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.