On gaining perspective.

During a recent interview, I was asked, “Why does your resume state that you lead with empathy?” My straightforward response was that I do not know any other way to lead.

The leaders I admire include Marie Curie, who carried radioactive materials in her pocket for the greater good, and Shankar Nag, who proactively undertook the responsibility of traveling abroad to study modern transportation systems without waiting for formal assignments.

To elaborate, I choose to lead with empathy deliberately. This perspective, which some may find uncommon, arises from my own experiences with managers who lacked empathy. As one interviewer insightfully remarked, I learned a great deal about leadership by observing “how not to lead.” Many of us share this experience, having worked under managers who, at the slightest disagreement, became a significant impediment—transforming what should have been a positive and enriching learning environment into a challenging one.

If, as an interviewer, you inquire about a candidate’s reason for leaving their previous role, I encourage you to listen attentively to the rationale and sincerity behind their response. Many employees would not consider resigning if they were part of a safe workplace environment—one where open discussions are encouraged, disagreement is accepted respectfully, new ideas are welcomed, and self-worth is not defined solely by title or compensation in comparison to others.

One important lesson I have learned from consistently bringing my best to work is this: when there is no job or career to return to, life can lose its sense of purpose. Had I been in an environment where professional communication was prioritized and encouraged, I might not have felt compelled to resign over issues that could have been resolved through effective dialogue. Would you?
When confronted with a perspective that challenges our core beliefs, rather than dismissing it, we should view it as an opportunity to expand our understanding.

To foster effective communication, consider the following principles:
A) Be open to dialogue.
B) Agree to disagree.
C) Appreciate the opportunity to consider new ideas.
D) Remember, we all come to work to learn.

In my opinion, approachability is one of the most desirable qualities in a leader or aspiring leader.
During discussions, we should allow our beliefs to be constructively challenged in ways that promote wisdom rather than misunderstanding. New ideas are shared not to undermine, but to contribute to a continuous process of learning, unlearning, and experimentation. Embrace this lifelong learning journey—after all, “earn” begins with “learn.”

Imagine the potential for creating new roles or opportunities if leaders embody these qualities—transforming the workplace and advancing not only their own careers but also the lives of others.
Career advancement is fundamentally linked to growth in knowledge and learning, not merely financial gain. Rather than redefining success, consider expanding your criteria to include collaboration and communication as essential components.

For a more eloquent perspective, I invite you to explore Daniel Kahneman’s insights here:
https://www.edge.org/adversarial-collaboration-daniel-kahneman