Leadership Through Empathy

Leadership Lessons from Zhuge Liang and Modern Management

When Zhuge Liang issued his fourth military campaign, he implemented a policy to rotate soldiers every 100 days to alleviate the fatigue caused by continuous war. On the 100th day, as promised, he ordered the rotation of troops. However, just as the order was given, news arrived of an impending Wei army surprise attack. Yang Yi advised Zhuge Liang to delay the rotation, but Zhuge Liang responded:

That cannot happen. I lead my soldiers based on trust. Now that the rotation order has been issued, how can I break it? The Shu soldiers stationed here have already prepared to return home, and their families are eagerly waiting for them. Though today brings great difficulty, I cannot keep them here.

This decision deeply moved his troops, who volunteered to stay and fight. The morale of the soldiers soared, and despite their small numbers, they achieved a decisive victory against the Wei forces.

Leadership Reflections in the Workplace

Over the past few years, I’ve grown increasingly dissatisfied with the leadership style I’ve observed at my workplace.

The common rhetoric of “The company is struggling, so we must work harder” feels like empty words devoid of true leadership. This old-fashioned mindset, which equates the company to employees' personal lives or their most significant priorities, must be abandoned.

What Should Change?

1. Acknowledgment and Empathy:

   Before demanding "ownership" or "solidarity" from employees, leaders should first express genuine regret for asking for sacrifices. Then, they should clearly outline the rewards employees can expect if they persevere through tough times.

2. A New Way to Communicate:

   Instead of saying:

   “The company is struggling, so let’s all empathize and work overtime for a few weeks.”

   Leaders could say something like:

   “I know we’ve been asking a lot from you lately, and I’m sorry for the additional burden. However, if we can all push through this quarter together, I promise to implement a rotation schedule starting on [specific date], ensuring that everyone gets a well-deserved week off. Your contributions are what will make our success possible.”

This approach acknowledges the sacrifice being asked for, offers specific rewards, and provides a timeline, making employees feel valued and motivated.

The Problem with Demanding Ownership

It’s unrealistic to expect employees to exhibit ownership and solidarity when:

• They are continually overworked with no clear rewards.
• Promises made by the company are frequently broken.
• Leadership only preaches sacrifice without offering any tangible benefits in return.

Demanding ownership without providing the means for employees to feel like valued “owners” is not leadership; it’s exploitation.

Why I’m Writing This

This isn’t a complaint from the perspective of an employee. Rather, it’s a reflection to ensure that, if I ever become a leader, I don’t repeat the same mistakes.

True leadership is rooted in empathy and mutual respect. A great leader is someone who can understand others’ perspectives and inspire them, not through coercion, but through shared vision and fair treatment.

Key Takeaway

Leadership is not about demanding sacrifice; it’s about creating an environment where employees feel their sacrifices are valued and rewarded. A leader who practices insightful empathy and fosters mutual trust will naturally inspire a sense of ownership and solidarity among their team.