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Posted by on Feb 9, 2012

A Different Kind of EKG

There are scores of helpful courses, articles and books by multiple firms on how to lead during times of change. (Full disclosure: the company I work for is one of those firms.) Many of these resources focus on strategy and tactics, while others focus more on the human emotions that leaders must also pay attention to. Thankfully, that human side of leadership and change seems to be gaining more attention. This is good news for the workplace, and quite possibly, the world as we know it. Change seems to be the rule more than the exception, which means we’d all be better off if we learned to deal with change – and each other – more effectively.

Suggesting that the world can be changed through a greater focus on the human side of organizational life may sound a tad grandiose. But when leaders pay as much attention during change to the emotional engine in their organization as they do to their strategy and execution plans, they can foster a spirit of well-being that kick-starts the change initiative and transcends the workplace. That is a win for all of us even if we don’t work in the same organization. Think about it: what type of post-workday conversation would you rather participate in? Would it be the one that is full of positive energy and optimism? Probably. Unfortunately, too many of these conversations go like this: “Well, you’ll never believe what they dropped on us at work today.” As a leader, the way you implement change in your organization can have a direct impact on the dinner table dialogue and the sense of well-being for everyone on your  team. Research about the impact of positive psychology by thought leaders such as Dr. Martin Seligman bears this out. Check out his recent book, Flourish, to read more about this for yourself.

So, presuming you are a well-intended but busy leader, what steps can you take to devote more attention and intention to the human side of change within your organization? You can start with something I explain to my executive coaching clients as an EKG. No, this isn’t a medical procedure for your heart, but it does involve your heart and the hearts of those around you. EKG stands for empathy, kindness, and gratitude.


Think back to the last time a friend or family member approached you about some changes they were going through at work. Did they excitedly tell you about something their boss or company did during that time to show them how much they cared about him or her as a person? This is a simple yet underutilized aspect of leadership and human relations in general. Leaders promote well-being and engagement by demonstrating empathy. You might try a statement similar to this one with someone on your team who has stepped up to help during a time of change:

“I realize that the new system we’ve implemented is taking some extra time for everyone to get used to. I really appreciate the time you’re taking to learn the system and coach others on it. Your patient willingness to help has reduced the stress level for more than one of your colleagues! I know your effort reduces the time you’re able to spend on other projects you really enjoy though, and it also impacts your own personal time when you work late to catch up or help a colleague. What can I do to support you and give you some of your time back as we all continue to work through this change together?”

Of course, demonstrating empathy involves more than the right words offered at the right time. Leaders also need to listen deeply as their team members express what’s going on for them. They also need to follow through on whatever they offer by way of support. Not following through is one of the quickest ways to break trust – a vital part of the fuel in the emotional engine that chugs away in organizations every day.

When it comes to empathy, Daniel Goleman said it best in his book, Primal Leadership. He writes, “Empathetic people are superb at recognizing and meeting the needs of clients, customers, or subordinates. They seem approachable, wanting to hear what people have to say. They listen carefully, picking up on what people are truly concerned about, and respond on the mark. ”

Check back here in a few days for my next post about the next factor in an EKG: kindness. In the meantime, what opportunity will you take this week to demonstrate some empathy with those you lead? Please post a comment so we can all learn from you!


  1. Great post, Robin! I love the “EKG” moniker, and really like this very practical exploration of empathy. I like your point that empathy involves not only being present for others, but also involves ACTION – following through on promises of support.

    Can’t wait for the “K” and “G” posts!

    • Thanks, Leslie! I appreciate your thoughts. It seems to me that the often frenetic pace of the workplace crowds out space for deep listening and empathy, but once you slow down enough to do it, great connections can be made. It is a lot like going slow to go fast, in that way.


  1. Part Two: A Different Kind of EKG - [...] my last blog post I offered a leadership move I call EKG that combines three key practices – empathy,…
  2. EKG Part Three: Gratitude As A Leadership Practice - [...] the performance of their teams. You can catch up on this series by clicking through the posts about empathy…

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