Leaders need to be both empathetic and be able to hold people accountable. It can be hard to strike the right balance between the two. Empathy encourages leaders to understand and connect with their teams, fostering an environment of trust and psychological safety. Accountability, on the other hand, ensures that performance standards are met, goals are achieved, and responsibilities are upheld.
In his book Leaders Eat Last, Simon Sinek emphasises the role of empathy in leadership, particularly its importance in building strong, resilient teams. At the same time, Sinek explains that without accountability in the mix, empathy alone can lead to complacency and inconsistency. Leaders need to find the right balance between compassion and the discipline needed to drive results.
Empathy, the ability to understand and share the feelings of others, is necessary part of leadership. It helps leaders to see beyond metrics and numbers, understanding the human aspects of their team members’ challenges. Empathetic leaders listen, show concern for their employees’ well-being and are considerate.
Simon Sinek highlights the role of empathy, “leadership is not about being in charge. It is about taking care of those in your charge.” This approach to leadership builds trust, loyalty, and engagement. Employees who feel heard, understood and valued by their leaders are more likely to go above and beyond in their work, contributing to a more motivated and cohesive workforce.
Empathetic leadership also creates a safe environment for employees to express concerns, admit mistakes, and seek help when needed. This psychological safety; the belief that one will not be punished or humiliated for speaking up with ideas, questions, or concerns; fosters innovation and collaboration.
However, too much empathy without accountability can result in lowered standards.
2. Why accountability is also important
There’s no doubt that empathy is the key to building strong relationships. But without accountability, teams can become complacent, performance may slip, and goals may not be met.
Sinek argues that great leaders hold themselves and others accountable not just to deliver results, but to maintain the values and integrity of the business. “The responsibility of leadership is not to come up with all the ideas, but to create an environment in which great ideas can happen.” Accountability is about maintaining a high standard of work and performance, ensuring that employees know what is expected of them and are held responsible for their actions. It’s about setting clear expectations and providing the support necessary to meet those expectations. When leaders hold their teams accountable, they are encouraging growth and development. It shows employees that they are trusted to deliver results and meet certain standards.
However, holding people accountable without empathy can come across as rigid, disconnected, and too authoritarian. It can create fear and resentment, which undermines morale and trust. The challenge lies in balancing both empathy and accountability in a way that benefits both the individuals and the organisation.
3. Finding the balance
Balancing empathy and accountability mean knowing when to lean into understanding and when to push for performance. Different situations call for different approaches. For example, when an employee is struggling with personal or family issues and needs some support and time off, an empathetic response is essential. However, if that same employee is missing multiple deadlines or failing to meet performance standards, they probably need to be held accountable.
Simon Sinek’s leadership philosophy offers valuable guidance on this balance. He suggests for leaders “create an environment” where people feel safe to be themselves and speak up but also feel motivated to do their best work. Leaders who achieve this balance empower their employees to take ownership of their responsibilities while still feeling supported.
Here are some practical strategies for balancing empathy and accountability:
- Set clear expectations: Employees need to know what is expected of them, both in terms of performance and behavior. Leaders should communicate these expectations clearly and ensure that employees understand their roles and responsibilities.
- Provide support: Accountability should not be confused with micromanagement. Leaders should offer guidance, resources, and support to help employees meet their goals, while also giving them the autonomy to manage their own work.
- Practice compassion: When providing feedback or addressing performance issues, approach the conversation with empathy, but remain clear and firm about what needs to change. Leaders can use constructive criticism to show that they care about the employee’s development and success.
- Lead by Example: Leaders must also hold themselves accountable. Employees are more likely to be accountable themselves when they see these values by their leaders.
Todays’ leaders need to support their team with empathy while holding them accountable to reach their full potential. By striking the right balance, leaders can drive both personal and organisational success. Have you found the right balance? If your leadership team could do with my help, please get in touch today, I’d love to hear from you.