Category: a slice of INSIGHT

How Does Self-Awareness Lead to Empathy?

Posted on by Red Slice

The book is coming! September 10 is the day that The Empathy Dilemma: How Successful Leaders Balance Performance, People, and Personal Boundaries hits shelves to help leaders dedicated to people-centered practices to get the best performance possible balance the demands of the business with the needs of their people.

For the next 5 months, I’ll be devoting a monthly blog post and podcast episode on one of the 5 core pillars of EFFECTIVE empathetic leaders, outlined in the book. See, I emphasize EFFECTIVE because it’s not just about being empathetic – you have to actually perform, deliver, and get results, too. You as a leader can and must balance empathy with accountability. And today we’re going to talk about the first step to accomplish that..

This is the hurdle that gets in many a leader’s way. They think they have to CHOOSE between empathy and high performance. Compassion and ambition. Both/And, not Either/Or. Never realizing that empathy is the catalyst – when it’s actually being shown – that leads to engagement, innovation, and results.

How can leaders balance performance, people, and personal boundaries? It’s sometimes a delicate question. My new empathy book offers guidance on the healthy and productive ways leaders can deal with the unique challenges they’re facing in trying to balance it all.

What are the Five Pillars of Effective Empathetic Leadership?

These are common traits and behaviors seen over and over again in the successful empathetic leaders I interview, speak to, and advise. Even those who truly are empathetic, but don’t label themselves as such! The 5 pillars are a result of hundreds of podcast interviews, research, and data and are common threads across all those who are empathetic and high performing.

Let’s dig into the very first one: Self-Awareness.

What do I mean by self-awareness? Understanding your own strengths, blind spots, emotions, leadership style, and triggers. And helping your team members understand theirs. 

Now, you might be saying to yourself, “Hang on, Maria. Isn’t it more important for me to understand my team members? Do I really have to do a bunch of woo-woo self-reflection?”

My answer: both are crucial. And self-reflection is not woo-woo; it’s a smart strategy. You need to cultivate a deep and ever-evolving understanding of your people, as well as of yourself.I t’s not about navel gazing or ego-trips, but having a very honest, clear picture of where you shine and where you fall short. 

Humility goes hand and hand with empathy so you can recognize that someone else may have a different or better perspective. And that means being real about how you show up as well so you can better connect with others. In fact, letting go of your ego and being curious enough to learn and grow is a sure sign that you are truly tapping into your empathy.

Self awareness is an important success skill for leaders because no one leads in a vacuum. 

Your style, preferences, pet peeves, needs, and strengths as a leader will influence every single interaction you have at work. And yet many leaders don’t take the time to understand themselves fully and completely. Self-awareness helps you to understand complaints and constructive feedback, know when you might need help navigating a situation, and take accountability for your actions.

So how do you become more self-aware? 

  • Request input from teammates and colleagues
  • Leverage self-assessment tools, such as the Enneagram, DISC, or Myers Briggs
  • Learn to listen deeply, 

Simple, right? Not! To better understand these strategies and become more self-aware, please check out The Empathy Dilemma for stories from leaders, and tactics to put these strategies into practice. 

These 5 pillars will transform how your team engages, performs, innovates, delivers for you and your customers.  

Enjoy special pre-sale and launch bonuses – click here now to check them out!

Check out more about the book here: www.TheEmpathyDilemma.com.

Photo Credit: Thom Holmes, Unsplash

3 Ways You Can Make Empathy a Habit

Posted on by Red Slice

As science has proven to us, empathy is innate to human beings. It’s just that sometimes, barring specific psychological disorders, that muscle atrophies. Whether it’s because of how you were raised, or your current workplace, or who you surround yourself with, the muscle can lose its tone when empathy is not celebrated, rewarded, or modeled.

And like starting a new fitness routine, we need to tweak our surroundings in order to support this new habit we want to develop. It’s like stocking the fridge with healthy food so you can easily make better choices about your nutrition!

I’ve been listening to Atomic Habits by James Clear, which is amazing. In it, he talks about needing to change your environment and context in order to create habits that stick.

So how does this apply to building a habit of empathy?

Well, we can’t always easily replace our colleagues, managers, family, or friends! But we can develop an awareness of how they may or may not be showing up with empathy that supports our own desire for transformation. And we can make our own small changes to increase our chances for success.

