For leaders who are natural empaths, a key growth area is learning to separate deep personal care for team members from the objective needs of the business. This includes recognizing that letting someone go can be the most loving and correct decision for the individual, the team, and the company.

True empathy doesn't require having lived through the same event. It's the ability to connect with the underlying emotions—grief, fear, joy—that you have experienced. In fact, having the identical experience can sometimes lead to empathic failure because you assume their reaction must be the same as yours.

Don't approach the world feeling entitled to others' empathy. Instead, proactively give empathy, even to those you disagree with. This act is a tool for your own well-being, triggering neurochemicals of connection and making your own life better, regardless of how it's received.

People often confuse empathy with agreement. In collaborative problem-solving, empathy is a tool for understanding. You can completely disagree with someone's perspective while still working to accurately understand it, which is the necessary first step to finding a solution.

Refusing to discuss fear and feelings at work is inefficient. Leaders must invest a reasonable amount of time proactively attending to team emotions or be forced to squander an unreasonable amount of time reacting to the negative behaviors that result from those unaddressed feelings.

Empathy has three parts: emotional (feeling others' pain), cognitive (understanding it), and compassion (wishing them well). Emotional empathy—vicariously taking on others' suffering—is most associated with burnout. For caregivers and leaders, cultivating cognitive empathy and compassion is more sustainable and effective.

Empathy, defined as merely feeling another's pain, is overrated and can lead to inaction. Effective leadership requires compassion: understanding a problem, feeling a connection, identifying a solution, and having the courage to implement it, even when it's difficult or unpopular.

With societal and political issues increasingly entering the workplace, the most critical leadership skills have shifted. Mars' CEO argues that empathy—to listen and connect with employees on a human level—and self-awareness—to navigate sensitive topics without personal bias—are now paramount for maintaining a civil and productive corporate culture.

Saying "I understand" is counterproductive. You can understand someone's words, but you cannot truly know their unique emotional experience. The phrase often shifts the focus to your own experience, preventing the other person from feeling heard.