Empathy Archives - The Future of Work Exchange

Leaders are Human…For Better or Worse

Business Leadership by Christopher J. Dwyer on 08/05/2025

The kiss cam heard ‘round the world a couple of weeks ago was more than just an opportunity for memes and commentary on spousal affairs. When two not-so-innocent adults are caught on a live concert cam in an embrace during one of the biggest bands in the world’s stadium shows, there is bound to be an incredible amount of fallout.

Astronomer CEO Andy Byron and the company’s Chief People Officer, Kristin Cabot, were in the middle of enjoying Coldplay’s Foxborough, MA (Gillette Stadium, home of the New England Patriots) set when a routine “kiss cam” moment sent him off-camera and her with her face in her hands…caught live, on video, for the world to soon see.

The problem is that Byron is married, but not to Cabot. And, they are two very high-ranking executives conducting an improper relationship in a rising tech company in a hot industry (AI). And, this improper behavior has illuminated some of Byron’s past leadership issues, with several former employees (from Astronomer and other organizations) recalling his harsh leadership style, rigid culture, and toxic management style.

Byron is certainly a dodgy person and both his past and present paint a picture of someone that is untrustworthy and toxic. Even in a high-intensity, breakneck space like tech, bad workplace culture will eat the company alive.

Push away all of the memes, the humor, even the sympathy for Byron’s wife, who scrubbed her married surname from her social accounts, and let’s look at this for what it is: a pure example that all leaders are human…for better or worse.

A pendulum swing the “other” way just a few years ago proved how humanity had a major role in the Future of Work movement. As the COVID virus swept across the globe, everyday workers faced insurmountable challenges ranging from a lack of daycare, newfound remote work setups, general fear of the times at hand (who wasn’t worried about the economy or their finances in 2020?), and, for far too many of us, a foreboding sense of uncertainty over what a new virus could do to our bodies or our family members.

During those times, true leaders sparked humanity through empathy-led leadership and new, brighter strategies that prioritized the human spirit. Executives “with heart” put themselves in their workers’ shoes, understood their perspectives, and provided the necessary support and flexibility for their teams to survive and thrive during uncertain times.

As workers, we trust our leadership teams to guide us through good and bad, through crisis and calm, and with transparency and transition. We expect our leaders to be guiding lights, not a source of emotional darkness and negativity.

The Astronomer even is more than fodder for tabloids and social media; it’s a reminder that, yes, Peter Parker…with great power comes great responsibility. Leaders are expected to uphold principles, set examples for their teams (AND their brands), and, most importantly, be f—king human.

Byron’s past leadership woes ultimately came back to haunt him, but they would have never popped up if he held the proper balance of self-awareness and integrity that are needed for Chief Executive Officer positions. Byron blurred professional boundaries and jeopardized several careers, the Astronomer brand, and the company’s overall organizational culture.

Our leaders are inherently human, emboldening both the “gifts” and “liabilities” of what humanity brings to an executive role. For all of the powerful, transformative leadership shifts during the post-pandemic era (empathy, creativity, resilience), there are also the darker elements like ego, misjudgment, and moral failure.

As generations exit the workforce and new generations enter, it is critical for all current and potential executives to truly understand what is at stake as they either hone or learn key management styles: balance the humanity at hand, rally a positive workplace culture, and foster an environment that is attuned to the values of the organization.

What’s The Deal With Virtual Layoffs?

Business Leadership by Christopher J. Dwyer on 11/13/2024

Try not to read that title aloud in a Jerry Seinfeld voice.

There’s no denying that recessionary fears are resulting in sometimes necessary cost-cutting strategies for businesses across the globe. And there’s no way around budgetary concerns when the economy is still at an unsettled point only three-and-a-half months into 2023. Layoffs are an unfortunate attribute of the corporate arena, in which headcount is reduced in mass quantities as a result of poor performance, market conditions (like we’re experiencing today), a global health crisis (hello, pandemic), and a slew of other reasons.

The world’s biggest and most popular fast-food chain will always weather whatever storm they face, but even McDonald’s has limitations on how they can operate in an uncertain economic climate. Alongside global organizations like Amazon, Goldman Sachs, Meta, Google, etc., the golden arches now faces their turn in the “let’s reduce headcount to save dough” game that so many other enterprises have faced over the past several months.

While layoffs can be heartbreaking and disruptive, they are a cost of business. No one would fault McDonald’s or any other large global entity for slashing their workforce in 2023’s rocky economic road. However, there’s a very, very fine line between a layoff and cruelty…a line that McDonald’s crossed just this past week.

We’re not lovin’ this. At all.

As stated above, yeah, layoffs sometimes need to occur for a business to move forward. Especially in the world we’re living in today. Although costs need to be front-and-center, there’s a right way to conduct layoffs and a completely, erratically wrong way to do so. Guess which way McDonald’s chose?

