Cadmore media player playing video Leading with Heart: The Transformative Power of Empathetic Leadership
Video Player
Accessibility
Using forms mode, you can utilize keyboard shortcuts to make usability more efficient.
Space bar will play and pause the video. Pressing escape will close all displays and pressing it again will jump to the end of the player.
You can press A to open the Keyboard Shortcut Dialog which also provides an audio description of the player and all of its features.
Language
1x
Play Speed
Adjust Volume
Transcript
Search
Result Count
of
Click to jump to result
Search
Re-center
Segments
Result Count
of
Click to jump to result
Search
Name:
Leading with Heart: The Transformative Power of Empathetic Leadership
Description:
Leading with Heart: The Transformative Power of Empathetic Leadership
Thumbnail URL:
https://cadmoremediastorage.blob.core.windows.net/4028f959-e7ee-4df3-a350-127706860785/thumbnails/4028f959-e7ee-4df3-a350-127706860785.jpg
Duration:
T01H02M13S
Embed URL:
https://stream.cadmore.media/player/4028f959-e7ee-4df3-a350-127706860785
Content URL:
https://cadmoreoriginalmedia.blob.core.windows.net/4028f959-e7ee-4df3-a350-127706860785/GMT20240404-150026_Recording_gallery_1920x1080.mp4?sv=2019-02-02&sr=c&sig=7qVf7YJfheuEgatHyxBLNRFabVetjGaV7B3mjSjoiw8%3D&st=2024-11-20T00%3A18%3A23Z&se=2024-11-20T02%3A23%3A23Z&sp=r
Upload Date:
2024-04-15T00:00:00.0000000
Transcript:
Language: EN.
Segment:0 .
Thank you and welcome to today's SSP webinar. Leading with heart. The transformative power of empathetic leadership. My name is Randy Townsend, president of SSP and founder of the SSP mental health task force. Before we get started, I have just a few housekeeping items to review.
Attendee microphones have been muted automatically. Please use the Q&A feature in Zoom to enter questions for the moderator and panelists. You can also use the chat feature to communicate directly with speakers and other participants and organizers. Closed captions have been enabled so you can view captions by selecting the More option on your screen and choosing show captions.
This one hour session will be recorded and available to registrants following today's event. Registered attendees will be sent an email when the recording is available. A quick note on SSPS code of conduct and today's meeting. We are committed to diversity, equity and providing an inclusive meeting environment that fosters open dialogue and the free expression of ideas, free of harassment, discrimination and hostile conduct.
We ask all participants whether speaking or in chat, to consider and debate relevant viewpoints in an orderly, respectful and fair manner. At the conclusion of today's discussion, you will receive a post-event evaluation via email. We encourage you to provide feedback to help shape future SSP programming. Before I introduce today's moderator, I want to express my sincere gratitude to Mr snow for her unwavering commitment to our mental health initiatives.
Working behind the scenes to organize this webinar, Damita is director accessibility and diversity, equity and inclusion, publications and strategy at the American Society of Civil Engineers. In addition, she served as a co-chair for the diversity, equity, inclusion and accessibility committee at the Society for Scholarly publishing, where she is currently holding a position on the board. Now it's my pleasure to introduce our moderator, Rebecca McCloud.
Rebecca is a managing director for the Harvard Dataverse science review. Rebecca, the floor is all yours. Thank you, president Townsend. And Thank you to meta snow for getting this organized. But also, again, Thank you, randy, for, you know, using your platform as president to raise awareness of the important need to address mental health issues. So thank you.
So welcome, everyone, to leading with heart. I'm very excited to serve as your moderator for this very important webinar, and I'm so pleased to introduce our distinguished panel of empathetic leaders who will share their insights on how they foster a culture of empathy within their teams and organizations. So in alphabetical order, I'm pleased to present Dana Compton, managing director and publisher for the American Society of Civil Engineers.
Jeff Mahoney, senior director of professional and consumer publishing for the American Academy of Pediatrics. And Gladys Alejandro Lopez Morales, customer success manager for UK and Nordics and diversity and inclusion in health care at Elsevier. The webinars format today will consist of a Q&A between the speakers and me, and then we'll allocate the last 10 or 15 minutes or so for the audience to ask questions.
So let's get started. So I want to wanted to put this slide down. Great I can see everybody. All right. So this question our first question my first question is directed to all three of you. So is an empathetic leadership style natural to you or was it something you learned and improved over time?
And if so, can you share with us how you were able to hone your empathetic skills? Dana, you want to start? Sure happy to. Thank you. And thanks, everybody who's joining today really happy to be here. Thank you to Randy and damita, too. So I'll definitely say not something that came naturally to me as a leader, which is not to say that I did not care about people when I first stepped into a leadership role.
But I think, you know, like many women who are just getting started in leadership, I kind of stepped into that role with less confidence in myself than I probably could have had. And, you know, at that time, I was, you know, when I first stepped into a leadership role about 17 years ago, I was just 30. And I was leading a lot of people who were older than me. And that could be intimidating, right?
The people who, you know, I needed to follow me had more experience than I did. And that's not easy. So I think, you know, you tend to walk into a situation like that with a little bit of a shield and maybe Uber professionalism. Right there's no place for feelings in the workplace. And I think over time, as I was able to grow my confidence, I kind of developed this.
I want to be my actual real self in the workplace and kind of adopting that authenticity and really understanding how important it is to know the people who work for and with you kind of led me to think about what kind of leader I really wanted to be. And I started thinking a lot more about servant leadership and empathetic leadership in particular. Thanks so I will continue then.
Hi everyone, and Thank you so much for being here. And greetings from Amsterdam. And in my case, actually this experience also resonates with what Dana said. And I had a good start because by default, I'm an extrovert people person, but I face the same scenario that you mentioned, Dana. When you start being a manager, people want you to behave or back in the day, right?
It was 12 years ago where I became a manager and they want you to show very professional. And on that sense, maybe our stereotypes or something that you have in mind, like professional means, rational. And that was my clash at the beginning. But then you realize like, no, it's actually being professional is being true to yourself and get things done right.
So I well, some aspects of this type of leadership are natural to people. I will say that there is a significant component that can be learned and developed and we are all here learning, right? So you have the perception of what you need to do and how you need to behave. But then every experience you realize like is a lot of error and try to figure out which elements you want to continue doing so.
So try and, and fix. Try and fix and try and fix. And then you develop your own type of leadership. That's that was my experience. With great. I'll note something you said, Gladys, that I consider myself an introvert. Some people don't believe me when I say that, but that is my natural thing.
So I consider this also a learned skill for me. And I think as Gladys was saying, I think it was innate in me, but I had to bring it out. I had to kind of learn as I grew as a person and as a professional to kind of find that inside me and help it grow. I think early in my career I wasn't fully using my leadership skills, but I actually didn't realize that I wasn't fully using my skills because I didn't have that background yet.
So I thought I was doing, you know, I thought that being really good at my job was enough to be a leader and to have all of these skills. And and again, that awareness of what I didn't have yet wasn't there early in my career. And I swear I wasn't horrible in those early years. But you know, it takes some time to have that self-awareness and grow. I do think that talking about it and learning about these skills, even just reading an article or two, really helps bring it out.
So I appreciate everyone who's attending here. You're, you're doing it right now. You're going to take up some things here that's going to help you the rest of your career. I'll know for some perspective because as we talk the rest of it, I want to say that the organization that I work for right now also has been very helpful for it. So I work for the American Academy of Pediatrics.
And although we are a society that's for pediatricians and/or the practice of pediatrics, our motto is dedicated to the health of all children. And that's something that's embedded in what we do. And I think it really fosters that empathetic side within everyone in the organization. I feel lucky that that's there. And also our organization over the years has provided opportunities for workshops and sessions, such as this to help the staff learn.
And again, when I went to some of those early in my career, I might not have known I needed it or that I had things to learn, but just exposure to it really, really does help. So again, I think there's a little bit in all of us, but it doesn't come out right out of the gate. Early career, I think, for most. Thank you, Jeff. My second question is about the traits that one needs to have to be empathetic so we know empathetic contributes to emotional intelligence.
That's one of the number one traits. What do you think are other traits of empathetic leadership? Dana, is that I can direct that to you. Yeah, definitely. I think there's a, there's a few things that I can, I can think of. Jeff mentioned self awareness when he was responding earlier, and I think that's a huge one. I think, you know, just kind of becoming comfortable with what your strengths are, but also what your limitations are.
And knowing when you need to rely on others for their strengths that counterbalance yours is a huge part of this, right? I think really being able to perceive you know, empathy really is putting yourself in somebody else's shoes, right? And that's the good, the bad, and the ugly. I think it's in uncomfortable situations or when people are going through a hard time to empathize.
But I think a part of it is also recognizing that no matter what your first impression of somebody is, everybody is bringing some quality to the workplace that they can use to their advantage and helping them, you know, recognize that in themselves and develop that skill and lean on their strengths and counterbalance that with, you know, strengths from others. Right? so, you know, really coaching somebody and, you know, that person who just never responds to email, they just feel like they are never paying attention to you.
They're so annoying. Well, they're definitely bringing something good. Can we look for what good they're bringing and let go some of that negativity? So I think that balance of self-awareness and perception of others are two things that are really crucial for empathetic leadership. And it's not only in developing the person themselves, but also helping them appreciate their colleagues around them and really developing a positive culture.
I like what you said about counterbalance. It's not only doing that with an employee, but maybe doing it within yourself. Like whatever, whatever you need or, or you need help with, you know, looking to someone else on their strength to help you along, to make you more of an empathetic leader. I know I do that a lot. I think, I think in this, I think it's the Clifton strengthsfinder, I believe, where you kind of figure out what your, your top five strengths are and then you can kind of see where you, you know, rank a little more on the there's some development to do here side.
But I think one of the approaches to that is don't spend your time trying to become perfect at things that you don't have a natural strength in. Right? you can have the biggest impact by continuing to develop your top strengths. So I think we all need to help those around us do the same thing, right? You're never going to be perfect at everything, so find the people who can help you, where you're, where you have some weaknesses and really develop the things that come naturally to you.
