Jevon Wooden

And I'm glad you're bringing this up. So Again, empathy is really counterintuitive to our normal human condition, right? Because you really have to stop and pause and say, you know, I'm going to go out on a limb. I don't feel safe doing this action, but I know I need to do it. For instance, like giving someone delegation.

And I'm glad you're bringing this up. So Again, empathy is really counterintuitive to our normal human condition, right? Because you really have to stop and pause and say, you know, I'm going to go out on a limb. I don't feel safe doing this action, but I know I need to do it. For instance, like giving someone delegation.

Delegation is a part of empathetic leadership and a lot of leaders struggle with letting go of that control. So that aspect is counterintuitive to what they're used to. So, for instance, I have a leader. He's a CMO for a company and I've been coaching him and he comes off just brash. Quite frankly, they say he's an asshole at work. And his leader came to me. She said, you know what?

Delegation is a part of empathetic leadership and a lot of leaders struggle with letting go of that control. So that aspect is counterintuitive to what they're used to. So, for instance, I have a leader. He's a CMO for a company and I've been coaching him and he comes off just brash. Quite frankly, they say he's an asshole at work. And his leader came to me. She said, you know what?

This is his last shot, really. Or else I have to find someone else. I don't want to because he does great work. But he's really making it hard for everyone else. Like the culture is just suffering because of the way he comes at it. He's apathetic. He doesn't give a dang what his people care. He just wants the job done. All right. But when I coach him, he says, I actually really care about them.

This is his last shot, really. Or else I have to find someone else. I don't want to because he does great work. But he's really making it hard for everyone else. Like the culture is just suffering because of the way he comes at it. He's apathetic. He doesn't give a dang what his people care. He just wants the job done. All right. But when I coach him, he says, I actually really care about them.

I want them to do well, but I don't know how to communicate that. I don't know how to say like when they make a mistake. Oh, man, how can I support you? How can I make sure that you have what you need so that in the future you have success? Instead, he comes out and he says, what did not just explain to you what needs to be done? So that's the thing.

I want them to do well, but I don't know how to communicate that. I don't know how to say like when they make a mistake. Oh, man, how can I support you? How can I make sure that you have what you need so that in the future you have success? Instead, he comes out and he says, what did not just explain to you what needs to be done? So that's the thing.

Placing that interrupt between how we normally react, filtering it and understanding we can get the same message across without being that way. with taking the other person's perspective into account. And sometimes that starts with a question. Sometimes as a leader, instead of saying, why the heck did you do this wrong? I gave you everything, Ania. I thought I told you exactly how to do it.

Placing that interrupt between how we normally react, filtering it and understanding we can get the same message across without being that way. with taking the other person's perspective into account. And sometimes that starts with a question. Sometimes as a leader, instead of saying, why the heck did you do this wrong? I gave you everything, Ania. I thought I told you exactly how to do it.

You can say, okay, let me ask you this, right? Because this isn't what I expected to see. What I would like to see from you is this thing. What can I do to help you get there? Sometimes that's the best thing that you can do.

You can say, okay, let me ask you this, right? Because this isn't what I expected to see. What I would like to see from you is this thing. What can I do to help you get there? Sometimes that's the best thing that you can do.

That communication shift says the same exact message, but gets the point across differently and helps that person feel like they're supported versus feeling like they're a little kid when they're an adult. So you have to be willing to think that way and pause for a minute because a lot of people are not taking that pause to really hit the cognitive mind.

That communication shift says the same exact message, but gets the point across differently and helps that person feel like they're supported versus feeling like they're a little kid when they're an adult. So you have to be willing to think that way and pause for a minute because a lot of people are not taking that pause to really hit the cognitive mind.

They're letting their emotions get the best of them. And a lot of people will say, I'm not emotional. Yes, you are. Yes, you are. I mean, that's what's driving the way you're reacting and responding. And the key to that is I mentioned react versus respond. A lot of people are reacting. They're just knee jerk. They're just not taking a break. They're not taking that moment.

They're letting their emotions get the best of them. And a lot of people will say, I'm not emotional. Yes, you are. Yes, you are. I mean, that's what's driving the way you're reacting and responding. And the key to that is I mentioned react versus respond. A lot of people are reacting. They're just knee jerk. They're just not taking a break. They're not taking that moment.

So we have to get to the point where we're responding intelligently to things. And then the other component is relinquishing that control, realizing that you are better off as a team than as a solo unit. So a lot of the leaders, they feel like they have to have the right answers.

So we have to get to the point where we're responding intelligently to things. And then the other component is relinquishing that control, realizing that you are better off as a team than as a solo unit. So a lot of the leaders, they feel like they have to have the right answers.

But I always challenge them to create like feedback forums so they can get new ideas, innovation from their people, near real time feedback on how they can be a better leader. You know what people need. Those are some of the easiest wins, but they're hard. Because again, they're not what they're used to doing. They're used to coming into the little siloed environment with their leadership team.

But I always challenge them to create like feedback forums so they can get new ideas, innovation from their people, near real time feedback on how they can be a better leader. You know what people need. Those are some of the easiest wins, but they're hard. Because again, they're not what they're used to doing. They're used to coming into the little siloed environment with their leadership team.