’t feel heard or supported, they disengage, trust erodes, and cultures weaken.

On The Bliss Business Podcast, Katharine Manning, President of Blackbird and author of The Empathetic Workplace, joined us to discuss why empathy is not optional for leaders—especially in the wake of trauma and uncertainty. With more than 25 years of experience, including 15 years at the U.S. Department of Justice supporting victims of tragedies such as the Boston Marathon bombing and the Pulse nightclub shooting, Katharine brings deep perspective on the human side of leadership.

Redefining Empathy in Leadership

Many leaders mistakenly believe empathy is a sign of weakness. Katharine challenged this view by reframing empathy as a core leadership skill: the ability to understand what others need to thrive. This doesn’t mean giving in to every request; it means listening, observing, and providing the conditions where people can succeed.

She reminded us that employees don’t all need the same things. Sometimes thriving requires adjustments to roles, environments, or responsibilities. True empathy is the willingness to identify those needs and respond with clarity and compassion.

Recognizing When Empathy is Needed

Change and disruption often amplify the need for empathy. Katharine explained that leaders should proactively provide support during organizational changes like office moves, industry shifts, or layoffs. At the same time, external events—such as mass violence, political upheaval, or natural disasters—carry ripple effects into the workplace.

By cultivating situational awareness, leaders can anticipate how broader events impact employees. Something as simple as asking team members to share how they’re doing on a scale of one to ten creates safe opportunities for expression without forcing disclosure.

Practical Tools for Compassionate Conversations

Empathy in leadership becomes tangible through everyday practices. Katharine outlined several actionable tools, including:

• Weekly one-on-ones: The strongest predictor of psychological safety is regular supervisor check-ins.

• Fact-based observations: Begin conversations with observable changes in behavior (“I noticed you were unusually quiet in today’s meeting”) followed by an open-ended question.

• The five steps of compassionate response: Listen, acknowledge, share information, empower with resources, and return. These simple steps equip every team member to respond with care when colleagues face challenges.

These approaches make empathy less abstract and more operational within organizations.

Scaling Empathy Across Organizations

Katharine emphasized that empathy cannot be left to chance. To scale effectively, organizations need systems that operationalize it. This includes acknowledgment practices, robust support resources such as Employee Assistance Programs, and fair, consistent treatment of all employees.

She also noted the importance of “noisy self-care.” Leaders who share their own use of resources model vulnerability and normalize mental health support. This creates environments where asking for help is both acceptable and encouraged.

Empathy in Hybrid and Remote Work

The rise of remote and hybrid models has made empathy both more difficult and more necessary. Leaders no longer have the same in-person cues to identify when someone is struggling. Katharine encouraged deliberate practices, like sending private messages to check in or introducing creative team rituals such as trivia or virtual story-sharing sessions.

These new tools not only preserve connection but also introduce inclusivity, making space for voices that might otherwise go unheard in traditional settings.

The Next Generation and Mental Health

Katharine highlighted how Gen Z is changing the conversation about mental health. Unlike older generations, younger workers prioritize wellness and are more open about struggles. While rates of depression and anxiety remain high, this openness may be a step toward more authentic, healthier workplaces in the long term.

Purpose and Humanity at the Core

Purpose is central to Katharine’s work. Inspired by her own family history, she has dedicated her career to supporting victims and promoting resilience. She reminded us that purpose anchors decisions and builds cultures rooted in humanity.

Her work shows that when leaders connect with people on a human level, trust deepens, well-being rises, and organizational missions thrive.

Love as a Leadership Practice

Perhaps most powerful was Katharine’s reflection on the role of love in business. She shared the story of Stanford Children’s Hospital, which chose compassion and transparency after a tragic medical error. Instead of denying responsibility, the hospital investigated, explained, apologized, and compensated the family. The result was healing for patients and providers, and even improved business outcomes.

This example illustrated that love in leadership is not sentimental—it is transformative. It builds trust, retains talent, and drives long-term success.

Key Takeaways

• Empathy is not weakness but a leadership superpower.

• Situational awareness helps leaders anticipate when support is needed.

• Simple practices like one-on-ones and fact-based conversations build psychological safety.

• Scaling empathy requires acknowledgment, resources, and fairness.

• Remote and hybrid teams need deliberate rituals for connection.

• Purpose and love are foundational to resilient, high-performing organizations.

Final Thoughts

Empathy is no longer optional—it is the foundation of effective leadership in today’s workplaces. Leaders who listen, acknowledge, and act with humanity create the conditions where individuals, teams, and missions thrive together.

Check out our full conversation with Katharine Manning on The Bliss Business Podcast.