Such excellent advice. Thank you. Dana, Gladys or Jeff. Do you want to add anything to what Dana said? Yeah, I'll note and this goes line in line with what Dana was saying about listening is a really important part of all of this. Listening to your colleagues as they're talking about their work and their projects, finding what makes them tick.
I'm taking it in again. Some of the growth that I've had is realizing that not everyone has the same brain and processes things the same way. So taking the time to really listen to what they're trying to communicate rather than trying to get to the end. I also like the fact that Dana mentioned don't try to be perfect.
I also think there's then still, you know, again, I think probably most people here are attending this are successful in their careers at whatever stage you're at and you never want to. Think that you've learned it all and you know it also, and that you can understand all these viewpoints. So listening, working with the colleague, your colleagues to help them find solutions to things rather than automatically saying, all right, I already know the answer, let's talk for 10 more minutes, but I already know what I'm going to tell you 10 minutes from now.
I think listening is really important. I also like the word respect and kind of everything that I do and remembering that respecting your colleagues, even if you have a different way of thinking about things, is kind of a core trait that's really important. Thank you. So my next question, I think I'm directing, I think to all three of you. And this is about practicing empathy or empathetic, empathetic leaders style in a virtual environment.
It's, I think it's challenging enough many times. For those of us who have been at a leadership level for many years and we went to pretty much all virtual or semi virtual after the pandemic. So how do we practice or how do and foster the empathy among team members in a virtual environment? So, Dana, I'm going to start with you first. Alphabetical order. Thanks I think in the virtual space, not just in terms of leadership or empathetic leadership, but all across the board intention is really important.
I think we have to be much more intentional about carving out the time to connect with our teams and with the individuals that were working with. So anything from, you know, you're in a meeting and you know, somebody just isn't quite acting themselves, maybe taking the extra time to follow up with them afterwards, you're not going to just run into them, you know, in the lunchroom. You have to take the time every day to say, OK, who have I talked to?
Who does it sound like maybe needs an ear or needs some help with something? And just really prioritizing the relationships because they're just not going to happen as naturally. And then reach out to that person and have individual Zoom meetings or something, right? Yeah I mean, I think the other thing is really learning what is comfortable for people. Some people love video, some people don't.
You know, some people would rather just kind of have a little bit of a we work on teams so, you know, would prefer to chat, kind of like text message. So, you know, everybody enjoys a different kind of communication. So I think it's important to be adaptable in that way, too. I don't think everybody always wants to have to jump on, you know, a camera call, especially if maybe something's bothering them. And, Gladys, I you have AI mean, from this group, you have a unique perspective because you have worked with a global team because you right now you're zooming from Amsterdam.
Yes so you have your own set of unique challenges. Yeah, indeed. And actually, I see being in a virtual environment as something that is beneficial to create a cultural empathy of course, we are human beings. We prefer to meet on site and be in front of the face and the body of the person. Right? sometimes when you meet someone that has been only online, it's like you have a body, you already you have a body, but it's kind of making it more real.
However, I will think like I have two specific examples. The first one is how it can cultivate a culture of empathy. When the team members are in different time zones, it helps because everybody can contribute at their own rhythm. So that means that I can go to sleep and maybe somebody in the other side of the world, in this case in the americas, is starting their own day and can continue working on a project. And the next day when I wake up, something has been advanced.
Instead of being together, everyone, it gives the continuity and also it gives the freedom that everybody will work at its own rhythm instead of all being together in. Sometimes we have all read right? Like the meetings that could have been an email. So that prevents as well. That prevents that people keep working and advancing on the project.
And then when there is a meeting is because it's really necessary. The second example is how it can foster empathy for their own experiences. And as you may are aware, based on my biography, my passion is diversity and inclusion in health. So I have seen in different parts across Europe that nurses and doctors have been educating themselves on how to be more, have more empathy while treating diverse patients.
And this the virtual world helped a lot because you can have these virtual simulations and experiences through virtual tools to also adapt how to treat different patients or treat different people. When you are working with. We all know that and I'm going to talk a little bit longer in some of the upcoming questions. But when we are coming from different cultures, sometimes the first thing that we have is the stereotype of the culture, right?
And this type of virtual experiences and simulations help us to use that stereotype or the idea that we have from a culture just as the entry door and then actually see the people that are behind that entry door. So yeah, I will just highlight the benefits because actually is how I have been working with the people, collaborating with the project of diversity and inclusion. Wait yes. That's so inspiring, Gladys.
I actually. I consider myself a little bit of an old fashioned old fogey on this. Like, if we can edit this later and put Gladys after me. So it's more inspiring because I did get inspired by that. I'll note that I am worried about the virtual environment that we've all adjusted to and the long term impact on empathy. I, I have some concerns about losing some of those touch points.
Again, I'm going to take Gladys optimistic thoughts and really take those to heart to help me get that nagging thought out of there. But certainly in those years when there was no in-person interaction in my organization, it's tough to have those little impromptu moments that allow you to get to know the your colleagues. Also, as Dana mentioned, it's easier to just accidentally stumble across something that needs empathy rather than setting up a meeting, putting it on your calendar, turning a camera on.
I do miss those things. We did try some things during the pandemic when we didn't have the in-person interactions. And my group, we set up periodic virtual water cooler conversations. That's what they were called. Sometimes they were about work issues that we did want to talk about together in a little bit more informal setting, but sometimes they were about life events, things happening in the world.
So that people did have that opportunity to chat a little bit that I think that worked well. I'll, I'll confess we don't, we might do one water cooler conversation a year now that we're back hybrid I'm in the office right now but we're not we're not 100% back in the office. So I do. I miss those touch points. People that work with me know that one of my favorite things is to have a surfboard huddle.
I don't know why I'm saying this out loud. You can't envision it, but we have some public spaces. Something shaped like a surfboard. I love meeting people impromptu at a surfboard to chat. It's usually work chats there, but I think it adds that informal element rather than sitting on a screen and setting it up, it allows you to feel a little bit more comfortable. So I, I do worry that some people may never have those in-person connections and might lose some of the subtle things, because I think those subtle things are what helps me with empathy.
But it's not, you know, the world has changed, so I just like that I'm coming off as that old fogey, old fashioned type. But I think conversations like this are helpful for maybe figuring out the new paths towards empathy going forward. Jeff, I feel your pain. I'm an old fogey, too, so I've had to adjust. But I think, too, as things change with a younger generation coming up and used to working primarily in a virtual environment, you know, they, they probably have ways of connecting more easily virtual in the virtual space than we have.
So we have to learn, I guess, from them. So my next question is, you can you share how members of your team have benefited from an empathetic style of leadership? I think, Jeff, I think were the first to kind of answer this question. Yeah, no, I've really benefited from empathetic leaders that I've interacted with over the years. I mean, I have I have role models that I've worked with that that probably deserve to be a presenter in this webinar more than I do because I've seen how they interact with staff, how they can be empathetic.
I'll note that I do like those personality tests. I want to check out the thing that Dina talked about for strengths. I know when I first took some of those personality tests, I learned more about me, and one of the ones was a color test. Where if you're blue, I think that meant you were very empathetic. I wasn't blue. I was green.
I was more analytical, thoughtful on certain things. So but I know plenty of people who are blue and use it well. Again, circling back to my organization, I think our leadership shows this empathy, and I've just learned from it. And I think it's inspiring when you work with colleagues who have these traits because it can rub off on you. And I think that really can help staff, too, to have these have these people expressing empathy.
It helps so much during the pandemic to have that kind of culture within our organization. If if we had to invent that empathetic structure in our organization that day, that would have been that would have been hard. But it was already innate. I think it really helps people. We're in publishing. I think a lot of us, I mean, there may be people outside of publishing also attending too, but I think this type of empathetic leadership can help with innovation and creativity and which is so important in what we do.
If people are inspired and feel welcomed and feel like they're part of a team, it really helps that creativity and innovation, which is so important. And I love seeing it snowball when other people, other people show it. Thank you, Jeff. Dana or Gladys. Do you to add anything?
I think the only thing I would add on that is, you know, I think it's just natural that you want to do your best work for people who, you know, care about you. I think that's just natural, right? If somebody doesn't treat you particularly well or seems fairly indifferent to how you're doing day to day, what is your motivation to really bring your best self to your job?
So the whole team benefits from that, in my opinion, right, if everybody is. Inspired to do their best day to day, whether that's, you know, up here or it's here, whatever they can manage to bring every day if they're just bringing their best, I think that, you know, just benefits everybody all around them. So yeah, I agree.
So my next question is directed to first to you, Gladys. You touched on a previous discussion about the virtual environment. And and I you see the value of the multigenerational cross-cultural experiences, but how do you get others to see that value in the workplace? How do how do they empathize and understand people from different backgrounds? Thank you, Rebecca.
And I think I better start with one example. Based on my experience when I was still living in Guatemala. I'm originally from Guatemala, as you can hear, my strong Spanish Latin accent. I was in charge of promoting the exports of my country by creating international trade missions. And I remember once we were organizing in Guatemala City one conference where the trade mission was coming from the Netherlands, actually.
So the people were training themselves to overcome a maybe some bias that we have towards the culture. And I remember because one of the biggest stereotypes, unfortunately for the Latinos like me, is that we are not on time. So I was like, OK, can we please reinforce the counter stereotype of this by being on time and start our meetings?
And and because I already studied my master's degree here, I was having a little bit of insights. It came the day of the conference and the Dutch delegation came 30 minutes later because they were told that in Latin America the businesses start a little bit more chill and they went to adapt to the culture. So I'm sharing this experience that we face. Because we as human beings, we tend to connect with people who have certain traits similar than ours.
It might say culture, it might say age. So when we are in the workplace, in order to understand that, we are working with, let's say, different worlds, we need to open up the opportunity to know what the other people think, feel and experience. And the only way that we can do this is creating dialogue spaces. So I have seen in different companies best practices of creating in my skin dialogue space or in my skin article, which basically gives the opportunity to people with different intersectional areas to share what it is to be them.
