The same empathy that once made Ben & Jerry’s a symbol of conscience is also what drove Jerry Greenfield to walk away. Jerry Greenfield, co-founder of Ben & Jerry’s, has walked away from the company he built after 47 years. His reason? The social conscience that made the brand famous has, in his words, been muted under Unilever’s ownership.

If leaders are emotional thermostats for their teams, then managing their own temperature isn’t just personal, it’s organisational. How can leaders manage what they transmit without becoming emotionally numb or inauthentic? Emotional regulation isn’t about faking it, it’s about being aware, intentional, and responsible with your emotions. In today’s emotionally charged environments, this is not just a skill, it’s leadership hygiene.

In the realm of social media and viral content, bold assertions about success frequently emerge. A recent claim caught our attention: "91% of successful people have a strong EQ." While this assertion has already been debunked, it prompts significant questions regarding the relationship between emotional intelligence (EI) and success.

Understanding the psychological mechanisms behind our interactions is crucial for fostering empathy and inclusion in the workplace. One such mechanism is anchoring. By recognizing and addressing anchoring, organizations can create more inclusive, understanding, and compassionate work environments.

When we think about empathy, we sometimes imagine it as a natural response—something we either have or don’t have in a given moment. However, research in cognitive psychology suggests that our empathic stance is not always as free as we assume.

Have you ever walked into a room after a leader has spoken and felt the whole team's mood lift—or crash?

What if our biggest barrier to achieving gender equity isn’t just policy or prejudice but the absence of perspective? Empathy -particularly perspective-taking - is a powerful but underused tool for societal transformation. This insight resonates deeply with our mission at Cognitive Humanity, where we believe that cultivating empathy at scale personalised, measurable, and dynamic is the key to lasting behavioural change in workplaces and beyond

In our last post, we looked at how power and perspective-taking often work in isolation-and why that can create problems. Now, let’s explore what happens when empathy and influence come together.

We talk a lot about empathy at work. And we talk a lot about leadership. But rarely do we talk about how the two need each other-and why separating them can quietly undermine everything we’re trying to build.

In part one of our series, we explored the concept of covering and its impact on individuals and organizations. Now, let's dive into how empathy can be a powerful antidote to covering, creating spaces where people feel seen, valued, and free to be themselves.

Have you ever covered an aspect of your identity at work? You’re not alone. In this two-part series, we'll explore the concept of covering and how empathy can help create more inclusive workplaces.

Leadership is not just a title or a position; it's a complex interplay of personality, values, and our impact on those around us.
Over the past century, leadership studies have evolved dramatically. We have seen the emergence of various leadership models, including servant leadership, transformational leadership, situational leadership, democratic leadership, and charismatic leadership.

To achieve a meaningful ROI in wellbeing initiatives, organisations must go beyond surface-level interventions and cultivate a holistic approach that prioritises social connections, fosters a culture of empathy and understanding, and aligns organisational values with the principles of social wellbeing. By doing so, organisations can create a thriving workplace environment where employees feel valued, supported, and empowered to reach their full potential.

In quantum computing, particles can exist in multiple states simultaneously—a phenomenon known as superposition. This intriguing concept has a compelling parallel in the workplace: cognitive flexibility. Just as quantum superposition allows for multiple possibilities at once, cognitive flexibility enables individuals to navigate the complexities of modern work environments with creativity, adaptability, and resilience. 

After weeks of intense competition, the curtains are drawn on the Paris Olympics. The conclusion the 2024 Games left viewers with not just memories of outstanding athletic performances but also moments of profound empathy that resonated deeply with audiences worldwide. These moments of sportsmanship offer valuable lessons that extend far beyond the arena.

I recently saw a post on LinkedIn that said inclusion starts at home with the decisions we make. As a co-chair of a recent conference centered around the power of reflection, my reflective antennae have been fine-tuned, and I have been reflecting on our collective busyness. Decisions are made in the blink of an eye in the midst of the complex challenges around us, and those decisions shape organizational and individual outcomes.

Despite the abundance of well-designed leadership programs, why do leaders sometimes fall short in their actions? I am sure there are a myriad of reasons why, but one that occurred to me is the "say-do gap." Let's dive into this phenomenon, its underlying science, key findings, and what it means for leaders. 

The Wall Street Journal recently published a story questioning the validity of a 2015 McKinsey study on diversity and profitability. The study, which could not be replicated in several different settings, has been the ROI goalpost every organization uses to promote DEI initiatives. If the study is invalid, where do we go from here?

Empathy in the workplace has emerged as a critical leadership skill that can significantly impact organizational success, employee satisfaction, and overall performance. Far from being a "soft" skill that can be overlooked, empathy is now recognized as a vital component of effective management and a key driver of positive workplace culture.