If you’re falling back on negative, old, outdated leadership models, what can you do to physically, psychologically, and emotionally change your context to cultivate more empathy?

Try these ideas:

  1. Make a commitment to bring empathy to all your interactions as best you can: You can only control yourself. Be the model in the conversation so you “train “people you work with that this is how you want the interactions to go. For example, ask more questions. Reflect back what someone says before you launch into your perspective to make sure you’re on the same page and you heard them right. Ask about how people are doing and really listen before diving into business right away. These subtle cues will get noticed and people will start to recognize that when they interact with you, they need to take a pause, see the other person, and engage in active listening.
  1. Share your empathy-building goals – out loud:  Clarity is one of the five pillars to being an effective empathic leader that I talk about in my forthcoming book, The Empathy Dilemma: How Successful Leaders Balance Performance, People, and Personal Boundaries. Don’t make assumptions. If you have a goal to be more empathetic, share it with your team and colleagues  Something like, “To help this team feel more engaged and be more successful, I’m setting a new habit for myself and I would so appreciate your support. I’m working on strengthening my empathy so that I can be a more connected leader for you. So if you feel that I’m not seeing or hearing you in our interactions, please call me out on it. Maybe you’ll all join me in this effort to bring more empathy into our team dynamic.”
  1. Change your routine, context, or environment: You can get creative on this one. It could be something as simple as a sticky note on your laptop that reminds you to “Ask 3 questions before starting anything in a one-to-one meeting.” Or revamping meetings to make space for not just on-the-fly brainstorming that benefits extroverts, but journaling time before offering ideas to support introverts. Or creating a rule that no meeting can take place without an agenda and any materials to review sent ahead of time. Implement a way for all team members to give feedback that feels safe and encouraged. Take a poll of your team and find out the best times to hold weekly meetings so you are supporting all lifestyle needs of parents, disabled team members, or those who handle elder care. Recognize someone each week who has exhibited empathy with a colleague or customer so that it becomes a public celebration.

Building an empathy habit does not require massive disruption. It’s in the small steps that we make progress. Find those small and easy opportunities to change your environment and context so your empathy habit can better stick.

Photo credit: Unsplash

Seeking Emotional Intelligence? Embrace Stoicism

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This article stopped me in my tracks.

It’s an article from Jeff Haden, a contributing editor for Inc.  It so perfectly and succinctly lays out the entire premise of my forthcoming book, The Empathy Dilemma: How Successful Leaders Balance Performance, People, and Personal Boundaries. (psst, you can pre-order now!)

Too often, we conflate emotional intelligence with weakness, softness, submission and don’t even consider it to be in the same realm as ambition, steadiness, high performance, or courage.

And this view is SO WRONG. Because emotional intelligence unlocks a part of ourselves that enables us to be intentional and effective so we can succeed.

The article spells out some tenets of Stoicism, practiced by many of the famous Romans we know and love, including Seneca, Epictetus, and Marcus Aurelius

Stoicism is not the cold, emotionless, robotic approach we often equate with it. While the definition of a Stoic is a person who can endure pain or hardship without showing their feelings or complaining, Stoicism as a philosophy is something else – something much more applicable to leadership and performance success in today’s world. From the article:

In simple terms, Stoicism has nothing to do with being stone-faced and emotionless. Stoicism is a practical philosophy that says while you will never control everything that happens, you can always control how you respond. If you’re a Stoic, you can still experience and fully embrace your emotions; you just try not to let your emotions control your actions, especially in a harmful way.

Being a Stoic means deciding the kind of person you wish to be, and then, when things happen around or to you, trying to be that kind of person.

Damn, I love that last line: …deciding the kind of person you wish to be, and then, when things happen around or to you, trying to be that person.”

Too often, leaders bring their own emotional baggage to their roles, and it comes out in all sorts of negative ways: inability to create trust, screaming at people when they make mistakes, fearing that if they are not the ones who come up with the good ideas themselves, they will be “found out” and many more I’m sure you can name.

But empathy requires you be intentional. To make choices rather than blindly react. To know your values and stay true to them, even when under pressure.

This is the fundamental reason why I preach that empathy AND high performance can co-exist. That it is Both/And, not Either/Or. If you have a healthy foundation, as presented through the five pillars of my forthcoming book, you can practice empathy and be very effective, not in spite of empathy but because of it.

