Why Trust and Empathy Are the Two Most Important Qualities of a Leader

by Mark Morgenfruh | Jul 13, 2025 | HR Leadership

Executive coaching, professional staff development, team cohesion and optimization…we can help you focus on the only two factors you need as a leader. 

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Why Trust and Empathy Are the Two Most Important Qualities of a Leader

In an era defined by rapid change, hybrid work models, and a workforce that increasingly prioritizes purpose and well-being, leadership has taken on a new dimension. Today, being a leader is no longer just about authority, decision-making, or strategic vision—it’s about connecting with people on a human level. At the core of this human-centric leadership are two foundational qualities: trust and empathy.

While many leadership traits are important—such as vision, communication skills, decisiveness, and resilience—none of them can fully thrive in the absence of trust and empathy. These two traits form the emotional infrastructure upon which strong, sustainable leadership is built.

Let’s explore why trust and empathy are not only essential but perhaps the most important qualities a modern leader can cultivate.

The Foundation of Trust in Leadership

Trust is the cornerstone of every meaningful relationship—personal or professional. In the context of leadership, trust means that people believe in their leader’s integrity, intentions, and competence. It fosters loyalty, commitment, and willingness to follow.

Why Trust Matters

1. Enables Autonomy and Accountability
   When leaders trust their teams, they empower them to take ownership of their work. This autonomy breeds accountability and innovation. Employees who feel trusted are more likely to take initiative, speak up, and perform at a higher level.
2. Fosters Psychological Safety
   Trust creates an environment where people feel safe to share ideas, admit mistakes, and offer honest feedback without fear of retribution. This psychological safety is essential for learning, adaptability, and team cohesion.
3. Enhances Communication
   In high-trust environments, communication is more open and direct. Misunderstandings are minimized, and conflicts are more likely to be resolved constructively. Leaders who cultivate trust create a culture where truth can be spoken—even when it’s uncomfortable.
4. Drives Engagement and Retention
   According to multiple Gallup studies, employees who trust their leaders are significantly more engaged and less likely to leave. Trust influences how employees feel about their job, their company, and their place within it.

Building Trust as a Leader

Trust is not given—it is earned through consistent, intentional behavior. Some of the ways leaders build trust include:

• Keeping promises and following through on commitments.
• Demonstrating competence and reliability.
• Being transparent, especially in difficult times.
• Admitting mistakes and being open to feedback.
• Acting ethically and with integrity.

Trust is fragile. It takes time to build but can be destroyed quickly. Leaders must treat trust as a living, breathing relationship that requires care and attention.

The Power of Empathy in Leadership

While trust forms the bedrock of leadership, empathy is the bridge that connects leaders to the people they serve. Empathy is the ability to understand and share the feelings of another—it’s what allows leaders to see the world through the eyes of their employees and to respond with compassion.

Why Empathy Is Essential

1. Promotes Connection and Belonging
   Empathetic leaders create a sense of belonging by making people feel seen, heard, and valued. This emotional connection strengthens team bonds and fosters an inclusive culture.
2. Improves Decision-Making
   Leaders who practice empathy are better equipped to understand the needs and perspectives of others, leading to more informed and balanced decisions. Empathy tempers power and helps leaders act not just in their own interest but in the interest of the whole.
3. Navigates Conflict with Compassion
   Conflict is inevitable in any team. Empathetic leaders are better able to de-escalate tensions, validate emotions, and guide people toward resolution. They focus on people, not just outcomes.
4. Supports Mental Health and Well-Being
   In today’s workplaces, mental health is no longer a private issue—it’s a leadership imperative. Empathy allows leaders to notice signs of burnout, stress, or disengagement and respond in supportive ways that promote resilience and care.
5. Drives Inclusive Leadership
   Inclusion begins with understanding and valuing difference. Empathetic leaders listen to diverse voices, challenge their own biases, and create space for multiple perspectives.

Cultivating Empathy as a Leader

Empathy is a skill that can be developed through intentional practice:

• Actively listen without judgment or interruption.
• Ask open-ended questions to understand others’ experiences.
• Reflect on your own emotional responses and assumptions.
• Show compassion through actions, not just words.
• Create time for personal check-ins and informal connection.