In this case, when it comes to age, we can apply a double layer like the first one when it's culture. Well, you look like the culture that you represent, even though you might be mixed or you might be a impacted by living in another culture for several years. But when it came to age, it also, depending on personality, a different jobs that you have been taking.
And I recall once that one person got promoted when that person was really young and the perception was to change that, that it might be an immature leader. The other side, it can be like a person is more senior but loves technology. How many people will say like, OK, we need to go slower on those topics? Not necessarily because that person can be actually jumping into the every new trend based on their own personality.
So I will say the value is in actually giving the opportunity for everyone to, as Dana said, be real and as Jeff said, not being perfect. And in this safe space being their who they are and promote these spaces to connect with each other. And by connecting, we are going to be more empathetic. I love that the term in your skin, in my skin, I'm going to use that.
So just. Is that something that as a group that people take turns describing their skin like how what's the specific format? What I have seen is voluntary and then ask like, who wants to share the experience because people might not feel comfortable by the first time. Right? so usually you have some ideas at the beginning you Bookshare and it will depend as the personalities when people feel comfortable to share.
Yeah, it can be in a dialogue space. I will say like if we are in a virtual room, maybe the breaks that you were saying and referring to like the one next to the cooler, then we have like 15 minutes or 5 minutes to just share. Like for example, around culture is easier right around certain festivities or, or if people have a different ancestry sharing that ancestry or, or for example, counter stereotype, right?
Like let's talk about technology. Let's talk about this. Let's talk about that in, in the stereotypes that are not expected. It's great. Great I'm getting great tips here. I hope I'm sure everyone else is, too. Dana?
Jeff, do you want to add to anything to what Gladys has said? No, I just wanted to say that I made myself like a to do list of everything that, you know, I'm running all these things down. I almost lost my track. OK, so.
And then my next question, I think is directed first to you, Dane. How do you apply empathetic leadership to foster stability and trust in a changing environment? And particularly this resonates, I would say. I mean, there's always things changing in scholarly publishing, but I think right now, as we know, there are so many things going on. So how do you still, you know, try to deal with people, you know, learning new skills or not, you know, revenue streams, changing, whatever.
How do you how do you then still OK. You've still got to. Look out for one another. Yeah it is. It's interesting. It's not just publishing, but, you know, I'm with a society publisher and societies are facing a number of challenges right now as well in terms of membership declines and, you know, a lot of loyal members aging out, so to speak.
So, you know, it can be really scary to people to see, you know, revenues at risk from the publishing operation with changing business models and societies under pressure. I think and I'm actually going to tie-in a little bit I saw a comment in the Q&A about crossing the line between empathetic leadership and positive toxicity. You know, I think it's, it's a balance, right?
It's you want to be as transparent as you possibly can be with the folks around you, with your colleagues and with your team. But I think it's you need to be selective as well, right? I listened to a Harvard Business Review podcast recently that talked about a lot about selective vulnerability and thinking about what's the purpose of the information that I'm sharing, right? Like speaking with your team isn't the opportunity for you to unload everything that's on your mind and be, you know, a total Debbie Downer about everything is terrible.
And likewise, you're not trying to put a happy face on a difficult situation, right? You want to be honest, give people the information that they need to do their best work. That's really the role of a leader, right? Sharing the information that's needed. And that doesn't mean hiding other information. But if all you're going to do is scare people because, you know, maybe there's some bad news about the budget or there's some uncertainty about a program, if you don't really know something and all you're doing is kind of spinning out and unloading your own fears, I think that's not particularly useful.
So I think kind of have to always have that balance. How can I provide all of the information and then also foster comfort and safety and trust? I think the other thing I would say is on the, on the, on the positive toxicity side, that also isn't serving anybody, right? Like putting a happy face on things just for the sake of keeping people comfortable also isn't, isn't helpful.
When people are trying to learn. Back to your point, Rebecca, about, you know, learning new skills, I think every job in publishing at this point needs to have a solid understanding of tech, and that comes more naturally for some people than it does for others. So I think being very clear and intentional and being brave enough to say, look, you have a development area here, you really need to be thinking about these things is it's difficult and it's important.
So really helping people look in the mirror and seeing where they, where they need to, to develop is, is part of it. I think. Yeah, I'll comment on this too. Slight different angle of it. And I don't know if what I'm about to say, if it's actually a positive of my style or a negative, I don't know exactly. There's a fine line between them.
But I do believe in genuine praise and heartfelt praise when in the many times that our my colleagues do great work and great work happening all the time I'm maybe a little bit stingier about the good jobs or, or, you know, that's amazing that you did what you're supposed to do today types of exchanges. Now, I think that's controversial because, you know, a little Pat on the back certainly goes a long way.
But I think because maybe I'm a little bit stingy on that kind of more superficial feedback, I believe it makes it more meaningful when I am expressing praise that I think people know it's genuine and it's more specific about something that, that or could showcase the talents, because I think that's something that helps me with empathy too. And I think Dana said this earlier as well, is getting to know the talents of all the individuals you're working with and then building them up based on that and recognizing that and using all these different talents to come together as a team.
So I, I I'm intentional about praising people for the talents that they have so that they'll continue to use them. And I sometimes am a little skeptical when there's a little bit too much of a superficial nature to, to praise. And again, I don't, I don't know that I like that because maybe I should do a little more of that. Maybe there should be a more good jobs or quick things too, because I think it's nice to go home at the end of the day knowing someone told you did a good job.
So I think it's always good to work on that balance. I just wanted to say one thing in response to that, Jeff, because I really I agree with you about, you know, it's maybe not exceptional that you showed up and did the job that you're supposed to do. But I do think highlighting the impact that individuals really contribute to an organization just by doing what they are there to do can go a long way. It doesn't have to be praised, but really kind of trying to highlight, you know, you do this.
And as a result of that, our authors are more likely to publish with us again. And you know, that, you know, offers long term viability for our program, really kind of connect being able to connect individual's impact back to your strategies and your goals I think maybe goes further than we might think it does, in my opinion. But Thank you both for getting lots of great comments, too, by the way.
I'm on the side, actually, come to my last question for all of you. And this is talking about how practicing empathy is, I think, an underrated skill and how can one practice this type of leadership without. Seeming weak. I put quotes around weak. And what happens if empathy doesn't work well? Like you just need to get the job done.
So I don't know. Jeff, do you want to start or. Yeah and it doesn't always work. Well, it's hard to be perfect at some of these things. I think one important thing is consistency and being very consistent in how you approach situations and expectations for the team allows you to. Being empathetic when you need to, but also remind people of the goals and where we need to get to.
And how we do need to conquer certain things that may be in the way of goals. Again, I'll refer to the American Academy of Pediatrics mission as a helpful thing that's there. There are difficult situations all the time that all of our staff are really Talented at accomplishing. But you need the ear. Sometimes you need to vent a little bit. You need to talk through some things.
I think ultimately if you can, you have an environment where you can talk it out, work it out to be able to point back to that North star of remember what we're doing is going to improve the health of all kids and we're all have this common bond, even though that felt a little not pleasant or this is really challenging or this deadline is tough. I think knowing that we all have a goal, the other interesting part and also being a society and part of a society is the fact that we're remembering that we're both mission driven, but also revenue generating, which then helps the organization fulfill its mission.
So remembering that we still have a job to do, we have to do our jobs well in order to hit the budget and make it there. Because unfortunately, some sometimes if you hit a difficult situation, you want to let it go or kind of let things slide. But you think one bad outcome for empathetic leadership would be. All rules are off and we're no longer all unified.
Towards a mission, you kind of have to toe the line there. But I think being able to connect back to it. And I feel like we're all from different organizations, each one of our organizations does have a mission. You can point to where you can have that North star. It doesn't have to be the same at every organization, but if you're aren't sure what that is, it could be helpful to define that for your team. Because it can come in handy during those down moments where you have to be more empathetic.
Excellent advice. Thank you. Job Dana. I'll chime in a couple of things. I saw that Mandy in the chat mentioned burnout. Burnout, brené Brown. I also love her. So one of the things that I was going to say about this is in terms of not seeming weak, is that one of brené Brown's tenets is that vulnerability?
And connecting with people is actually one of the bravest things that you can do, right? It requires that her book is one of her books is called dare to lead. Right it's daring to kind of step out of yourself a little bit and connect with the people around you and show vulnerability. Be transparent when you don't know something, but you know you're in it together with your team to figure out how to succeed and that sort of thing, right?
So I think the concept of having to not seem weak, like, yeah, that's there, but also like we're doing the hard work, right? You other people need to recognize that it's not easy and you're tackling difficult discussions, uncomfortable feelings. Working with emotions just by nature can be difficult. You know, you are being brave when you try to connect with the people around you just by nature.
The other thing I would say is that the whole. Benefit or one of the major benefits of empathetic leadership is that you build a culture of trust and safety where people really feel that they. Have the ability and are actually even welcome to speak their mind and share their opinions regardless of whether you agree with them or not.
And I think building that overall culture of trust means that when empathy is not the answer and you need to take a firm line on something or give very difficult feedback or any number of things where you have to say, look, I know that you don't like this, but this is the way it is. This is the decision that I have or, you know, we just have to find money in the budget. So we're going to stop doing x, y, z.
I you love it, but we're just going to stop when you have to make those hard calls, you still have that trust, right? So you're not just the bad guy, so to speak. I think people can really connect and see like, yeah, when you have to do something hard, you can. But we know that you have our best interests in mind. So I would just put that out there. The other thing I would say about empathy not working is I always have a hard time, you know, empathy being, you know, really feeling, putting yourself in other people's shoes and thinking, how would I feel in that situation?
I actually just don't always think that's possible. You can't possibly imagine every situation that somebody might be going through if you haven't been there before. So I think another aspect of it has to be when you just are like. I don't know. Don't understand why you feel the way you feel or just being able to say like, look, I can't.