According to the article, the four basic virtues of Stoicism are: 

  • Wisdom
  • Moderation
  • Courage
  • Justice.  

All of those require us to know ourselves well, our triggers, blind spots, and strengths, and adapt judiciously within a team environment so the ultimate goal can be met. 

This is why self-awareness is my very first pillar of being an effective and empathetic leader. If your own foundation is shaky, you have no room left to see other points of view, adapt and flex to different needs without losing yourself, or listen to ideas without defensiveness and fear.

A strong leader can effectively list and respond to another person’s experience, point of view, or idea without defensiveness and fear. They can see it as additive to the ultimate mission. 

It doesn’t mean they cave in.

It doesn’t mean they people please.

It doesn’t mean they even agree.

Empathy is about making the space to synthesize diverse ideas and, taking a note from the Stoicism playbook, tempering our own biases about them, weighing all options, having the courage to bet on someone else, and being fair to hearing the best ideas, no matter where they come from.

That is ALL STRENGTH.

Which is why it is laughable when people say they don’t want to be empathetic for fear of being perceived as weak, or treated like a doormat. Nothing could be further from the truth.

If that is your view of empathetic leadership, then you don’t know what empathy means or what it requires. The best leaders can inspire, motivate, and perform because they are empathetic. They drive diverse teams to a common goal, thought understanding, listening, curiosity, and fairness. 
Photo Credit: Dario Veronesi, Unsplash

Can you Forgive a Brand for Lack of Empathy?

Posted on by Red Slice

Years ago, I wrote a few posts about horrific customer experiences, especially one with a certain hot Internet retail brand. As I put on the one item I bought from them today, I reflected on whether I would actually forgive them for showing such a lack of empathy. I mean, it’s been years, right?

It got me thinking: 

When is it time to forgive a brand for a bad customer experience?

Is there ever a time for a second chance, when you have felt disrespected or unseen?

And how does this apply to us personally? Can we ever give a second chance to someone who has been unempathetic, whether they realized it or not? A friend, a colleague, a boss. And if so, how do we know when it’s time?

I do believe companies (and people) can learn from their mistakes and try to do better. See: Uber.

But I also know that, when it comes to customer loyalty,  in this day and age, we have options. Especially if the company in question saw nothing wrong with their behavior and never tried to make things right. There is a difference between how classy brands own up to their mistakes (well done, Alaska Airlines) and how others simply blame and complain.

Interestingly, I found this study that shows that when businesses humanize their leaders, like when you don’t see your local catering company as Acme Catering, but as Sue, Bob, and Joe who OWN Acme Catering, customers are more apt to forgive them for missteps.

Companies pay a very high price when customers feel disrespected, unseen, or even blamed. One negative customer experience can be a brand’s undoing. 

And if you want a masterclass in what a string of negative user and employee experiences can do to a company, see Twitter (now X). That platform seems to be a ghost town these days, with most people fleeing to Threads.

How can a brand bounce back from bad customer experiences? Well a few things need to happen

Accountability: Did the person involved or the brand itself own up to their mistakes, apologize, and transparently explain how things went wrong? Note: Simply throwing a discount code at someone is not the same as accountability!

Genuine Contrition: Does the person or brand genuinely sound like they are sorry for your experience? Are they taking steps to make things right or secure your loyalty? If they say “Sorry…”in the same tone my kid does when he is asked to apologize, you’ll know it’s not sincere!

Systemic Change: Did the brand or person look deeper and get to the root cause of the lack of empathy? Have they gone back to the status quo, believing this to be a one-off, or has something changed in their communication, hiring, processes, or interactions? If so, this may be a sign they are learning from mistakes and we should reward that with a second chance.

Humility and a Growth Mindset: Do they see your experiences as an inconvenience they have to deal with or as a learning opportunity to improve customer (and interpersonal) experience from now on? 

I still don’t know if I can forgive the brand that treated me so badly a few years ago. How they blamed ME for the shipping mistake without proof, for not getting back to me as promised,, and then arrogantly proceeded to justify their poor customer service with “We’re just getting so much business right now, we can’t answer every email.”Wow. Just….wow.

But maybe over time, if I think their processes (and staff) have improved, I may just give them a second look.

With people at work or in your personal life…..well, these same rules can apply. I’m no psychologist, but I think the most important thing with people in your life is to give them the opportunity to know there is a problem first, assess their motives, and give them a second chance if you can. Especially if they’re willing to learn from it because maybe they just didn’t even realize their behavior – and this experience is a great lesson for them.