Leaders don’t have to have all the answers—but they do need to show they care.

The Symbiosis of Trust and Empathy

Trust and empathy are deeply intertwined. Trust enables empathy, because when employees trust a leader, they are more likely to open up, be vulnerable, and share honestly. In turn, empathy reinforces trust, because when leaders show they care and understand, it affirms that trust was well-placed.

Together, these qualities create a virtuous cycle: as empathy grows, so does trust—and as trust deepens, the capacity for empathy expands.

This symbiosis is especially important in today’s world, where employees seek not just a paycheck, but a purpose. They want to work for leaders who are authentic, ethical, and compassionate—leaders who care about them as people, not just performers.

Trust and Empathy in Action: Real-World Examples

1. Satya Nadella, CEO of Microsoft
   Nadella’s leadership style is frequently praised for its emphasis on empathy. Under his guidance, Microsoft shifted its culture from internal competition to collaboration, driving innovation and employee engagement.
2. Jacinda Ardern, Former Prime Minister of New Zealand
   Ardern was globally recognized for her empathetic leadership during crises, including the Christchurch shootings and the COVID-19 pandemic. Her ability to connect with people emotionally, while making firm decisions, earned widespread trust.
3. Paul Polman, Former CEO of Unilever
   Polman prioritized sustainability, ethics, and employee well-being, earning trust across stakeholder groups. He emphasized that business should serve society, not just shareholders—a message that resonated with employees and consumers alike.

These examples demonstrate that leaders who embody trust and empathy are not just respected—they are effective.

A Competitive Advantage in the Modern Workplace

As workplace dynamics evolve, so do expectations of leadership. Younger generations—Millennials and Gen Z—are particularly attuned to authenticity, emotional intelligence, and social consciousness. They demand leaders who listen, understand, and inspire.

Organizations that embrace trust- and empathy-based leadership are more likely to:

• Adapt quickly to change
• Navigate crises effectively
• Retain top talent
• Foster innovation
• Build inclusive, resilient cultures

In other words, trust and empathy are not soft skills—they are strategic imperatives for business success.

Conclusion

Leadership is no longer about command and control—it’s about connection and care. In a complex, uncertain world, the most successful leaders are those who build trust and practice empathy consistently and authentically.

Trust makes leadership sustainable. Empathy makes it human. Together, they form a leadership model not just for this moment—but for the future.

Whether leading a small team or an entire enterprise, cultivating trust and empathy is the most powerful investment a leader can make. Not only do these qualities strengthen organizations—they change lives.

Why People Over Process is Critical in Human Resources

by Mark Morgenfruh | Jul 10, 2025 | HR Leadership

Does your HR department understand where they fit? By no means are administrative support functions second-class citizens. But if a department doesn’t generate revenue or execute operations and service delivery to clients, they need to understand how they can best create value for the company and are a valued contributor to everyone’s success.

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Why People Over Process is Critical in Service-oriented Professions

In the world of business, few adages resonate as deeply as “people over process,” especially within service-oriented professions. Whether in human resources, marketing, accounting, IT, etc., the success of service departments hinges far more on reducing the administrative workload on the business and adaptability than on policies, rules, rigid systems and standardized workflows. While processes are undeniably necessary to ensure consistency, compliance, and efficiency, placing them above the human element can severely limit an organization’s ability to meet client needs, foster trust, and retain top talent.  This article explores why prioritizing people over process is essential in service-oriented professions, the risks of process-first thinking, and how organizations can cultivate cultures that elevate the human experience.
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Understanding the Nature of Service Professions
Service professions are fundamentally interpersonal. They involve delivering value through direct human interaction rather than the production of tangible goods. Examples include:
• Human Resources
• IT
• Accounting
• Billing
• Marketing

In all these cases, the experience of the internal customer is largely determined by the behavior, attitude, knowledge, and responsiveness of the service provider. Thus, the human element is not a feature of the service — it is the service.

