20 Nov Empathetic Leadership in Organizational Change
Carolyn Dolezal, executive coach and former Chief Operating Officer of the Americas SAP Users’ Group (ASUG), shares transformative insights on empathetic leadership and navigating organizational change. With over 23 years as a Menttium mentor and extensive C-suite experience, Carolyn brings a wealth of practical wisdom to modern leadership challenges.
Why Empathy Is Essential for Effective Leadership
The Business Case for Empathetic Leadership
Carolyn emphasizes that empathy isn’t just “nice to have”—it’s a strategic business imperative. She explains that empathetic leadership delivers measurable results:
- Higher performance ratings: Leaders who demonstrate empathy consistently score better on performance reviews
- Improved productivity: Teams led with empathy show increased output and engagement
- Better talent retention: Employees feel valued and are more likely to stay with organizations that prioritize empathetic leadership
- Smart business sense: Understanding what motivates people mirrors the customer-centric approach of successful marketing
The Turning Point: Learning to Value Emotion in the Workplace
Early in her career, Carolyn experienced a pivotal moment that shaped her leadership philosophy. When struggling with a performance review situation with her manager which she was approaching with logic, she sought guidance from human resources. The response from HR changed everything: “What makes you think he’s trying to be logical?”
This simple question opened Carolyn’s perspective to recognize that:
- Emotion is an essential part of being human, not something to be avoided
- Emotional intelligence provides critical data for decision-making
- Acknowledging emotions makes leaders more effective and authentic
- Understanding the emotional dimension creates better frameworks for leadership
Leading Through Change: A Practical Framework
The Current State to Desired State Bridge Model
Carolyn shares a simple yet powerful mental model for navigating organizational change:
Current State: Where you are now
- People have established expertise and status
- Fear of the unknown creates resistance
- Sometimes status quo or “the devil they know” provides comfort despite imperfections
Desired State: Where you’re going
- Requires clear articulation of the “why”
- Must translate into concrete actions
- Needs personalization for each team member
The Bridge: How you get there
- Involves continuous communication and adjustment
- Requires acknowledging what’s working and what isn’t
- Demands consistent presence and transparency
Real-World Application: Managing Major Technology Transitions
Carolyn describes leading a complex software migration that impacted multiple stakeholder groups:
- Technology-savvy customers demanding better solutions
- Account managers worried about supporting changes
- 20+ development team members facing potential job elimination
- Executives questioning profit implications
Her approach included:
- Listen first: Conduct comprehensive stakeholder research
- Be transparent: Clearly communicate roles during and after transition
- Stay present: Maintain physical and emotional availability throughout
- Focus forward: Keep momentum to prevent stagnation
- Share ownership: Transform “my project” into “our mission”
- Acknowledge struggles: Discuss what didn’t work without blame
Mastering Difficult Conversations and Communication
The Communication Toolkit
Carolyn emphasizes several essential communication practices:
Reinforcement vs. Redundancy
- Recognize that not everyone processes information the same way
- Plan for repetition without being redundant
- Remember the “telephone game” effect in organizational communication
Stakeholder Mapping
- Create a grid identifying all stakeholders, including unexpected ones
- Track messages and milestones for each group
- Keep the framework evergreen and regularly updated
- Ensure everyone has the same story at essentially the same time
The Three Cs
- Clear: Make your message easily understood
- Concise: Respect people’s time and attention
- Consistent: Ensure alignment across all communications
Choosing What to Do and What Not to Do
During change initiatives, Carolyn emphasizes the critical importance of managing scope:
- Be careful about scope creep
- Focus on core objectives before addressing peripheral concerns
- Recognize that modifying plans is inevitable and necessary
- Keep teams learning and adapting together
The Transformative Power of Mentoring
Learning as a Two-Way Street
With 23 years as a Menttium mentor, Carolyn has developed deep insights about the mentoring relationship:
What Mentors Gain:
- Exposure to different industries, roles, and perspectives
- Intellectual stimulation through processing and application
- Renewed commitment to their own development
- The joy of witnessing mentees’ success
What Makes Mentoring Effective:
- Starting with “what’s top of mind” rather than rigid agendas
- Addressing both professional and personal dimensions
- Building relationships that extend beyond formal programs
- Creating space for authentic conversation and connection
The Holistic Nature of Development
Carolyn maintains relationships with mentees long after formal programs end, discussing:
- Career challenges and opportunities
- Life situations including family, health, and relationships
- Work-life integration
- Personal growth and fulfillment
Key Takeaways for Modern Leaders
Practical Leadership Principles
Throughout the conversation, Carolyn emphasizes several core principles:
- Acknowledge the human dimension: People bring emotions to work, not just intellect
- Be intentionally present: Physical and emotional availability matters
- Communicate consistently: Repetition with purpose builds alignment
- Listen actively: Solutions often emerge from the team
- Focus forward: Keep momentum even when adjustments are needed
- Share ownership: Transform challenges into collective missions
The Power of Intention
Carolyn repeatedly returns to the importance of intentionality:
- Being intentional about what to do and what not to do
- Preparing to bring your best self to every situation
- Understanding what you’re trying to accomplish before acting
- Recognizing that knowing is different from applying
Conclusion: Leading with Heart and Head
Carolyn’s approach to leadership demonstrates that empathy and business results are not mutually exclusive. Moreover, they reinforce each other to create sustainable success. By acknowledging the emotional dimension of change, communicating with intention, and staying present through challenges, leaders can guide their teams through even the most difficult transitions.
Her 23-year commitment to mentoring exemplifies the power of connection and continuous learning. As she reminds us, whether in formal mentoring relationships or daily leadership interactions, the goal remains the same: helping good leaders become great ones without losing themselves in the process.
About Carolyn Dolezal
Carolyn Dolezal is an executive coach with a distinguished career spanning multiple C-suite leadership roles at organizations including PCTEL, Smithbucklin, SEI, and Motorola Solutions. Most recently, she served as Chief Operating Officer of the Americas SAP Users’ Group (ASUG). Previously, Carolyn was CEO of the Committee of 200, a women’s leadership organization whose global members are among the most powerful operating leaders worldwide. A longtime Menttium partner currently mentoring her 23rd mentee, Carolyn serves on both public and nonprofit boards and is a member of the International Women’s Forum and Women in Technology International.