JACINDA ARDERN SHOWS US THAT EMPATHY IS KEY TO LEADERSHIP Here’s why…

When news of Jacinda Ardern’s resignation as the Prime Minister of New Zealand hit the headlines in January, the topic of empathetic leadership again became a global talking point. A leader, known for her ability to listen and empathise with others, Ardern has won many supporters around the globe. Regardless of her successes, there are some who still question whether empathy is a skillset needed in leadership – in politics and business. Here’s why it is, defi nitively, the most important skill for the modern day.

Empathy is one of humanity’s oldest leadership traits and is a skill that can be developed and honed by leaders and teams of any level. Empathetic leaders understand the power of listening to those around them and use this connection with others to drive decision-making for the betterment of their communities, colleagues, and self. These leaders use empathy as their data set – in decision making, relationship building and outcome improvement.

It’s often thought that business and political leaders must be stoic and unwavering in the face of adversity. But Jacinda Ardern’s ability to empathise with those around New Zealand publicly, and to make decisions based on what best served the country at that time, showed that our mutual human understanding is far from a soft skill. Rather, it is a professional ability, that few can harness authentically, to empower, navigate and overcome complex times with an aligned team and nation.

Today we are experiencing a 30-year decline in our empathy levels globally, better known as the ‘Empathy Deficit’, and the impact of this chasmic divide in society and business is both detrimental to our relationships and our ability to grow. We are a pro-social species and yet the gaps between us continue to segregate us. Th is will undoubtedly hinder our ability to innovate, to thrive and to face the adversity that 2023 is bound to offer up.

What Ardern has shown in her resignation is that we are all far more alike than we are different; we are all human and that effective decision-making demands us to listen to our human nature to make wise pro-social and pro-organisational decisions.

Like Ardern, empathetic leaders in business know that the best, and most organisationally powerful, move could be to stand aside, allowing someone else to take the lead when they’re unable to fulfi l the responsibilities and requirements of the role. For CEOs and business leaders, stepping aside is often associated negatively with a sense that you’ve failed to meet the expectations of those around you, including managers, shareholders, or the company board. But Ardern’s decision is a masterclass in self and social empathy. It shows a wise understanding of her own needs and the ability to connect these with the needs of her audience. Instead of being seen as a failure, this is a triumph for Ardern and for leaders everywhere who are able to prioritise the power of the team over the ‘one.’

Ardern’s departure will leave a void in politics and inspirational leadership. She will leave behind a legacy that shows it is possible today to drive leadership behaviours that promote emotional intelligence and pro-social engagement as important as the skills in negotiation, stakeholder engagement and decision-making. There has never been a time when the world needs to learn these lessons more than now. Listen up world – there is a case study here in the making.