By: Patty Prosser
We’ve all heard the phrase “You catch more flies with honey than you do with vinegar”, but how does that apply in business situations? The answer depends on the scenario.
In this case, we are talking about how leaders can learn to utilize a sometimes underutilized skill, like empathy, as a more human way of dealing with business issues and challenges, to achieve better business results. Research says that “the more compassionate response will get you more powerful results.”
I can cite numerous examples from my many years helping leaders become their best selves, where their biggest developmental opportunity was simply to learn to be more empathic. The GM at a major media outlet, the VP of Business Development for a consulting firm, and even the CEO of a growing technology company, all learned that by being more empathetic, not only did they demonstrate their “humanness”, but they benefited in ways they never could have imagined. Their teams became more loyal and trusting and were more engaged and motivated.
By understanding their team members’ perspectives and emotions, empathetic leaders can make better decisions, support employees through challenges like burnout, and adapt to change more effectively, ultimately improving overall morale, innovation, and business performance.
But how can leaders turn this previously underutilized skill into a strength? The ability to identify and transform any underused skill into a strength requires intentional self-awareness, strategic practice, and a willingness to step outside of one’s comfort zone.
The first step is self-reflection and assessment. Leaders often focus on what they already excel at – strategic thinking, decision-making, or communication – while undervaluing skills they may only use occasionally. For example, a leader might be naturally good at listening but not consciously practice active listening in critical moments. By evaluating feedback from peers, direct reports, and mentors, leaders can uncover strengths hiding in plain sight.
Next, leaders must reframe the skill’s importance. What may seem peripheral can often be central to long-term success. Take storytelling, for instance. Many leaders can present data, but those who refine storytelling as a skill transform facts into compelling narratives that inspire action and build trust. Where empathy is concerned, often dismissed as “soft,” when applied with intention, as stated previously, empathy can improve team morale, increase engagement, and help navigate conflict constructively. By understanding the impact of these skills, leaders begin to see them not as optional but as strategic assets.
Once identified, the path to capitalizing on the skill lies in deliberate practice and integration. Leaders should actively look for opportunities to apply the skill in real scenarios. For example, if negotiation is a skill they use infrequently, they can start applying negotiation techniques in day-to-day discussions—whether in resourcing conversations, cross-functional collaborations, or even informal settings. This consistent, low-stakes practice builds confidence and fluency over time.
Equally important is seeking feedback and mentorship. Leaders can accelerate the growth of an underutilized skill by asking trusted advisors or peers to observe and provide constructive input. A leader working on empathy might ask colleagues to point out moments when they might have appeared too harsh or insensitive, helping them recognize patterns and adjust more quickly.
Finally, the true power of turning an underutilized skill into a strength comes from leveraging it to create organizational impact. A leader who hones their listening skill might redesign team check-ins to be more collaborative, sparking innovation. Someone who develops the ability to simplify complex ideas might become the go-to communicator for bridging executives and frontline employees. These shifts not only enhance the leader’s own effectiveness but also elevate the team’s performance and trust.
Key Takeaway…
In a business environment, the difference between good and great leaders is often their ability to recognize untapped potential in themselves. Leaders who cultivate underutilized skills stand out. By identifying, nurturing, and applying these overlooked abilities, leaders create a unique edge – transforming something underused into a defining strength that sets them apart and amplifies their impact.
And in the case of empathy: a leader who makes empathy a strength doesn’t just create a more caring culture – they create a more resilient, high-performing, and committed team.
To learn more about how The Center for Leadership Excellence helps today’s leaders grow into the best version of themselves, please visit our website at www.cleindy.com.
Patty Prosser is Co-Founder and Coaching Practice Leader at The Center for Leadership Excellence. For more information, contact Patty at 317-727-6464 or at pprosser@cciindy.com.