Processes exist to support this delivery, but they cannot replicate the warmth, intuition, or critical thinking that people bring to dynamic situations. Service environments are often unpredictable, requiring professionals to adapt, empathize, and personalize their responses — actions that cannot be fully captured in a process manual.
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The Limits of Process-First Thinking

While processes are essential for ensuring compliance, safety, and consistency, overreliance on process can be detrimental in service-oriented contexts. Here’s how process-first thinking can go wrong:

1. Dehumanization of the Client or Customer
When service providers are bound too tightly to scripts or protocols, interactions can feel cold, robotic, and impersonal. No one wants to feel like a number; a customer doesn’t want to be told, “that’s not our policy” when they need help.

2. Inflexibility in Complex Situations
Service professionals often face complex, unique scenarios that don’t fit neatly into a pre-defined process. Strict adherence to rules can prevent making real-time decisions that would best serve the client.
For example, an HR professional executing the payroll transaction for the operations manager instead of rejecting their submission and sending it back for them to figure out what is wrong. A support agent might have to offer an unapproved workaround to retain a frustrated customer. In these moments, prioritizing the human need over the process can make all the difference.

3. Reduced Employee Autonomy and Morale
Overemphasis on process can lead to micromanagement and stifle initiative. Employees begin to feel like cogs in a machine, unable to think critically or act with empathy. This erodes morale, reduces engagement, and increases turnover — especially among top talent who value purpose and autonomy.

4. Stifled Innovation
When workers are discouraged from deviating from the process, opportunities for improvement go unnoticed. Employees on the front lines often have valuable insights into administrative pain points and service inefficiencies. But a culture of rigid process adherence discourages experimentation and feedback.
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Why People Should Come First

In service professions, prioritizing people — both clients and employees — over process leads to better outcomes, stronger relationships, and long-term success. Here’s why:

1. Empathy Drives Loyalty and Trust
Clients don’t remember the process; they remember how you made them feel. Empathy, patience, and a willingness to listen leave a lasting impression. A customer may forgive a mistake if the person helping them is compassionate and sincere. However, even a flawless process cannot make up for a cold or indifferent interaction.
Building fierce customer loyalty is achieved not through rigid adherence to procedure, but by empowering employees to be human, to make decisions, and going the extra mile.

2. Adaptability is Essential in Service-oriented Delivery
No two clients are the same. Their expectations, emotions, and circumstances vary widely. A one-size-fits-all process simply cannot meet every need. By putting people first, service professionals can tailor their approach in real time, demonstrating emotional intelligence and situational awareness.

3. Employee Empowerment Enhances Engagement
When employees are trusted to use their judgment, they feel valued. They are more likely to take ownership, invest emotionally in their work, and advocate for the organization’s mission. Empowerment also leads to faster resolution of problems, more satisfied clients, and better outcomes overall.
In contrast, employees who are constrained by rigid rules often disengage, operate defensively, or burn out. They view administrative tasks as interruptions or compliance risks, rather than important transactions.

4. People Over Process Fosters Innovation
When people are encouraged to think creatively and improve the customer experience, innovation thrives. Service professionals can identify broken processes, suggest improvements, or pilot new approaches that increase efficiency and satisfaction. Over time, these grassroots innovations can drive significant competitive advantage.
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Balancing People and Process: A Symbiotic Relationship

While the mantra “people over process” emphasizes the importance of the human element, it doesn’t mean eliminating process altogether. Instead, the goal is to design processes that serve people, not constrain them.

A. Processes as Tools, Not Constraints
Processes should act as supportive scaffolding that guide employees, ensures safety, and provides consistency — but leaves room for discretion. For example:
• The administrative professional approving a form in an online queue instead of rejecting it for the sake of process
• Requiring rigid and wasteful rules be followed that serve no purpose for the organization or it’s people
• Forcing mandated rules and process steps under the guise of necessity, but then never using the data for any purpose whatsoever

B. Training to Enable Judgment and Empathy
Empowering people over process requires investment in training. Service professionals need more than procedural knowledge — they need:
• Emotional intelligence: to read situations and respond appropriately
• Critical thinking: to solve problems creatively
• Communication skills: to build rapport and manage conflict
• Cultural competence: to serve diverse populations effectively
When these skills are cultivated, employees can navigate complex service environments with confidence and compassion.