And I can't connect directly with this, but I'm here for you, right? That admitting that. Yeah, that's really important. Yeah Yeah. Before we get to that, I want to give you the opportunity to answer this final question. Yeah Thank you, trabeculae. And let me take also the question and put it in the other side because you are saying practicing empathy as it might not work right or if it's an underrated skill, but what happened when the.
Nature of work requires to be empathetic like volunteer job or jobs that are like not directly paid. And I learned that because before I had direct reports back in Guatemala, I was leading an alumni Association where actually I needed people from the team that we were working together, creating a scholarship, events, work fairs, things like that for the people who were graduated from University.
Apart from our daily job, I know that in the Uc these roles might be paid and promoted by universities. Back in Guatemala. It was not. So you have your own day job and then you needed to add extra hours to do that extra task. And by doing that, I learned that basically what was considered a week, it was not week, it was the biggest strength to make people work with you, not because they have to, but because they want to.
And the other way around. It was not working with you. You were working with them as well, and everybody was working on that specific group. So currently I'm leading two projects related diversity and inclusion in health care, and both projects are also with the same rationale. Everybody has their own day jobs and some extra hours are added to this.
And I can say one of them has been successful in running more than three years. And what I have learned is that it's just changing the paradigm. I'm really happy that we are talking nowadays with servant leadership and how we can also put ourselves to serve others. And I was reading an article and that resonates with what you say, Diana, that when you create that type of leadership, you create a trust that leads to emotional intelligence.
And with your team, set the expectations, because sometimes we tend to think like, OK, our managers are super have super powers and all the access in the world to get what we want to get. But then if we put ourselves in the shoes as well, they have other restrictions towards the organizational structure. So if we balance those expectations with our managers or as managers with our a team, then it creates that safe space that you were talking about.
And that also creates respect and collaboration across the team. So that article about servant leadership that I read was taken, that it was a virtuous cycle that compensate the fact of seeing weak. It's more what I have been saying since the beginning seem real or what also, brené Brown said, like being born vulnerable. So it's bringing ourselves to work.
We all know that it's work, right? We sometimes, when it's in our teams get paid and sometimes we involve in project that don't get paid direct, but we are contributing to a bigger cause. And inside that, I also can connect with the previous question that you were saying, Jeff, that it's good to view the feedback from amazing things and not for what it's been in the job description.
And then you were saying that it's good to highlight the purpose and the impact. And I think in this case, both of you are saying basically the same. If we remind our team, what is the purpose of the volunteer job or the day job, how we contribute to the bigger cause, at least me being a millennial, that helps to resonate with my purpose. I want to have a job where I can every day think like I'm part of something bigger, but then I can receive the congratulations if I'm giving my extra mile or creating something extremely powerful.
So I think based on that, going back to the main question, having this change of shift of considering that empathy is weak, meanwhile, empathy can be a strength, can help to collaborate this contribution. Thank you. Gladys was wonderful advice and also raising your points about volunteers because SSP is made up of volunteers. So I think that those are important things to think about when we're practicing empathy and empathetic leadership.
It's not just for our paid day jobs. It's also in our volunteer roles as well. So my goodness. And we have wonderful comments coming up. We could have like another hour practically, but we don't. So I want to get to some of these questions in the Q&A. I think we did answer one of them because you saw Dana. Think about the but the first one I think is directed really to you, Jeff, particularly your points about knowing what is going on.
When we don't know when we're not together, you know, physically. So the so Joan Eisenstadt is asking about, is it intrusive to check how people, you know, are doing through their Facebook or social media posts? Is it OK to connect with them on social media? And if not, how are there any tips on that? So Jeff, do you want to do you want to take it up first? I think my first thought is it feels a little intrusive to me.
But that's my style. And people are different. That's one of the things we're talking about here is that people have different comfort and sharing. And I mean, I don't think when I was sent an email, say, all of you please connect to me on social media so I can track it. But there's going to be some natural interactions that people are comfortable with that I do think if both parties are comfortable with that situation of being connected on social media and there's different levels of social media, I think, that are also more comfortable for people.
It could be it could help some of that in-between stuff that I miss out with more in-person interactions. You might hear about that concert they went to or the book they're reading like we're enjoying in the chat here. Those those subtle things can help add that little flavor that I fear we're missing. So there's probably a benefit to it, but it won't work for all because there's different comfort levels.
Any other thoughts on that one from the group? I'll just say one thing about that. So my organization does allow us to connect with colleagues on social. I personally don't except for on LinkedIn, which is entirely about work to me. However, our team, our publications team has a very active. Channel no group team.
I don't know what you call them on teams. Must be a team with many different channels that we use to talk about univariate array of things from books that we're reading to, you know, helpful hints on supervisory skills and hiring or, you know, just casual general chat. And that to me seems like it works well to figure out, you know, what people's kind of default settings are in terms of interaction and then identify when something seems unusual.
I, I personally wouldn't feel comfortable with, with seeing things from my colleagues on, on social because I know some people are more comfortable with that than others. Thank you. So the second question, I think I'm going to direct this to you, Gladys. So it's from Josephine scatino and she's asking asda, loving the concept of dialogue space.
How can we create safe spaces for this? If the trust has been broken, how can we rebuild? So she's open to thoughts. She knows that's a big question. It is a big question and I think nobody will have like the correct answer. But what I think is that the first thing to build a gain trust are not words or acts, right? So just by default, if you are creating that dialogue space with one person or with a team where the trust has been broken is getting one step further to recreate the trust.
Of course, this needs to be on a voluntary basis. If you are trying to reveal the trust by doing this as a mandatory space, then it's not going to work. So you can start I don't know if the trust in this example, let's say that the trust is broken with one person. You can start building the trust across the team. And creating that spaces for them to be vulnerable. If it's with the whole team, it's more like the analysis, right?
And the mirroring, checking it out when it was trust. And when it was broken to see if something can be built again or if a start from 0 needs to happen there. Tips to build a dialogue space. As I said, it needs to be volunteer basis. If everybody is working in the same organization, try to do it on the time of the working organization. Respect boundaries of personal time as well, because usually we want to do these activities when there is not the, let's say, Friday 5 PM and then maybe people need to take the kids from school or pick up stuff, I don't know.
So try to build that and try not to be that long. That doesn't need to take that long and that much of time and yeah, you, you know, your team. So let's try to, to start with people that, you know, that are more willing to Bookshare and this can be connected as well with the social media. Question one of the things that I have realized is that some people have open profiles and other doesn't have open profiles.
So you can also figure out who is more willing to share or not. It can be replicated in the professional space to see who is the first one who jump into organizing things that are not 100% related to work but happen in the workspace and invite them to be part of the ambassadors of this idea. These are just thoughts. But yeah, all the best for that. Thank you. So I think we have time to squeeze in one final question, and this one is from Grimes.
I like the idea of empathetic leadership as a daily practice, and the same way that we think of meditation and mindfulness. Any ideas for how to find opportunities to do this daily or more frequently? Anybody want to? Try to answer that. So I'll just say, I think I mentioned this a little bit earlier, but one of the things that I try to do at the end of every day is go back through my calendar and look at who I interacted with.
And then I look through my sent mail and teams chats and I just try to think about give a little bit of attention at the end of every day to who did I interact with that day and how did that feel? And I mean, sometimes that means I have an action there, or sometimes it means like maybe this like relationship, whether it's with a coworker or, you know, a team member needs a little bit of work and it can be as vague as that.
But I don't know, I just to your point about like meditation, like, it's just not that I'm necessarily going to do anything, but I just kind of think to myself, did every interaction today feel good or where do I where do I see opportunity for improvement? That's an excellent. I'm wearing that down. Taking stock of every day. Right I guess we have maybe one more.
Do we have one more minute from. From Dave Rainey. Have you heard from your teams about efforts toward empathetic leadership? I guess. Any feedback? You know, how has there been feedback? Of course, we need authentic connections. But how are employees going?
Are they are they feeling. Are they are they getting back to you? What they're feeling? It's good. It's bad or not bad. But do you see any kind of. The same thing. I'll take a crack at that. I don't think we talk about it.
Maybe enough out loud. That's why sessions like this are good. So I'm not sure that I can answer and say, yeah, our survey says this has worked in this way, but I sense that it works because I see it in action. I feel I feel like staff and employees do benefit when that opportunity is there. And again, when there's multiple people in your organization that have empathetic leadership.
It also means that if Jeff's style of empathy isn't working right now there's someone else to go to, or I can go to another person for new tips on empathy, or that person can go to someone else for that what they need. So I, I believe it works, but I think maybe it'd be good to be more conscious about talking about it as a team too. It's that counterbalance to that Dana was talking about earlier, you know, relying on relying on one another.
Well, I think we are at 1201 at the magic hour. So this has been fantastic. I'm so honored that I was able to moderate this and actually get to you too you three even during our prep sessions beforehand. So it's been such a pleasure. And Thank you for wonderful audience with the questions in the comments. So I hope we can save those comments because there's some I'm missing there's some tips and things to read and share.
So Thank you, everyone. And yeah, so let's all be empathetic. Thanks all right. Thank you for participating in today's webinar, especially to our speakers for sharing their time and expertise. Please complete the evaluation via scanning the QR code. We encourage you to provide feedback and to help us determine future topics for webinars.
Today's webinar was recorded and all registrants will be sent a link to the recording when it's posted on the website. Please register for our next webinar staffing up for research integrity on Wednesday, April 17. We hope to see you in person or virtually at the SSP annual meeting scheduled for May 29th through the 31st. Early registration ends on April 19.
This concludes our session today. Thank you, and have a great day.
Segment:0 .
Thank you and welcome to today's SSP webinar. Leading with heart. The transformative power of empathetic leadership. My name is Randy Townsend, president of SSP and founder of the SSP mental health task force. Before we get started, I have just a few housekeeping items to review.