But after communicating to them that this was an issue and working through it together,  if they continue to disrespect you by not seeing your point of view or actively listening (please know, this does not mean they just “do what you want”all the time!), you may have to reassess the arrangement. 

Photo credit: Brett Jordan, Unsplash

How Either/Or Thinking is Killing Us

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Leaders, listen up: Have you ever heard the improv maxim, “Yes, and….?”

In my work researching, writing, and speaking to audiences about the power of empathy, a magnet has pulled me to one notion that gets in the way in almost every dysfunctional workplace or societal conversation.

Let me explain…

Our brains seem to defend us – yet often hold us back – due to cognitive dissonance.

From the article cited above:

The theory of cognitive dissonance proposes that people are averse to inconsistencies within their own minds. It offers one explanation for why people sometimes make an effort to adjust their thinking when their own thoughts, words, or behaviors seem to clash with each other.

Put simply, it is less distressing to us to hold one single view in our thinking. We want this one thing to be true OR this one other thing, but we refuse to believe they can possibly be both.  We crave simplicity.

But life is not always that simple. Others see things differently based on their own experiences, worldviews, philosophies, and personalities. 

Call it either/or thinking or binary thinking. Any way you slice it, this approach can lead to division, stress, mental health crises, families being ripped apart, and the destruction of our planet. Not to mention how it stifles creativity, innovation, and collaboration at work.

The either/or approach to leadership and relationships is broken. It got us into our current mess. It’s not working for us.

As leadership paradigms shift in the new era of work and as society demands more collaboration for its own survival, we are called to embrace dialectics. 

To simplify, dialectics is understanding that we can hold two seemingly contradictory things to be true at the SAME TIME.

We can be empathetic and high-performing.

We can be compassionate and competitive.

We can be kind and ambitious.

We can be empathetic leaders and still make tough business decisions.

We can care about our people and still hold our personal boundaries.

We can be stewards of the environment and still reap financial rewards.

We can turn to alternative energy and reskill our people.

We can marry purpose with profit.

We can deliver great results and do right by our teams.

And when we extrapolate this out to our lives outside of work….

We can disagree and love each other.

We can care deeply and have to let go.

We can care about the collective and also prosper individually.

We can enjoy nice things and still be good to the environment.

We can be gentle but still get our point across.

We can guide behavior without abuse or shame.

We can both be right. Now, the question is, how will we move forward?

In our world and workplaces today, it no longer serves us to focus on either/or thinking. We must embrace BOTH/AND.

Think about all the innovations your organization is missing out on because your leaders are clinging to command and control leadership. Never leave the door open to new perspectives, insights, information, or possibilities.

We have the capacity to hold two things to be true at the same time. It just may take practice.

For your organization, and for our world, it’s time we embrace the power of BOTH/AND. Abundant, inclusive, both/and thinking will get us out of our current dysfunction.  Are you ready to see what’s possible?!

Photo Credit: Fly D on Unsplash

Belonging is Great. Tribalism? Not So Much

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We all want to belong. It’s how we’re wired as humans. We sort ourselves into groups from high school (the nerds, theater geeks, jocks) and well into adulthood. Are you a soccer mom, a power player, a DINK, a Cubs fan, a wine snob?1

Some groups are more fun and innocuous than others. The game night junkies. The emo lovers. The golf buddies. The church ladies.

But we as humans crave connection and belonging so much that when we allow the Hogwarts Sorting Hat to put us into categories, it can feel safe but might have a dark side.

I’m Catholic, but have huge problems with how the Catholic church treats women, sexual abuse survivors, and the LGBTQ++ community.With my current moral, social, and political views,  I often feel like I’m on the outside looking in on this group I have belonged to my entire life. Religious affiliations in particular have been a source of divisions (and war, if we look at history) and have been used to oppress and deny rights to others outside of the “in” group. And don’t even get me started on many other so-called “God-fearing” con artists. Many of whom say one thing and do another in the name of their religion, especially when it comes to “loving your neighbor”and being kind to the poor and mistreated..  

These are not my people, nor my allies.

But see what I did there? I just “othered”another group that has different beliefs than me, painted them all with the same bias brush, and acted superior, as if my way is the only way.