C. Feedback Loops to Evolve Process
Organizations should actively solicit feedback from internal customers. What’s working? What’s getting in the way? Processes should be regularly updated based on frontline insights, not dictated exclusively from the top down.
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Leadership’s Role in Championing People Over Process

Leaders play a crucial role in shaping organizational culture. To truly prioritize people over process, leaders must:
• Model human-first behavior: Demonstrate empathy in their own interactions.
• Recognize and reward people-centric actions: Celebrate employees who go above and beyond for internal clients.
• Encourage open communication: Create psychological safety so employees feel comfortable speaking up.
• Protect time for human connection: Avoid overloading staff with administrative tasks that detract from client engagement.
• Invest in people: Training, development, and wellness initiatives all reinforce the organization’s commitment to its workforce.
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Conclusion: The Human Advantage
In an era of automation, AI, and standardization, the human touch has become more valuable than ever. Processes can streamline delivery, but they cannot replace the creativity, compassion, or judgment of a well-trained service professional. When organizations prioritize people over process — when they design systems that serve humans rather than the other way around — they build resilience, trust, and long-term success.

Ultimately, service is not about ticking boxes or following scripts. It’s about understanding, responding, and connecting. In a service profession, the most powerful tool is not the process map — it’s the person.

How to Handle Difficult Conversations: A Manager’s Guide to Performance Issues

by Mark Morgenfruh | Jun 10, 2025 | HR Leadership

Every manager faces this moment: you need to address a performance problem with an employee, but you’re dreading the conversation. Maybe they’re a long-term employee whose performance has declined, or perhaps a newer hire isn’t meeting expectations. Regardless of the situation, avoiding difficult conversations only makes problems worse and puts your business at risk.

Why Managers Avoid Performance Conversations

It’s natural to want to avoid uncomfortable situations. Common reasons managers delay performance discussions include:

• Fear of conflict and emotional reactions
• Uncertainty about what to say or how to structure the conversation
• Concern about legal implications if the conversation goes poorly
• Hope that the problem will resolve itself without intervention
• Lack of documentation to support their concerns
• Previous negative experiences with similar conversations

However, postponing these discussions creates bigger problems. Performance issues rarely improve without intervention, and delayed action can lead to team resentment, decreased productivity, and potential legal complications if termination becomes necessary.

The Framework for Effective Performance Conversations

Prepare Thoroughly Before the Meeting

Success starts with preparation. Gather specific examples of performance issues, including dates, situations, and impacts on the business or team. Review the employee’s job description, previous performance reviews, and any relevant company policies.

Avoid vague complaints like “attitude problems” or “not being a team player.” Instead, focus on observable behaviors and measurable outcomes. For example, “missed three project deadlines in the past month” or “received customer complaints about response time on four occasions.”

Choose the Right Setting and Timing

Schedule the conversation for a private location where you won’t be interrupted. Avoid Fridays or right before holidays when emotions may be heightened. Give yourself adequate time—rushing through a performance conversation sends the wrong message and often leads to incomplete discussions.

Start with Clear Intent

Begin the conversation by stating its purpose clearly and directly. For example: “I’ve scheduled this meeting to discuss some concerns about your recent performance and work together on an improvement plan.”

This approach eliminates confusion and helps the employee understand the seriousness of the situation while positioning the conversation as collaborative rather than punitive.

The GROW Model for Performance Discussions

Goal: Define What Success Looks Like

Clearly articulate your expectations and the specific improvements needed. Be concrete about standards, deadlines, and measurable outcomes. Instead of saying “improve your attitude,” explain “I need you to respond to customer emails within four hours and maintain a professional tone in all communications.”

Reality: Address the Current Situation

Present the facts objectively, focusing on behaviors and results rather than personality traits. Use the specific examples you prepared, and allow the employee to share their perspective. Listen actively—there may be circumstances you’re unaware of that are contributing to the performance issues.

Options: Explore Solutions Together

Work collaboratively to identify potential solutions and improvements. Ask questions like “What do you think would help you meet these deadlines?” or “What obstacles are preventing you from achieving these goals?” This approach increases buy-in and helps identify practical solutions.