Attendee microphones have been muted automatically. Please use the Q&A feature in Zoom to enter questions for the moderator and panelists. You can also use the chat feature to communicate directly with speakers and other participants and organizers. Closed captions have been enabled so you can view captions by selecting the More option on your screen and choosing show captions.
This one hour session will be recorded and available to registrants following today's event. Registered attendees will be sent an email when the recording is available. A quick note on SSPS code of conduct and today's meeting. We are committed to diversity, equity and providing an inclusive meeting environment that fosters open dialogue and the free expression of ideas, free of harassment, discrimination and hostile conduct.
We ask all participants whether speaking or in chat, to consider and debate relevant viewpoints in an orderly, respectful and fair manner. At the conclusion of today's discussion, you will receive a post-event evaluation via email. We encourage you to provide feedback to help shape future SSP programming. Before I introduce today's moderator, I want to express my sincere gratitude to Mr snow for her unwavering commitment to our mental health initiatives.
Working behind the scenes to organize this webinar, Damita is director accessibility and diversity, equity and inclusion, publications and strategy at the American Society of Civil Engineers. In addition, she served as a co-chair for the diversity, equity, inclusion and accessibility committee at the Society for Scholarly publishing, where she is currently holding a position on the board. Now it's my pleasure to introduce our moderator, Rebecca McCloud.
Rebecca is a managing director for the Harvard Dataverse science review. Rebecca, the floor is all yours. Thank you, president Townsend. And Thank you to meta snow for getting this organized. But also, again, Thank you, randy, for, you know, using your platform as president to raise awareness of the important need to address mental health issues. So thank you.
So welcome, everyone, to leading with heart. I'm very excited to serve as your moderator for this very important webinar, and I'm so pleased to introduce our distinguished panel of empathetic leaders who will share their insights on how they foster a culture of empathy within their teams and organizations. So in alphabetical order, I'm pleased to present Dana Compton, managing director and publisher for the American Society of Civil Engineers.
Jeff Mahoney, senior director of professional and consumer publishing for the American Academy of Pediatrics. And Gladys Alejandro Lopez Morales, customer success manager for UK and Nordics and diversity and inclusion in health care at Elsevier. The webinars format today will consist of a Q&A between the speakers and me, and then we'll allocate the last 10 or 15 minutes or so for the audience to ask questions.
So let's get started. So I want to wanted to put this slide down. Great I can see everybody. All right. So this question our first question my first question is directed to all three of you. So is an empathetic leadership style natural to you or was it something you learned and improved over time?
And if so, can you share with us how you were able to hone your empathetic skills? Dana, you want to start? Sure happy to. Thank you. And thanks, everybody who's joining today really happy to be here. Thank you to Randy and damita, too. So I'll definitely say not something that came naturally to me as a leader, which is not to say that I did not care about people when I first stepped into a leadership role.
But I think, you know, like many women who are just getting started in leadership, I kind of stepped into that role with less confidence in myself than I probably could have had. And, you know, at that time, I was, you know, when I first stepped into a leadership role about 17 years ago, I was just 30. And I was leading a lot of people who were older than me. And that could be intimidating, right?
The people who, you know, I needed to follow me had more experience than I did. And that's not easy. So I think, you know, you tend to walk into a situation like that with a little bit of a shield and maybe Uber professionalism. Right there's no place for feelings in the workplace. And I think over time, as I was able to grow my confidence, I kind of developed this.
I want to be my actual real self in the workplace and kind of adopting that authenticity and really understanding how important it is to know the people who work for and with you kind of led me to think about what kind of leader I really wanted to be. And I started thinking a lot more about servant leadership and empathetic leadership in particular. Thanks so I will continue then.
Hi everyone, and Thank you so much for being here. And greetings from Amsterdam. And in my case, actually this experience also resonates with what Dana said. And I had a good start because by default, I'm an extrovert people person, but I face the same scenario that you mentioned, Dana. When you start being a manager, people want you to behave or back in the day, right?
It was 12 years ago where I became a manager and they want you to show very professional. And on that sense, maybe our stereotypes or something that you have in mind, like professional means, rational. And that was my clash at the beginning. But then you realize like, no, it's actually being professional is being true to yourself and get things done right.
So I well, some aspects of this type of leadership are natural to people. I will say that there is a significant component that can be learned and developed and we are all here learning, right? So you have the perception of what you need to do and how you need to behave. But then every experience you realize like is a lot of error and try to figure out which elements you want to continue doing so.
So try and, and fix. Try and fix and try and fix. And then you develop your own type of leadership. That's that was my experience. With great. I'll note something you said, Gladys, that I consider myself an introvert. Some people don't believe me when I say that, but that is my natural thing.
So I consider this also a learned skill for me. And I think as Gladys was saying, I think it was innate in me, but I had to bring it out. I had to kind of learn as I grew as a person and as a professional to kind of find that inside me and help it grow. I think early in my career I wasn't fully using my leadership skills, but I actually didn't realize that I wasn't fully using my skills because I didn't have that background yet.
So I thought I was doing, you know, I thought that being really good at my job was enough to be a leader and to have all of these skills. And and again, that awareness of what I didn't have yet wasn't there early in my career. And I swear I wasn't horrible in those early years. But you know, it takes some time to have that self-awareness and grow. I do think that talking about it and learning about these skills, even just reading an article or two, really helps bring it out.
So I appreciate everyone who's attending here. You're, you're doing it right now. You're going to take up some things here that's going to help you the rest of your career. I'll know for some perspective because as we talk the rest of it, I want to say that the organization that I work for right now also has been very helpful for it. So I work for the American Academy of Pediatrics.
And although we are a society that's for pediatricians and/or the practice of pediatrics, our motto is dedicated to the health of all children. And that's something that's embedded in what we do. And I think it really fosters that empathetic side within everyone in the organization. I feel lucky that that's there. And also our organization over the years has provided opportunities for workshops and sessions, such as this to help the staff learn.
And again, when I went to some of those early in my career, I might not have known I needed it or that I had things to learn, but just exposure to it really, really does help. So again, I think there's a little bit in all of us, but it doesn't come out right out of the gate. Early career, I think, for most. Thank you, Jeff. My second question is about the traits that one needs to have to be empathetic so we know empathetic contributes to emotional intelligence.
That's one of the number one traits. What do you think are other traits of empathetic leadership? Dana, is that I can direct that to you. Yeah, definitely. I think there's a, there's a few things that I can, I can think of. Jeff mentioned self awareness when he was responding earlier, and I think that's a huge one. I think, you know, just kind of becoming comfortable with what your strengths are, but also what your limitations are.
And knowing when you need to rely on others for their strengths that counterbalance yours is a huge part of this, right? I think really being able to perceive you know, empathy really is putting yourself in somebody else's shoes, right? And that's the good, the bad, and the ugly. I think it's in uncomfortable situations or when people are going through a hard time to empathize.
But I think a part of it is also recognizing that no matter what your first impression of somebody is, everybody is bringing some quality to the workplace that they can use to their advantage and helping them, you know, recognize that in themselves and develop that skill and lean on their strengths and counterbalance that with, you know, strengths from others. Right? so, you know, really coaching somebody and, you know, that person who just never responds to email, they just feel like they are never paying attention to you.
They're so annoying. Well, they're definitely bringing something good. Can we look for what good they're bringing and let go some of that negativity? So I think that balance of self-awareness and perception of others are two things that are really crucial for empathetic leadership. And it's not only in developing the person themselves, but also helping them appreciate their colleagues around them and really developing a positive culture.
I like what you said about counterbalance. It's not only doing that with an employee, but maybe doing it within yourself. Like whatever, whatever you need or, or you need help with, you know, looking to someone else on their strength to help you along, to make you more of an empathetic leader. I know I do that a lot. I think, I think in this, I think it's the Clifton strengthsfinder, I believe, where you kind of figure out what your, your top five strengths are and then you can kind of see where you, you know, rank a little more on the there's some development to do here side.
But I think one of the approaches to that is don't spend your time trying to become perfect at things that you don't have a natural strength in. Right? you can have the biggest impact by continuing to develop your top strengths. So I think we all need to help those around us do the same thing, right? You're never going to be perfect at everything, so find the people who can help you, where you're, where you have some weaknesses and really develop the things that come naturally to you.
Such excellent advice. Thank you. Dana, Gladys or Jeff. Do you want to add anything to what Dana said? Yeah, I'll note and this goes line in line with what Dana was saying about listening is a really important part of all of this. Listening to your colleagues as they're talking about their work and their projects, finding what makes them tick.
I'm taking it in again. Some of the growth that I've had is realizing that not everyone has the same brain and processes things the same way. So taking the time to really listen to what they're trying to communicate rather than trying to get to the end. I also like the fact that Dana mentioned don't try to be perfect.
I also think there's then still, you know, again, I think probably most people here are attending this are successful in their careers at whatever stage you're at and you never want to. Think that you've learned it all and you know it also, and that you can understand all these viewpoints. So listening, working with the colleague, your colleagues to help them find solutions to things rather than automatically saying, all right, I already know the answer, let's talk for 10 more minutes, but I already know what I'm going to tell you 10 minutes from now.
I think listening is really important. I also like the word respect and kind of everything that I do and remembering that respecting your colleagues, even if you have a different way of thinking about things, is kind of a core trait that's really important. Thank you. So my next question, I think I'm directing, I think to all three of you. And this is about practicing empathy or empathetic, empathetic leaders style in a virtual environment.
It's, I think it's challenging enough many times. For those of us who have been at a leadership level for many years and we went to pretty much all virtual or semi virtual after the pandemic. So how do we practice or how do and foster the empathy among team members in a virtual environment? So, Dana, I'm going to start with you first. Alphabetical order. Thanks I think in the virtual space, not just in terms of leadership or empathetic leadership, but all across the board intention is really important.
I think we have to be much more intentional about carving out the time to connect with our teams and with the individuals that were working with. So anything from, you know, you're in a meeting and you know, somebody just isn't quite acting themselves, maybe taking the extra time to follow up with them afterwards, you're not going to just run into them, you know, in the lunchroom. You have to take the time every day to say, OK, who have I talked to?