Belonging is great. We can become part of a nurturing welcoming community. We can be who we really are, without fear of isolation or recrimination. We can build relationships and share resources.

But we must be very careful we don’t tip over the line into negative tribalism. 

Tribalism is the state of being organized by, or advocating for, tribes or tribal lifestyles. Human evolution has primarily occurred in small hunter-gatherer groups, as opposed to in larger and more recently settled agricultural societies or civilizations. With a negative connotation and in a political context, tribalism can also mean discriminatory behavior or attitudes towards out-groups, based on in-group loyalty. (source)

The negative aspects of tribalism look like:

  • Superiority/Supremacy
  • Oppression
  • Neglect
  • Closed-mindedness
  • Greed
  • Individualism (if you are not part of my tribe, I will not help you and your fate doesn’t matter to me)

All of it leading to a lack of empathy for anyone outside of our group. Some leading to violence when people “take sides”such as in cases of soccer (football) hooliganism or worse, MIddle Eastern identities and claims.

We must be vigilant in creating groups that honor inclusivity – and leave the door open to others to walk through, as well as leave the window open so we can hear the needs and contexts of others outside of the group we are in. Tribalism leads to the worst kind of nationalism – the kind that makes me right and you wrong and causes me to defend cruelty, oppress openly, and refuse to get curious about others not like me.

Always seek inclusive connection and belonging. Stay curious, open, empathetic, and welcoming. Please don’t use belonging as a way to further divide into camps of hate. Whether that is in your own high school, club, neighborhood, office…or country.

Photo Credit:  Vonecia Carswell on Unsplash

Tried and Tested Ways To Motivate Your Employees

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Enjoy today’s Guest Post about fabulous yet often overlooked ways to motivate your people from the team at Scalefluence!

All of us are aware of the fact that an organization can only be as good as its people. However, this is not limited to hiring the right people but also ensuring that they stick with the organization and remain engaged in work throughout the tenure. As a leader, you must ensure that the more motivated your employees are, the more likely they will stay with the company. It is your job to make them feel seen and motivated, and there are several approaches you can take. Here are a few tried and tested ways you can motivate your employees. 

Appreciate them

You must ensure that the employees are engaged and they know that you appreciate their hard work. You can do this by giving them a gift card or an award at the annual party. Awards and recognition go a long way in keeping the team motivated. Alternatively, you can create an initiative to ensure that the culture of the company becomes a matter of pride for each employee. Your team is working hard for you, and you need to show recognition to ensure that they feel confident and motivated at all times. 

Celebrate together

No matter how big or small a win is, celebrate it with your team. Make it a point to stay connected to the team members and celebrate their little joys. This will make them feel like a part of your family and encourage them to bring their best to work. Let the team celebrate their joys and success at work. 

Understand their purpose 

All of us have a goal in life, and we want to achieve something or become someone, and as a leader, it is your job to understand this purpose. You need to find out what truly motivates your employees and understand their “why”. It could be through a map of drivers or even a heart-to-heart conversation. You need to understand your employees to know what is it that they are searching for. 

Train them 

One way to motivate the employees is to train them and take them towards their goals. This will increase their self-confidence and improve productivity. You need to provide specific training to help improve the job performance, and it will create a win-win situation for you and the employee. Ensure that you have clear goals and you can work with them to accomplish them. Once they are achieved, you can reset the goals. 

Bonus time off

All employees enjoy bonus time off and this is something they will always appreciate. Leaders need to understand that when employees relax and reset, it improves their mental health and productivity. You need to give your employees time to reset so that they do not feel stressed or burnt out. Keep a watch on the amount of work they are doing and ensure that they are making progress but aren’t overworked. 

Set the right company culture

The company culture speaks a lot about the leadership and whether the team is happy with the same or not. Motivated employees will follow the actions done by their leaders, and you need to be an active leader who leads by example. Allow opportunities that can motivate others and understand what they expect from you. Employees can thrive in the right company culture, and you need to create one that helps everyone grow. 

Ask them what they want

Not many organizations do this, but you must ask your employees what they want and try to give it to them. Look for their preferences and try to meet their needs. There are times when they will not be happy to speak about it openly, but ask them again. Give them a safe space to talk about their needs and deliver them. This will have a huge impact on them, and they will feel like they belong to the organization. 