Way Forward: Create an Action Plan

Develop a clear improvement plan with specific goals, timelines, and checkpoints. Document what support you’ll provide, what resources are available, and how progress will be measured. Set dates for follow-up meetings to review progress.

Handling Different Types of Performance Issues

Skill-Based Problems

When an employee lacks necessary skills, focus on training and development opportunities. Create a learning plan with specific milestones and provide appropriate resources. Consider mentoring, additional training, or modified responsibilities while skills develop.

Motivation or Engagement Issues

These conversations require deeper exploration of underlying causes. Ask about workload, career goals, work environment concerns, or personal challenges that might be affecting performance. Sometimes simple adjustments can dramatically improve engagement.

Behavioral Problems

Address behavioral issues quickly and directly. Explain the specific behaviors that need to change, the impact on the team or customers, and the consequences of continued problems. Reference company policies and ensure the employee understands expectations.

Attendance and Punctuality

Document patterns of attendance issues and address them promptly. Discuss the impact on team productivity and customer service. Be aware of potential FMLA or ADA implications if health issues may be involved.

Common Mistakes to Avoid

The “Compliment Sandwich”

Starting with praise, delivering criticism, then ending with more praise often confuses the message. Employees may focus on the positive comments and miss the serious nature of performance concerns.

Being Too Vague

Phrases like “you need to improve” or “do better” don’t provide actionable guidance. Be specific about what needs to change and how success will be measured.

Making it Personal

Focus on behaviors and results, not personality traits or character judgments. Avoid words like “always” or “never,” which can trigger defensive responses.

Failing to Document

Always document performance conversations, including what was discussed, agreements reached, and follow-up plans. This documentation protects both you and the employee and provides continuity if issues continue.

Managing Emotional Reactions

When Employees Become Defensive

Remain calm and acknowledge their feelings while redirecting to facts. You might say, “I understand this is difficult to hear. Let’s focus on specific examples and how we can work together to improve the situation.”

When Emotions Run High

If an employee becomes very upset, consider taking a brief break. Offer tissues, water, or a few minutes to compose themselves. Remember that emotional reactions are often signs that the feedback is being heard.

When Employees Disagree

Listen to their perspective and acknowledge valid points while maintaining your position on performance standards. You might say, “I appreciate your viewpoint, and I understand you see the situation differently. However, the expectations remain the same.”

Following Up and Following Through

The conversation is just the beginning. Schedule regular check-ins to review progress and provide ongoing feedback. Recognize improvements when they occur, but also address continued issues promptly.

If improvement doesn’t occur within the agreed timeframe, be prepared to escalate to more serious consequences, including possible termination. Consistency in following through on commitments is crucial for maintaining credibility and legal compliance.

Building a Culture of Continuous Feedback

The best performance conversations are part of an ongoing dialogue, not isolated events. Regular one-on-one meetings, informal check-ins, and immediate feedback create an environment where performance issues can be addressed before they become serious problems.

Encourage a two-way feedback culture where employees feel comfortable discussing challenges, asking for help, and sharing ideas for improvement. This proactive approach prevents many performance issues from escalating to formal disciplinary action.

When to Seek Additional Support

Consider involving HR or seeking external guidance when:

• Performance issues involve potential legal risks
• An employee raises discrimination or harassment concerns
• You’re unsure about company policies or procedures
• Previous attempts at improvement have failed
• The situation involves complex interpersonal dynamics

Key Takeaways

Effective performance conversations require preparation, clear communication, and consistent follow-through. While these discussions may be uncomfortable, they’re essential for maintaining team productivity, ensuring fairness, and protecting your business.

Remember that most employees want to succeed and will respond positively to clear expectations and support. By approaching performance issues with empathy, specificity, and professionalism, you can often turn struggling employees into strong contributors while maintaining team morale and business standards.

The goal isn’t to catch employees failing—it’s to help them succeed while protecting your business and maintaining fairness for all team members.

Need help developing your performance management skills or creating effective improvement plans? Our HR experts can provide training, templates, and ongoing support to help you handle difficult conversations with confidence and compliance.