Who does it sound like maybe needs an ear or needs some help with something? And just really prioritizing the relationships because they're just not going to happen as naturally. And then reach out to that person and have individual Zoom meetings or something, right? Yeah I mean, I think the other thing is really learning what is comfortable for people. Some people love video, some people don't.
You know, some people would rather just kind of have a little bit of a we work on teams so, you know, would prefer to chat, kind of like text message. So, you know, everybody enjoys a different kind of communication. So I think it's important to be adaptable in that way, too. I don't think everybody always wants to have to jump on, you know, a camera call, especially if maybe something's bothering them. And, Gladys, I you have AI mean, from this group, you have a unique perspective because you have worked with a global team because you right now you're zooming from Amsterdam.
Yes so you have your own set of unique challenges. Yeah, indeed. And actually, I see being in a virtual environment as something that is beneficial to create a cultural empathy of course, we are human beings. We prefer to meet on site and be in front of the face and the body of the person. Right? sometimes when you meet someone that has been only online, it's like you have a body, you already you have a body, but it's kind of making it more real.
However, I will think like I have two specific examples. The first one is how it can cultivate a culture of empathy. When the team members are in different time zones, it helps because everybody can contribute at their own rhythm. So that means that I can go to sleep and maybe somebody in the other side of the world, in this case in the americas, is starting their own day and can continue working on a project. And the next day when I wake up, something has been advanced.
Instead of being together, everyone, it gives the continuity and also it gives the freedom that everybody will work at its own rhythm instead of all being together in. Sometimes we have all read right? Like the meetings that could have been an email. So that prevents as well. That prevents that people keep working and advancing on the project.
And then when there is a meeting is because it's really necessary. The second example is how it can foster empathy for their own experiences. And as you may are aware, based on my biography, my passion is diversity and inclusion in health. So I have seen in different parts across Europe that nurses and doctors have been educating themselves on how to be more, have more empathy while treating diverse patients.
And this the virtual world helped a lot because you can have these virtual simulations and experiences through virtual tools to also adapt how to treat different patients or treat different people. When you are working with. We all know that and I'm going to talk a little bit longer in some of the upcoming questions. But when we are coming from different cultures, sometimes the first thing that we have is the stereotype of the culture, right?
And this type of virtual experiences and simulations help us to use that stereotype or the idea that we have from a culture just as the entry door and then actually see the people that are behind that entry door. So yeah, I will just highlight the benefits because actually is how I have been working with the people, collaborating with the project of diversity and inclusion. Wait yes. That's so inspiring, Gladys.
I actually. I consider myself a little bit of an old fashioned old fogey on this. Like, if we can edit this later and put Gladys after me. So it's more inspiring because I did get inspired by that. I'll note that I am worried about the virtual environment that we've all adjusted to and the long term impact on empathy. I, I have some concerns about losing some of those touch points.
Again, I'm going to take Gladys optimistic thoughts and really take those to heart to help me get that nagging thought out of there. But certainly in those years when there was no in-person interaction in my organization, it's tough to have those little impromptu moments that allow you to get to know the your colleagues. Also, as Dana mentioned, it's easier to just accidentally stumble across something that needs empathy rather than setting up a meeting, putting it on your calendar, turning a camera on.
I do miss those things. We did try some things during the pandemic when we didn't have the in-person interactions. And my group, we set up periodic virtual water cooler conversations. That's what they were called. Sometimes they were about work issues that we did want to talk about together in a little bit more informal setting, but sometimes they were about life events, things happening in the world.
So that people did have that opportunity to chat a little bit that I think that worked well. I'll, I'll confess we don't, we might do one water cooler conversation a year now that we're back hybrid I'm in the office right now but we're not we're not 100% back in the office. So I do. I miss those touch points. People that work with me know that one of my favorite things is to have a surfboard huddle.
I don't know why I'm saying this out loud. You can't envision it, but we have some public spaces. Something shaped like a surfboard. I love meeting people impromptu at a surfboard to chat. It's usually work chats there, but I think it adds that informal element rather than sitting on a screen and setting it up, it allows you to feel a little bit more comfortable. So I, I do worry that some people may never have those in-person connections and might lose some of the subtle things, because I think those subtle things are what helps me with empathy.
But it's not, you know, the world has changed, so I just like that I'm coming off as that old fogey, old fashioned type. But I think conversations like this are helpful for maybe figuring out the new paths towards empathy going forward. Jeff, I feel your pain. I'm an old fogey, too, so I've had to adjust. But I think, too, as things change with a younger generation coming up and used to working primarily in a virtual environment, you know, they, they probably have ways of connecting more easily virtual in the virtual space than we have.
So we have to learn, I guess, from them. So my next question is, you can you share how members of your team have benefited from an empathetic style of leadership? I think, Jeff, I think were the first to kind of answer this question. Yeah, no, I've really benefited from empathetic leaders that I've interacted with over the years. I mean, I have I have role models that I've worked with that that probably deserve to be a presenter in this webinar more than I do because I've seen how they interact with staff, how they can be empathetic.
I'll note that I do like those personality tests. I want to check out the thing that Dina talked about for strengths. I know when I first took some of those personality tests, I learned more about me, and one of the ones was a color test. Where if you're blue, I think that meant you were very empathetic. I wasn't blue. I was green.
I was more analytical, thoughtful on certain things. So but I know plenty of people who are blue and use it well. Again, circling back to my organization, I think our leadership shows this empathy, and I've just learned from it. And I think it's inspiring when you work with colleagues who have these traits because it can rub off on you. And I think that really can help staff, too, to have these have these people expressing empathy.
It helps so much during the pandemic to have that kind of culture within our organization. If if we had to invent that empathetic structure in our organization that day, that would have been that would have been hard. But it was already innate. I think it really helps people. We're in publishing. I think a lot of us, I mean, there may be people outside of publishing also attending too, but I think this type of empathetic leadership can help with innovation and creativity and which is so important in what we do.
If people are inspired and feel welcomed and feel like they're part of a team, it really helps that creativity and innovation, which is so important. And I love seeing it snowball when other people, other people show it. Thank you, Jeff. Dana or Gladys. Do you to add anything?
I think the only thing I would add on that is, you know, I think it's just natural that you want to do your best work for people who, you know, care about you. I think that's just natural, right? If somebody doesn't treat you particularly well or seems fairly indifferent to how you're doing day to day, what is your motivation to really bring your best self to your job?
So the whole team benefits from that, in my opinion, right, if everybody is. Inspired to do their best day to day, whether that's, you know, up here or it's here, whatever they can manage to bring every day if they're just bringing their best, I think that, you know, just benefits everybody all around them. So yeah, I agree.
So my next question is directed to first to you, Gladys. You touched on a previous discussion about the virtual environment. And and I you see the value of the multigenerational cross-cultural experiences, but how do you get others to see that value in the workplace? How do how do they empathize and understand people from different backgrounds? Thank you, Rebecca.
And I think I better start with one example. Based on my experience when I was still living in Guatemala. I'm originally from Guatemala, as you can hear, my strong Spanish Latin accent. I was in charge of promoting the exports of my country by creating international trade missions. And I remember once we were organizing in Guatemala City one conference where the trade mission was coming from the Netherlands, actually.
So the people were training themselves to overcome a maybe some bias that we have towards the culture. And I remember because one of the biggest stereotypes, unfortunately for the Latinos like me, is that we are not on time. So I was like, OK, can we please reinforce the counter stereotype of this by being on time and start our meetings?
And and because I already studied my master's degree here, I was having a little bit of insights. It came the day of the conference and the Dutch delegation came 30 minutes later because they were told that in Latin America the businesses start a little bit more chill and they went to adapt to the culture. So I'm sharing this experience that we face. Because we as human beings, we tend to connect with people who have certain traits similar than ours.
It might say culture, it might say age. So when we are in the workplace, in order to understand that, we are working with, let's say, different worlds, we need to open up the opportunity to know what the other people think, feel and experience. And the only way that we can do this is creating dialogue spaces. So I have seen in different companies best practices of creating in my skin dialogue space or in my skin article, which basically gives the opportunity to people with different intersectional areas to share what it is to be them.
In this case, when it comes to age, we can apply a double layer like the first one when it's culture. Well, you look like the culture that you represent, even though you might be mixed or you might be a impacted by living in another culture for several years. But when it came to age, it also, depending on personality, a different jobs that you have been taking.
And I recall once that one person got promoted when that person was really young and the perception was to change that, that it might be an immature leader. The other side, it can be like a person is more senior but loves technology. How many people will say like, OK, we need to go slower on those topics? Not necessarily because that person can be actually jumping into the every new trend based on their own personality.
So I will say the value is in actually giving the opportunity for everyone to, as Dana said, be real and as Jeff said, not being perfect. And in this safe space being their who they are and promote these spaces to connect with each other. And by connecting, we are going to be more empathetic. I love that the term in your skin, in my skin, I'm going to use that.
So just. Is that something that as a group that people take turns describing their skin like how what's the specific format? What I have seen is voluntary and then ask like, who wants to share the experience because people might not feel comfortable by the first time. Right? so usually you have some ideas at the beginning you Bookshare and it will depend as the personalities when people feel comfortable to share.
Yeah, it can be in a dialogue space. I will say like if we are in a virtual room, maybe the breaks that you were saying and referring to like the one next to the cooler, then we have like 15 minutes or 5 minutes to just share. Like for example, around culture is easier right around certain festivities or, or if people have a different ancestry sharing that ancestry or, or for example, counter stereotype, right?
Like let's talk about technology. Let's talk about this. Let's talk about that in, in the stereotypes that are not expected. It's great. Great I'm getting great tips here. I hope I'm sure everyone else is, too. Dana?
Jeff, do you want to add to anything to what Gladys has said? No, I just wanted to say that I made myself like a to do list of everything that, you know, I'm running all these things down. I almost lost my track. OK, so.
