Jevon Wooden

And then once I do that, it shows them like empathy and all these things that I'm talking about is relevant. All right. So that's the first thing. Second thing is I show them what it looks like because there's a misconception that being empathetic is weak. They're like, oh, if I'm empathetic, then I'm just going to get walked all over. So I have to dispel that myth.

And then once I do that, it shows them like empathy and all these things that I'm talking about is relevant. All right. So that's the first thing. Second thing is I show them what it looks like because there's a misconception that being empathetic is weak. They're like, oh, if I'm empathetic, then I'm just going to get walked all over. So I have to dispel that myth.

So I have to show them my empathy is actually the opposite because empathy is holding yourself and that person accountable. It's the ability to see and understand their perspective and standpoint and get to the point where you can ask them questions that clarify what's going on. What do they need to feel supported? What do they need to succeed?

So I have to show them my empathy is actually the opposite because empathy is holding yourself and that person accountable. It's the ability to see and understand their perspective and standpoint and get to the point where you can ask them questions that clarify what's going on. What do they need to feel supported? What do they need to succeed?

To have foresight to say they're going to need these resources. Put yourself in their shoes to get these things done. They're going to need support from you. And a lot of leaders just don't have that type of vision. So I really help them to see how empathy taps into their daily operations, how it can improve, for instance, supply chain.

To have foresight to say they're going to need these resources. Put yourself in their shoes to get these things done. They're going to need support from you. And a lot of leaders just don't have that type of vision. So I really help them to see how empathy taps into their daily operations, how it can improve, for instance, supply chain.

If you're not if you don't have an inclusive space, you're skipping over people who may have better ideas than you do as the leadership committee. You're not giving people their voice. You're not able to see the diamonds that you have within your organization because they don't look like you. So all those things, right, all those things are part of emotional intelligence.

If you're not if you don't have an inclusive space, you're skipping over people who may have better ideas than you do as the leadership committee. You're not giving people their voice. You're not able to see the diamonds that you have within your organization because they don't look like you. So all those things, right, all those things are part of emotional intelligence.

Like I mentioned earlier, realizing my biases, looking in the room and saying, OK, everyone looks like me. So how are we getting the best diverse perspectives? All those things tie into emotional intelligence.

Like I mentioned earlier, realizing my biases, looking in the room and saying, OK, everyone looks like me. So how are we getting the best diverse perspectives? All those things tie into emotional intelligence.

So if you're going to really create the spaces that organizations have been talking about, especially now with DEI initiatives being rolled back, we have to say, what exactly were those initiatives for? Because the work was not about hiring unqualified people into roles. It was about amplifying, giving people opportunities who deserve those opportunities.

So if you're going to really create the spaces that organizations have been talking about, especially now with DEI initiatives being rolled back, we have to say, what exactly were those initiatives for? Because the work was not about hiring unqualified people into roles. It was about amplifying, giving people opportunities who deserve those opportunities.

And that's really what emotional intelligence is. But to see it, you have to listen. You have to take a step back and not feel like you have to have all the answers. You have to be willing to try different things and take calculated risks, right? You have to be willing to invest in your people and realize that whatever result you wanted will not happen if

And that's really what emotional intelligence is. But to see it, you have to listen. You have to take a step back and not feel like you have to have all the answers. You have to be willing to try different things and take calculated risks, right? You have to be willing to invest in your people and realize that whatever result you wanted will not happen if

If you don't take care of your people, because if your people are not at their best, you cannot get the best results. So these are a lot of things that I work on, but it's always tied to the bottom line initially until I come in with them. Same thing with coaching. Leaders are under the perception that they cannot be empathetic and that they need to make decisions fast and all these other things.

If you don't take care of your people, because if your people are not at their best, you cannot get the best results. So these are a lot of things that I work on, but it's always tied to the bottom line initially until I come in with them. Same thing with coaching. Leaders are under the perception that they cannot be empathetic and that they need to make decisions fast and all these other things.

I show them case studies on what that looks like. So if you think about Microsoft, for instance, when Satya Nadella became the CEO, he didn't just go in there and make sweeping changes. He actually listened to his people, saw what they thought. He went to different locations and all this other stuff. The CEO of Best Buy did the same thing.

I show them case studies on what that looks like. So if you think about Microsoft, for instance, when Satya Nadella became the CEO, he didn't just go in there and make sweeping changes. He actually listened to his people, saw what they thought. He went to different locations and all this other stuff. The CEO of Best Buy did the same thing.

He went to different stores, got ideas from them, from the people who were doing the work, everything. That's empathetic leadership. That's transformational leadership. They're really synonymous. So that's how I do the work these days.

He went to different stores, got ideas from them, from the people who were doing the work, everything. That's empathetic leadership. That's transformational leadership. They're really synonymous. So that's how I do the work these days.