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Removing Limitations is the True Future of Work

Business Leadership by Christopher J. Dwyer on 06/05/2023

“When a man has put a limit on what he will do, he has put a limit on what he can do.” —Charles M. Schwab

There is something to be said about the personal effects of removing “limitations” on ourselves as people and as professionals. In order for us to truly thrive, we have to leverage rationale that doesn’t limit us in any way. We must be open to new ways of thinking that can change our lives for the better, and this often starts (or should start) with embracing change in all of its forms.

If there’s anything that the business arena learned in the wake of the COVID-19 pandemic, it’s that change is not always a choice. Seemingly overnight, life was halted in ways we could have never imagined. Entire sports seasons were delayed and postponed, businesses were shuttered, and concepts like “lockdowns” and “social distancing” became part of everyday vernacular (as did facial coverings in any type of public setting).

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Five Ways Business Leadership Is Evolving

Business Leadership by Christopher J. Dwyer on 03/21/2023

The Future of Work is built on transformation. When enterprise rethink and reimagine the ways they get work done, innovation becomes the nexus of business operations. The Future of Work Exchange has long defined the Future of Work movement to include three major pillars: 1) the evolution of talent acquisition and talent engagement, 2) the impact and utilization of new technology and innovation, and, 3) the transformation of business leadership.

That third pillar has been critically important over the past several years, especially as many organizations have “rebooted” their operations in the wake of a global health crisis, a newfound focus on “humanity,” and the need to be more talent-oriented to thrive during uncertain times. With this in mind, Ardent Partners and the Future of Work Exchange has developed the below infographic, Five Ways Business Leadership Is Evolving.

Remote Work, Flexibility, and Trust

Business Leadership by Christopher J. Dwyer on 01/09/2023

Stop me if you’ve heard this idea before: a grizzled executive decides that remote work was just a fad and it’s time for all workers to return to the office. He or she believes that the pandemic was an anomaly and any changes associated with corporate operations because the crisis was meant to stay within the confines of this short, confusing, and challenging era.

These are the CEOs and executive leaders that made news throughout 2021 and 2022 by saying, collectively, “It’s time to go back (to the office).” These are the leaders, many of whom control very large and household brands, that still believe that most, if not all, necessary collaboration between workers must happen within the physical presence of an office.

It seems that James Gorman, CEO of financial giant Morgan Stanley, fits squarely into this bucket. “They don’t get to choose their compensation, they don’t get to choose their promotion, they don’t get to choose to stay home five days a week,” he said in an interview with Bloomberg while in Davos. “I want them with other employees at least three or four days.”

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BEST OF 2022: The “Heart” of Workplace Culture

Business Leadership by Christopher J. Dwyer on 12/29/2022

[The Future of Work Exchange will be back next week with all-new content and insights to kick off the new year. Until then, enjoy our “Best Of” series that revisits some of our most-read articles from 2022.]

Earlier this year, the Future of Work Exchange featured a piece that discussed why the Future of Work movement required more humanity:

“This is where the “human element” enters the picture. Today’s business leaders don’t have to wrap every one of their approaches in a sheen of empathy, they just need to integrate more humanity into how they manage and structure their workforce, as well as how the overall enterprise gets work done. This transformative strategy towards leadership requires a bit of “reimagination” and a dedication to emotions and being purposeful with those emotions.”

Today’s business leaders have been bombarded with recommendations from both sides of the Future of Work coin, feeling they must improve their technology utilization and acumen and enhance they way they manage and lead. It’s the type of pressure that can be too much to bear, especially considering that 1) we’re still in the midst of a pandemic, 2) there’s a war raging on the other side of the world that is both a humanitarian and economic crisis, 3) supply chain disruptions are still the norm, and, of course, 4) a tight and competitive labor market is one giant staffing nightmare (hello, Great Resettling!).

But, the truth is this: no matter how much like it feels we’ve returned to “normal” in some aspects of our lives (back to concerts? Movies? Restaurants?), the business arena is one that will forever be altered by the many Future of Work accelerants that transformed it over the past near-26 months. And it cannot be said loudly enough: the workplace itself has changed and must continue to change in the months ahead.

There’s a “heart” in the center of every organization, one that beats in tune with the way the enterprise treats its workforce, partners, suppliers, and customers. A once-in-a-lifetime pandemic forced us, as people, to give more heart to ourselves and each other. We’ve seen this in parallel with many businesses around the world…but there are too many out there that haven’t bought into this concept. The Future of Work, in 2022, is about empathy. It’s about emotional intelligence. It’s about the humanity within ourselves, our leadership, and our workforce. It’s about the way we treat each other when things are great…and when things aren’t so great.