And then my next question, I think is directed first to you, Dane. How do you apply empathetic leadership to foster stability and trust in a changing environment? And particularly this resonates, I would say. I mean, there's always things changing in scholarly publishing, but I think right now, as we know, there are so many things going on. So how do you still, you know, try to deal with people, you know, learning new skills or not, you know, revenue streams, changing, whatever.
How do you how do you then still OK. You've still got to. Look out for one another. Yeah it is. It's interesting. It's not just publishing, but, you know, I'm with a society publisher and societies are facing a number of challenges right now as well in terms of membership declines and, you know, a lot of loyal members aging out, so to speak.
So, you know, it can be really scary to people to see, you know, revenues at risk from the publishing operation with changing business models and societies under pressure. I think and I'm actually going to tie-in a little bit I saw a comment in the Q&A about crossing the line between empathetic leadership and positive toxicity. You know, I think it's, it's a balance, right?
It's you want to be as transparent as you possibly can be with the folks around you, with your colleagues and with your team. But I think it's you need to be selective as well, right? I listened to a Harvard Business Review podcast recently that talked about a lot about selective vulnerability and thinking about what's the purpose of the information that I'm sharing, right? Like speaking with your team isn't the opportunity for you to unload everything that's on your mind and be, you know, a total Debbie Downer about everything is terrible.
And likewise, you're not trying to put a happy face on a difficult situation, right? You want to be honest, give people the information that they need to do their best work. That's really the role of a leader, right? Sharing the information that's needed. And that doesn't mean hiding other information. But if all you're going to do is scare people because, you know, maybe there's some bad news about the budget or there's some uncertainty about a program, if you don't really know something and all you're doing is kind of spinning out and unloading your own fears, I think that's not particularly useful.
So I think kind of have to always have that balance. How can I provide all of the information and then also foster comfort and safety and trust? I think the other thing I would say is on the, on the, on the positive toxicity side, that also isn't serving anybody, right? Like putting a happy face on things just for the sake of keeping people comfortable also isn't, isn't helpful.
When people are trying to learn. Back to your point, Rebecca, about, you know, learning new skills, I think every job in publishing at this point needs to have a solid understanding of tech, and that comes more naturally for some people than it does for others. So I think being very clear and intentional and being brave enough to say, look, you have a development area here, you really need to be thinking about these things is it's difficult and it's important.
So really helping people look in the mirror and seeing where they, where they need to, to develop is, is part of it. I think. Yeah, I'll comment on this too. Slight different angle of it. And I don't know if what I'm about to say, if it's actually a positive of my style or a negative, I don't know exactly. There's a fine line between them.
But I do believe in genuine praise and heartfelt praise when in the many times that our my colleagues do great work and great work happening all the time I'm maybe a little bit stingier about the good jobs or, or, you know, that's amazing that you did what you're supposed to do today types of exchanges. Now, I think that's controversial because, you know, a little Pat on the back certainly goes a long way.
But I think because maybe I'm a little bit stingy on that kind of more superficial feedback, I believe it makes it more meaningful when I am expressing praise that I think people know it's genuine and it's more specific about something that, that or could showcase the talents, because I think that's something that helps me with empathy too. And I think Dana said this earlier as well, is getting to know the talents of all the individuals you're working with and then building them up based on that and recognizing that and using all these different talents to come together as a team.
So I, I I'm intentional about praising people for the talents that they have so that they'll continue to use them. And I sometimes am a little skeptical when there's a little bit too much of a superficial nature to, to praise. And again, I don't, I don't know that I like that because maybe I should do a little more of that. Maybe there should be a more good jobs or quick things too, because I think it's nice to go home at the end of the day knowing someone told you did a good job.
So I think it's always good to work on that balance. I just wanted to say one thing in response to that, Jeff, because I really I agree with you about, you know, it's maybe not exceptional that you showed up and did the job that you're supposed to do. But I do think highlighting the impact that individuals really contribute to an organization just by doing what they are there to do can go a long way. It doesn't have to be praised, but really kind of trying to highlight, you know, you do this.
And as a result of that, our authors are more likely to publish with us again. And you know, that, you know, offers long term viability for our program, really kind of connect being able to connect individual's impact back to your strategies and your goals I think maybe goes further than we might think it does, in my opinion. But Thank you both for getting lots of great comments, too, by the way.
I'm on the side, actually, come to my last question for all of you. And this is talking about how practicing empathy is, I think, an underrated skill and how can one practice this type of leadership without. Seeming weak. I put quotes around weak. And what happens if empathy doesn't work well? Like you just need to get the job done.
So I don't know. Jeff, do you want to start or. Yeah and it doesn't always work. Well, it's hard to be perfect at some of these things. I think one important thing is consistency and being very consistent in how you approach situations and expectations for the team allows you to. Being empathetic when you need to, but also remind people of the goals and where we need to get to.
And how we do need to conquer certain things that may be in the way of goals. Again, I'll refer to the American Academy of Pediatrics mission as a helpful thing that's there. There are difficult situations all the time that all of our staff are really Talented at accomplishing. But you need the ear. Sometimes you need to vent a little bit. You need to talk through some things.
I think ultimately if you can, you have an environment where you can talk it out, work it out to be able to point back to that North star of remember what we're doing is going to improve the health of all kids and we're all have this common bond, even though that felt a little not pleasant or this is really challenging or this deadline is tough. I think knowing that we all have a goal, the other interesting part and also being a society and part of a society is the fact that we're remembering that we're both mission driven, but also revenue generating, which then helps the organization fulfill its mission.
So remembering that we still have a job to do, we have to do our jobs well in order to hit the budget and make it there. Because unfortunately, some sometimes if you hit a difficult situation, you want to let it go or kind of let things slide. But you think one bad outcome for empathetic leadership would be. All rules are off and we're no longer all unified.
Towards a mission, you kind of have to toe the line there. But I think being able to connect back to it. And I feel like we're all from different organizations, each one of our organizations does have a mission. You can point to where you can have that North star. It doesn't have to be the same at every organization, but if you're aren't sure what that is, it could be helpful to define that for your team. Because it can come in handy during those down moments where you have to be more empathetic.
Excellent advice. Thank you. Job Dana. I'll chime in a couple of things. I saw that Mandy in the chat mentioned burnout. Burnout, brené Brown. I also love her. So one of the things that I was going to say about this is in terms of not seeming weak, is that one of brené Brown's tenets is that vulnerability?
And connecting with people is actually one of the bravest things that you can do, right? It requires that her book is one of her books is called dare to lead. Right it's daring to kind of step out of yourself a little bit and connect with the people around you and show vulnerability. Be transparent when you don't know something, but you know you're in it together with your team to figure out how to succeed and that sort of thing, right?
So I think the concept of having to not seem weak, like, yeah, that's there, but also like we're doing the hard work, right? You other people need to recognize that it's not easy and you're tackling difficult discussions, uncomfortable feelings. Working with emotions just by nature can be difficult. You know, you are being brave when you try to connect with the people around you just by nature.
The other thing I would say is that the whole. Benefit or one of the major benefits of empathetic leadership is that you build a culture of trust and safety where people really feel that they. Have the ability and are actually even welcome to speak their mind and share their opinions regardless of whether you agree with them or not.
And I think building that overall culture of trust means that when empathy is not the answer and you need to take a firm line on something or give very difficult feedback or any number of things where you have to say, look, I know that you don't like this, but this is the way it is. This is the decision that I have or, you know, we just have to find money in the budget. So we're going to stop doing x, y, z.
I you love it, but we're just going to stop when you have to make those hard calls, you still have that trust, right? So you're not just the bad guy, so to speak. I think people can really connect and see like, yeah, when you have to do something hard, you can. But we know that you have our best interests in mind. So I would just put that out there. The other thing I would say about empathy not working is I always have a hard time, you know, empathy being, you know, really feeling, putting yourself in other people's shoes and thinking, how would I feel in that situation?
I actually just don't always think that's possible. You can't possibly imagine every situation that somebody might be going through if you haven't been there before. So I think another aspect of it has to be when you just are like. I don't know. Don't understand why you feel the way you feel or just being able to say like, look, I can't.
And I can't connect directly with this, but I'm here for you, right? That admitting that. Yeah, that's really important. Yeah Yeah. Before we get to that, I want to give you the opportunity to answer this final question. Yeah Thank you, trabeculae. And let me take also the question and put it in the other side because you are saying practicing empathy as it might not work right or if it's an underrated skill, but what happened when the.
Nature of work requires to be empathetic like volunteer job or jobs that are like not directly paid. And I learned that because before I had direct reports back in Guatemala, I was leading an alumni Association where actually I needed people from the team that we were working together, creating a scholarship, events, work fairs, things like that for the people who were graduated from University.
Apart from our daily job, I know that in the Uc these roles might be paid and promoted by universities. Back in Guatemala. It was not. So you have your own day job and then you needed to add extra hours to do that extra task. And by doing that, I learned that basically what was considered a week, it was not week, it was the biggest strength to make people work with you, not because they have to, but because they want to.
And the other way around. It was not working with you. You were working with them as well, and everybody was working on that specific group. So currently I'm leading two projects related diversity and inclusion in health care, and both projects are also with the same rationale. Everybody has their own day jobs and some extra hours are added to this.
And I can say one of them has been successful in running more than three years. And what I have learned is that it's just changing the paradigm. I'm really happy that we are talking nowadays with servant leadership and how we can also put ourselves to serve others. And I was reading an article and that resonates with what you say, Diana, that when you create that type of leadership, you create a trust that leads to emotional intelligence.
And with your team, set the expectations, because sometimes we tend to think like, OK, our managers are super have super powers and all the access in the world to get what we want to get. But then if we put ourselves in the shoes as well, they have other restrictions towards the organizational structure. So if we balance those expectations with our managers or as managers with our a team, then it creates that safe space that you were talking about.
And that also creates respect and collaboration across the team. So that article about servant leadership that I read was taken, that it was a virtuous cycle that compensate the fact of seeing weak. It's more what I have been saying since the beginning seem real or what also, brené Brown said, like being born vulnerable. So it's bringing ourselves to work.