Pay for professional education

Encourage the employees to have an always-learning mentality and you can do this by providing them access to online training, classes, and educational benefits. Pay for the professional courses they are willing to take as this will help your company in the long term. Help them identify their weaknesses and the areas where further learning can benefit them. It will show that you are happy to invest in their growth and success. 

Set a system that allows growth, engagement, open communication, and advancement. This can be achieved through regular huddles where employees can talk freely, and share their ideas. Let them communicate their problems with the team leaders and ensure that you stay engaged with them. This will set the pulse of your organization. You can have workshops, team outings, or even weekly meetings that can help bring up new problems and brainstorm ideas and solutions. 

Image credit : Unsplash

The Stories We Tell Ourselves

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If you love heady, insightful books that look at how we look at things, you will want to pick up Citizens : Why the Key to Fixing Everything is All of Us by Jon Alexander and Ariane Conrad. Here’s the perfect description:

The book shows how human history has moved from the Subject Story of kings and empires to the current Consumer Story. Now, he argues compellingly, it is time to enter the Citizen Story.

Because when our institutions treat people as citizens rather than consumers, everything changes. Unleashing the power of everyone equips us to face the challenges of economic insecurity, climate crisis, public health threats, and polarisation.

Citizens is an upbeat handbook, full of insights, clear examples to follow, and inspiring case studies, from the slums of Kenya to the backstreets of Birmingham. It is the perfect pick-me-up for leaders, found

(Yes, I hope to get these authors on The Empathy Edge podcast!)

Here’s why I love the book:

It is all about rethinking the stories we’ve just blindly accepted and been told are fact, based on … .precedent? Power? Control?  The idea that we can’t escape the Consumer story is a myth that is told to us by those who benefit from it.

Same holds true for leadership and what I’m trying to do with my work to change that conversation. We adopted legacy leadership models and workplace cultures because that was all we knew .

The models that tell us:

  • Treat business as business and leave your own personal values at home.
  • Work is work.You get a paycheck so we have the right to treat you how we want.
  • Leaders always have to know all the answers. If they don’t, they should say nothing.
  • Information is to be hoarded and used as a lever for power.
  • Emotions and humanity have no business being in the workplace
  • Leaders need to put up their guards up in order to gain respect.
  • Work does not have to bring you joy.
  • Soft skills don’t impact the bottom line.
  • We have to be empathetic OR achieve high-performance. We have to be kind OR ambitious. Either/Or.

These models are not laws of physics that cannot be changed. They were invented by humans and we have the power to evolve them to better suit our needs.

We can flip the script to the Human-Centered Leadership story:

  • Leaders can be whole people and be vulnerable, problem-solve collaborative, and if they don’t have the answers, they can work with others to find them.
  • Work can be full of heart AND still be a high-performance culture
  • We can have friends at work!
  • We can get to know each other personally and still make tough decisions or have hard conversations.
  • Leaders who welcome new ideas from everyone are not threatened by them – they are boosted by them.
  • Soft skills will make or break your culture and company’s success.
  • We can be empathetic AND achieve high performance. We can be kind AND ambitious. We can enjoy cash flow AND be compassionate. Both/And (and research bears this out)

Don’t be so quick to accept stories as the truth. Be smart enough to see the data, savvy enough to see where workplace culture is going, and brave enough to build a new narrative and be the model that proves how it can be radically successful.
Photo Credit: Nong on Unsplash

Why Taylor Swift is the Savviest Marketer We Know

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The dog days of summer have never been felt more acutely on our planet than the past few months. Record scorching temps, wildfires. And I’m hearing data that many companies are still not actively treating climate change as a business threat. Sigh. Seriously?!

Not to mention the sizzling hot economic buying power of women. Taylor Swift and Beyoncé fans are boosting local economies and Barbie became the first movie directed by a woman to break a billion dollars.

But can we pause for a moment to acknowledge something I’ve said for a long time?

Taylor Swift is a marketing genius.

Not only is she a gifted singer/songwriter, she has cultivated one of the most successful, sticky, and empathetic brands out there. She is a marketing machine, yet never loses sight of her craft – or her fans. The chef’s kiss to her extraordinary summer blitz? She made a surprise announcement that her concert will be launched in theaters as a film experience for those who want to see her again, or those for whom the concert was not accessible (either due to location or cost)

Damn, girl. BRA-VO!

