On this week's episode of Inside Outside Innovation, we sit down with Chris Shipley, co-author of the new book, The Empathy Advantage. Chris and I talk about the changing forces driving the great resignation to the great reset, and how empathetic leadership will be the key to navigating change in creating value today and in the future. Let's get started.

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Transcript of Podcast with Chris Shipley, Co-author of The Empathy Advantage.

Brian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger, and as always, we have another amazing guest. In fact, this guest has been on the show before. It is Chris Shipley. She's the co-author of the new book, The Empathy Advantage: Leading The Empowered Workforce. Welcome back Chris.

Chris Shipley: Hey, I'm glad to be talking to you again.

Brian Ardinger: Hey, I'm excited to have you on as always. You've been so gracious to be part of the Inside Outside community for so many years, whether it's speaking in our events or the last time we spoke, you had your first book out, the Adaptation Advantage. And that came out right during the middle of Covid.

And so, I wanted to have you back on with this new book, to talk about what's changed and and where we're going. You've got a new book out called The Empathy Advantage. Tell us a little bit about why you had to write a book coming out of Covid?

Chris Shipley: As you said, The Adaptation Advantage, our first book with Heather and I, it launched in April of 2020. So, we had all of these plans having finished the book at the end of 2019 to do all the things you do to launch a book. And the world came to a stop.

We had to adapt ourselves to really get that book out into the world. But what we recognized or what happened is it kind of became this accidental guide to leading through the pandemic, because everybody was without.

We continued to read and write and work on understanding what was happening and changing in the workplace. During the pandemic, what became really, really clear is that the pandemic didn't cause this disruption. It felt very disrupting, but it was, it amplified, it put a lens on what had been happening for a long time.

So, for example, the idea of the great resignation that really took hold about a year ago, people started talking about it. Well, that's been going on since about 2009. The pandemic created; we had a lens to see it maybe more clearly. It wasn't a new idea.

And so what we realized is that the amplifying effect of the pandemic combined with a workforce that was sent home, given a lot of autonomy, a lot of agency, in how they would do their jobs, they're not gonna come back into an office place and say, oh, you know, all of that stuff that trust you had in me, nevermind micromanagement again, I'll be fine with that.

A new kind of leadership is required to move people sort of back into a mainstream new frame of work that really embraces the way in which these workers are more empowered, they have more autonomy and agency. And we think that the bottom line is it's a change in leadership that centers on empathy.

Brian Ardinger: I wrote a book. I started writing it right before the pandemic, and this idea of disruption and changes are coming and how do you start preparing for it? And then Covid hits, and it made it real. Obviously, for everybody in a way that talking about it and seeing it hitting in different industries might not have.

But nowadays we're coming back into the place where, so we've had a couple of years of practice, so to speak to how do we become adaptive in that. But it still seems like there's a lot of folks getting it wrong or trying to go back to the old way and that. So, what are you seeing when it comes to this natural pull to try to go back to quote unquote normal.

Chris Shipley: We're never gonna go back to normal. And I don't think really we ever do go back to a normal, right? We, there's a new normal and it's, it exists for now and then tomorrow it'll be another normal. And that really speaks to being adaptive.

And so I think one of our challenges is that there's kind of a new mold for leadership, but we're still trying to shove the old ways into it. Right, that being a leader meant I needed to know how everyone worked. I needed to be the absolute decision maker. I needed to be the one who could see everything and guide everyone and manage people to some greater profitability and, and productivity.

That just doesn't fit in the mold now. So, we need to recognize it if, and everything has, so much, has changed through the pandemic.

That what worked, that got us to where we are as leaders is not going to work to take us forward with this newly empowered workforce. And so, being able to, as a leader say, you know what? I don't know. But let's find out. Let's learn together. Let's work together to find this new way. You know, that's really hard for a lot of folks who have been ingrained with this idea that I'm the boss I should be all knowing.

Well, you know what? You can't know everything. Things are moving way too quickly. There's too much. No one holds all the knowledge to, to get some, you know, to get work done today. And so, creating an environment of, of collaboration rather than a, an environment of competition means that people can come together, and problem find and problem solve in a way that you as a leader become more of a conductor or a coach, or a, of a mentor. that empowers and enables workers rather than commands and controls them.

Brian Ardinger: And that's a great point. I was working with a company early in the pandemic and they were talking about, well, how do we adapt to this new hybrid approach? And one of the leaders was like, it's not really our core people that are having to adapt much, it's, it's us as managers that have to learn how to manage differently. And look at how do we create productivity and guidance and everything around that communication with our people because they seem to be adapting fine as far as getting the work done. It's us as managers that are having the challenge or trying to adapt on how do we manage differently.

Chris Shipley: Yeah. I was reading recently in a piece that a large percentage of managers think that they need to closely manage their hybrid workers. That that will make their workers more productive, increase performance, increase profitability, and the data doesn't support that.

Data supports giving people clear direction. Pushing decision making through the organization to cross your team. Being, you know, very clear on desired outcomes, actually produces the kind of performance that, that you're looking for. And in fact, the more there is a sense of oversight, and you know, keyboard tracking and all of the, you must be sitting at a desk in this work space, between these hours that actually tempers performance. It becomes a, you know, a bone of contention frankly, with workers who, like you trusted me a couple of years ago when, when we all got s...