MarchFifteen 14th Anniversary
A huge thank you to all who came to our party last night.
We had a wonderful time reconnecting with old and new friends and the group of artists from Community Living Toronto have made the occasion even more merry. We sold many paintings and if you missed it… please come and choose as soon as you can!
I promised we will post my little speech – so, hoping to delight you – here it is.
We are living in volatile, uncertain, complex, and ambiguous times—where disruption has become the norm, not the exception. From global pandemics and political instability to economic uncertainty and rapid technological change, leaders today are called to navigate challenges unlike any we’ve seen before. Transformation is Le Mot Du Jour.
In times like these, traditional leadership— rooted in authority, control, and competition—often falls short.
What truly sustains organizations through crisis and change isn’t just strategy or efficiency. It’s something more human: empathy.
When Satya Nadella took over as CEO of Microsoft in 2014, he shifted the company’s culture from internal competition to collaboration and empathy. He emphasized listening, learning, and empowering employees. Under his leadership, Microsoft reconnected with its customers, improved employee engagement, and saw massive growth in both innovation and market value.
When Andrew Mackenzie became CEO of BHP, shortly after the disastrous oil spill, he brought a human-centered approach to an industry known for its tough, risk-heavy nature. He made safety a core value—not just a compliance metric. Mackenzie often spoke about deeply listening to workers on the ground and understanding the human impact of decisions. His focus on people and purpose helped transform BHP’s culture and reputation.
When Alan Mulally took over Ford during a financial crisis, he prioritized open communication and team cohesion. He listened to employees at every level, encouraged honesty, and showed genuine care for their ideas and well-being. His empathetic leadership was a key reason Ford avoided bankruptcy without needing a government bailout.
When Chris Fowler set the organizational values at CWB that emphasized the quality of relationships, he could not have foreseen how crucial those values would be during the pandemic. They made decision-making and prioritization easier and allowed the organization to protect its people’s well-being.
Engagement scores during the pandemic remained close to 100%—consistently. And CWB won the most desirable culture awards all around. I am sure the culture and values were one of the compelling reasons why National Bank bought it last year.
At McCain Foods, leaders emphasize the family values of community, care and collaboration. It has been instrumental in fostering a culture that values diversity, equity, and inclusion, ensuring that all employees can thrive while being their authentic selves. The Leadership Principles, created with involvement of many employees, but championed actively by the CEO Max Kroeune are anchoring the values and solidifying the culture that balances focus on results with the real focus on people.
We live in times where compassion and empathy are ridiculed in some circles, especially in public offices. But we must remember: empathy doesn’t mean weakness—it’s a strategic strength that fosters resilience, innovation, and long-term success. I hope these quick examples have demonstrated this.
For those of us who may not feel naturally empathetic, here are a few things you might consider for yourself and your organization:
– Start by listening—truly listening—to the people around you. Create space for honest conversations, without judgment or defensiveness. Practice curiosity instead of control, and seek to understand before being understood.
– Encourage vulnerability in leadership. When leaders show their humanity, it invites others to bring their whole selves to work. That authenticity builds trust, and trust is the bedrock of any strong team and a strong organization.
– Reward behaviors that reflect care and collaboration, not just performance metrics. Empathy in action can look like mentoring, supporting someone during a tough time, or simply checking in on someone without an agenda.
– Finally, embed empathy into the systems and structures of your organization—into hiring, feedback, recognition, and decision-making. Make it part of the DNA, not an afterthought.
Because in the end, empathy isn’t just a nice-to-have. It’s the foundation for the kind of leadership our future demands. Let’s choose to lead not just with our minds—but also with our hearts.
Thank you.
Please let me know what you think. We are keen to keep the conversation going.
E