Here are 3 reasons why Taylor Swift is one of the savviest marketers around:

  1. She knows her fans

Empathy is her watchword and she knows exactly what her fans want, need, value, and how they want to feel. Everything she does is designed to delight – from encouraging Eras tour makeovers to friendship bracelets to her vulnerability and authenticity in both her songwriting and on social media, she is tapped into exactly what her audience wants. And she’s constantly topping herself – like releasing the movie version of her tour.

  1. She knows the music business

Taylor writes a lot of her own songs, and retains many rights other artists do not enjoy – but back in 2019, her old record label was sold and she lost the rights to her master recordings. Which meant anyone who wanted to use her songs had to ask Scooter Braun for permission and pay him a licensing fee. So she sidestepped him and has been re-recording all her old songs again, branded as Taylor’s Version to ensure she still retains control over those newer cuts. Boss move.

  1. She knows social media

Taylor is the queen of social media savvy. Her posts achieve crazy engagement from fans, and she posts so much “bonus content” there about her life, behind-the-scenes moments, and first-to-know-news.  But she would not achieve this level of fandom if she simply used social media as a one-way billboard, promoting her records and concerts. She has created a hub that invites engagement, where fans feel like they are visiting a friend, and are part of a community bigger than themselves. She talks about her feelings, her process, her heartbreaks! And she loves using social media to surprise lucky fans, making the others stay glued to her every word in case she may come knocking on their door next! Taylor has created an iconic image, yet her fans feel she is so approachable. A hard balance to achieve!

The lessons here?

  • Know your people – adopt an empathetic mindset and really get to know them.
  • Know your industry – understand how your business operates within the ecosystem.
  • Know your channels – leverage channels to connect and engage, not just “sell.”

Photo Credit: Getty Images, article

Leaders: Control or Connect?

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Recently, I learned (another) leadership lesson from my parenting journey:

Are you trying to control or connect?

My defiant son is learning to navigate who he is in the world, apart from Mom and Dad (if I dare slip up and say, Mommy, he is quick to correct!). You can imagine the arguments, stress, exhaustion – on both sides.

I’ve embraced positive parenting or conscious parenting. But I was raised quite differently and sometimes, well, I mess up.

And by mess up, I mean lose sight of my goals to get a short-term hit of self-righteousness.. 

My goal is to raise a healthy, empathetic, kind, self-aware, self-sufficient human boy. My goal is to encourage him to speak up for himself, express his creativity, and develop a growth mindset.

But those goals go out the window when your kid back-talks you, rolls his eyes, or refuses to do something you’ve asked him to do a million times.

A wise therapist reminded me (several times), my goal is not to control my son. In the macro sense of course. I’m not going to allow him to run out into traffic or anything. He is his own person with unique strengths, challenges, and preferences.  He is becoming who he is becoming and if the goals listed above are truly my goals, then I have to remember to seek connection more than compliance. 

This will ensure we have a close relationship for the long term, so when things get harder for him as a teen and an adult, his Dad and I can still have influence and he will still feel safe talking to us and being honest. No parent wants a child who keeps important secrets or cuts ethical corners to avoid punishment.

That doesn’t mean I let him do whatever he wants, whenever he wants.

That doesn’t mean he has no guardrails or expectations.

But in those tense moments, when tempers start flaring, it might FEEL good to shout and scream so loud that I will him into compliance. Or I can take a more graceful tact, regulating my own emotions while still seeing who he is AND standing firm with my boundaries. Being a model for him with my own behavior so he knows what to expect and strive for.

So leaders: Ask yourselves:

Do you want control or connection?

Tight-fisted, authoritarian control may get you short-term compliance, to be sure, from demanding a return to the office, tracking keystrokes and badge swipes, or publicly berating someone at the next team meeting for screwing up – but what does that buy you in the long run?

What are your goals?

Are your goals really to force disengagement (for their own mental health, in that kind of environment), encourage the bare minimum, foster resentment, and lose good, talented people to your competition?

I don’t think so.

Or would you rather create a high-performing team for the long term that collaborates, innovates, solves problems, and gets things done – all while remaining extremely loyal to you and the organization? 

You can still set high expectations.

You can still set boundaries and guardrails.

You can still have difficult conversations and get people to take responsibility and face consequences.

AND…you can do all of that while still prioritizing connection over control. 

Remember your true goals. And choose connection over control. I promise it will be worth it for your goals in the long run.

Photo credit: RD Smith, Unsplash