We all know that it's work, right? We sometimes, when it's in our teams get paid and sometimes we involve in project that don't get paid direct, but we are contributing to a bigger cause. And inside that, I also can connect with the previous question that you were saying, Jeff, that it's good to view the feedback from amazing things and not for what it's been in the job description.
And then you were saying that it's good to highlight the purpose and the impact. And I think in this case, both of you are saying basically the same. If we remind our team, what is the purpose of the volunteer job or the day job, how we contribute to the bigger cause, at least me being a millennial, that helps to resonate with my purpose. I want to have a job where I can every day think like I'm part of something bigger, but then I can receive the congratulations if I'm giving my extra mile or creating something extremely powerful.
So I think based on that, going back to the main question, having this change of shift of considering that empathy is weak, meanwhile, empathy can be a strength, can help to collaborate this contribution. Thank you. Gladys was wonderful advice and also raising your points about volunteers because SSP is made up of volunteers. So I think that those are important things to think about when we're practicing empathy and empathetic leadership.
It's not just for our paid day jobs. It's also in our volunteer roles as well. So my goodness. And we have wonderful comments coming up. We could have like another hour practically, but we don't. So I want to get to some of these questions in the Q&A. I think we did answer one of them because you saw Dana. Think about the but the first one I think is directed really to you, Jeff, particularly your points about knowing what is going on.
When we don't know when we're not together, you know, physically. So the so Joan Eisenstadt is asking about, is it intrusive to check how people, you know, are doing through their Facebook or social media posts? Is it OK to connect with them on social media? And if not, how are there any tips on that? So Jeff, do you want to do you want to take it up first? I think my first thought is it feels a little intrusive to me.
But that's my style. And people are different. That's one of the things we're talking about here is that people have different comfort and sharing. And I mean, I don't think when I was sent an email, say, all of you please connect to me on social media so I can track it. But there's going to be some natural interactions that people are comfortable with that I do think if both parties are comfortable with that situation of being connected on social media and there's different levels of social media, I think, that are also more comfortable for people.
It could be it could help some of that in-between stuff that I miss out with more in-person interactions. You might hear about that concert they went to or the book they're reading like we're enjoying in the chat here. Those those subtle things can help add that little flavor that I fear we're missing. So there's probably a benefit to it, but it won't work for all because there's different comfort levels.
Any other thoughts on that one from the group? I'll just say one thing about that. So my organization does allow us to connect with colleagues on social. I personally don't except for on LinkedIn, which is entirely about work to me. However, our team, our publications team has a very active. Channel no group team.
I don't know what you call them on teams. Must be a team with many different channels that we use to talk about univariate array of things from books that we're reading to, you know, helpful hints on supervisory skills and hiring or, you know, just casual general chat. And that to me seems like it works well to figure out, you know, what people's kind of default settings are in terms of interaction and then identify when something seems unusual.
I, I personally wouldn't feel comfortable with, with seeing things from my colleagues on, on social because I know some people are more comfortable with that than others. Thank you. So the second question, I think I'm going to direct this to you, Gladys. So it's from Josephine scatino and she's asking asda, loving the concept of dialogue space.
How can we create safe spaces for this? If the trust has been broken, how can we rebuild? So she's open to thoughts. She knows that's a big question. It is a big question and I think nobody will have like the correct answer. But what I think is that the first thing to build a gain trust are not words or acts, right? So just by default, if you are creating that dialogue space with one person or with a team where the trust has been broken is getting one step further to recreate the trust.
Of course, this needs to be on a voluntary basis. If you are trying to reveal the trust by doing this as a mandatory space, then it's not going to work. So you can start I don't know if the trust in this example, let's say that the trust is broken with one person. You can start building the trust across the team. And creating that spaces for them to be vulnerable. If it's with the whole team, it's more like the analysis, right?
And the mirroring, checking it out when it was trust. And when it was broken to see if something can be built again or if a start from 0 needs to happen there. Tips to build a dialogue space. As I said, it needs to be volunteer basis. If everybody is working in the same organization, try to do it on the time of the working organization. Respect boundaries of personal time as well, because usually we want to do these activities when there is not the, let's say, Friday 5 PM and then maybe people need to take the kids from school or pick up stuff, I don't know.
So try to build that and try not to be that long. That doesn't need to take that long and that much of time and yeah, you, you know, your team. So let's try to, to start with people that, you know, that are more willing to Bookshare and this can be connected as well with the social media. Question one of the things that I have realized is that some people have open profiles and other doesn't have open profiles.
So you can also figure out who is more willing to share or not. It can be replicated in the professional space to see who is the first one who jump into organizing things that are not 100% related to work but happen in the workspace and invite them to be part of the ambassadors of this idea. These are just thoughts. But yeah, all the best for that. Thank you. So I think we have time to squeeze in one final question, and this one is from Grimes.
I like the idea of empathetic leadership as a daily practice, and the same way that we think of meditation and mindfulness. Any ideas for how to find opportunities to do this daily or more frequently? Anybody want to? Try to answer that. So I'll just say, I think I mentioned this a little bit earlier, but one of the things that I try to do at the end of every day is go back through my calendar and look at who I interacted with.
And then I look through my sent mail and teams chats and I just try to think about give a little bit of attention at the end of every day to who did I interact with that day and how did that feel? And I mean, sometimes that means I have an action there, or sometimes it means like maybe this like relationship, whether it's with a coworker or, you know, a team member needs a little bit of work and it can be as vague as that.
But I don't know, I just to your point about like meditation, like, it's just not that I'm necessarily going to do anything, but I just kind of think to myself, did every interaction today feel good or where do I where do I see opportunity for improvement? That's an excellent. I'm wearing that down. Taking stock of every day. Right I guess we have maybe one more.
Do we have one more minute from. From Dave Rainey. Have you heard from your teams about efforts toward empathetic leadership? I guess. Any feedback? You know, how has there been feedback? Of course, we need authentic connections. But how are employees going?
Are they are they feeling. Are they are they getting back to you? What they're feeling? It's good. It's bad or not bad. But do you see any kind of. The same thing. I'll take a crack at that. I don't think we talk about it.
Maybe enough out loud. That's why sessions like this are good. So I'm not sure that I can answer and say, yeah, our survey says this has worked in this way, but I sense that it works because I see it in action. I feel I feel like staff and employees do benefit when that opportunity is there. And again, when there's multiple people in your organization that have empathetic leadership.
It also means that if Jeff's style of empathy isn't working right now there's someone else to go to, or I can go to another person for new tips on empathy, or that person can go to someone else for that what they need. So I, I believe it works, but I think maybe it'd be good to be more conscious about talking about it as a team too. It's that counterbalance to that Dana was talking about earlier, you know, relying on relying on one another.
Well, I think we are at 1201 at the magic hour. So this has been fantastic. I'm so honored that I was able to moderate this and actually get to you too you three even during our prep sessions beforehand. So it's been such a pleasure. And Thank you for wonderful audience with the questions in the comments. So I hope we can save those comments because there's some I'm missing there's some tips and things to read and share.
So Thank you, everyone. And yeah, so let's all be empathetic. Thanks all right. Thank you for participating in today's webinar, especially to our speakers for sharing their time and expertise. Please complete the evaluation via scanning the QR code. We encourage you to provide feedback and to help us determine future topics for webinars.
Today's webinar was recorded and all registrants will be sent a link to the recording when it's posted on the website. Please register for our next webinar staffing up for research integrity on Wednesday, April 17. We hope to see you in person or virtually at the SSP annual meeting scheduled for May 29th through the 31st. Early registration ends on April 19.
This concludes our session today. Thank you, and have a great day.
Form Title Download
Transcript
Form Title Bookmark
Entire Media
Segment(s)
Custom Clip
Start At:
End At:
Form Title Share
Entire Media
Segment(s)
Custom Clip
Start At:
End At:
Form Title Accessibility and Keyboard Shortcuts
The cadmore media player is a professional video and audio player experience designed to deliver media as well as relevant transcript, segmentation, and metadata. On the screen is a traditional html video player with buttons such as play, pause, forward, captioning, language and play speed selection and more. Adjacent to the video player are generally tabs, one of which shows a scrolling transcript of the video and the other shows any segmentation of the media, sometimes referred to as chapters. At the top of the video is a menu bar containing an Explore button and Tools button. The Explore button allows you to dig deeper into the video by opening up an explore dialog which contains tabs for a visual navigation of the video using thumbnails, an about tab which contains rich metadata about the media, a segments tab which contains further information about the video, and a related tab which contains links to other media related to this media. The tools button opens a menu with options for sharing the media on social media, creating bookmarking links, creating embed codes for your website, generating citations, and more.
Keyboard Shortcuts
Keyboard shortcuts only work while you are in forms mode. By entering forms mode, you will be able to quickly access portions of the media player with single key commands.
Spacebar: Play/Pause Toggle
I: Info Menu,
O: Tools Menu
T: Transcript Tab,
S: Segments Tab
F: Forward 15,
R: Rewind 15
L: Languages,
P: Playspeed
M: Mute Toggle,
V: Volume Bar
N: Video Only Toggle,
B: Full Screen Toggle
C: Captions Toggle
Escape: Closes dialogs and menus / Exits Player
Z: Next Transcript Chapter
X: Previous Transcript Chapter
Q: Next Transcript Paragraph
W: Previous Transcript Paragraph
Entire Media
Segment(s)
Custom Clip
Start At:
End At:
Embed Size
-
You Size - Responsive
-
We Size - Responsive
-
Picture Overlay Popup
-
400 x 225
-
512 x 288
-
400 x 700
-
768 x 1024
-
1024 x 512
-
1280 x 608
Form Title Cite
No citation provided.
Info
Segments
Related
Thumbnails
Exit Clip Mode
You have requested to see a portion of the video outside of the clip.
Click OK to switch to the full video or click if you would like to stay inside the clip. You can always go back to the clip with Tools and Clip Mode