That beating heart at the center is reflected in workplace culture. It’s reinforced by the way leaders allow staff the flexibility they need to get work done and be normal, functioning humans, parents, caregivers. We’ve talked about conscious leadership, empathy-led leadership, and other non-technological shifts that have welcomed the Future of Work into businesses across the world. The best workplace cultures are ones that prioritize enterprise values and support “beyond-perk” attributes for their staff, such as hybrid work models, true flexibility, and behaviors that reflect corporate, ethical, and social responsibility.

The heart of workplace culture must pump with purpose, fueling both leaders and workers alike with a sense of well-being. These non-technological attributes, when combined, form the foundation of a corporate culture that is appealing to new and existing workers, helping to redefine talent retention. And, critically, in a business arena in which approximately 43%-to-47% of talent operates remotely (according to Ardent Partners and Future of Work Exchange research), the permeation of a positive and human workplace culture means that even staff that aren’t in the physical location will benefit from this major shift in business leadership and corporate transformation.

BEST OF 2022: Flexibility Is a Catalyst for the Next Great Iteration of the Workplace

Business Leadership by Christopher J. Dwyer on 12/27/2022

There’s enough discussion around the technological components of the Future of Work movement: artificial intelligence, machine learning, blockchain, digital staffing, etc. While “innovation” in and of itself is one of the three major foundational legs of the Future of Work (the other two being “the evolution of talent” and “the transformation of business thinking”), there’s so much more to the very notion of work optimization than just automation and new technology.

As we’ve learned over the past two-plus years, the workplace itself has become a living, breathing entity that has the power to determine the overall productivity of a business, and, more importantly, how emotionally tethered the workforce is to the greater organization. For the record, it’s not just a matter if or when a business offers remote or hybrid work options, but rather how deeply rooted flexibility truly is within all facets of how work is done and how the workforce is ultimately managed.

Now would be the best time to bring up the annoying factor in every business-related conversation: “The Great Resignation” continues unabated, sparked by a veritable “Talent Revolution” that has restructured the way workers perceive their jobs, roles, and career paths. The very concept of flexibility is not just a “perk” for talent; it’s become a determining factor in whether or not a professional chooses to remain with an enterprise or search for greener pastures.

From here, flexibility is catalyst for the next great iteration of the workplace. There are undeniable roots from the larger idea of flexibility, including empathy-led leadership (more flexibility in how leaders lead), leveraging new models to get work done (distributed teams, new functional collaboration, etc.), more humanity within the fabric of the workplace, and, of course, more malleability in where workers work (remote work, hybrid workplace, etc.).

And, when we bring up this idea of “flexibility,” it doesn’t just translate into specific aspects of the workplace, but rather all of them. That’s right: the next iteration of the workplace centers on how work is done rather than on archaic principles of control and authority, including:

Promoting an inclusive workplace that welcomes and values all voices, no matter their differences, disabilities, etc.
Relying on empathy-led and conscious leadership that takes into account worker emotions and perceptions.
Offering various outlets of paid leave (maternity, paternity, wellness, etc.).
Embracing flexible work models, including fresh takes on shift-based work, four-day work-weeks, collaborative-led schedules, etc.
Supporting remote and hybrid work options (including offering proper hardware, software, leadership support, etc.).
Augmenting these remote and hybrid models with digital workspaces.
Measuring both employee engagement and productivity, and;
Detailing flexible work options within new job requisitions (to attract talent).

BEST OF 2022: The Future of Work Needs More Humanity

Business Leadership by Christopher J. Dwyer on 12/26/2022

I remember speaking with a Fortune 500 executive sometime around April 2020 during those scary, early days of the COVID-19 pandemic. We chatted about her staff, the quick move to getting more of the workforce into remote environments, and the uncertain future ahead. What struck me most about the conversation, however, wasn’t the strategic approaches towards managing during uncertain times…it was her attitude.

“All I want my team to know is that I am here for them. The rest of the leadership team is also ready to support them as we go through this period together. Whatever they need from us, be it time with family, more flexibility…whatever struggles they may encounter, we will help them get through that.”

Some leaders are naturally gifted with empathy; those executives were the ones that successfully led their teams through the most tumultuous business period since The Great Recession of 2008-2009. Effective leadership over the past two years has involved shouldering a mental health load of numerous colleagues, when execs played the role of counselor and confidante to those workers that needed support. As times became better and as businesses moved more towards a “living with the virus” mentality, business leaders found that long-term empathy could be emotionally draining, considering that there were hundreds of other tasks and responsibilities that required their energy in an increasingly-globalized and complex enterprise landscape.

That doesn’t mean that empathy goes out the window, though. We’ve come too far to see a natural and beneficial by-product of the past two years lost in the newfound optimism that declining COVID caseloads and fewer restrictions brought about as of late. It does mean this, though: the Future of Work not only needs more humanity, it requires human-led tenets to underpin how work gets done.

The downside to empathetic leadership is that executives feel what their workers feel, and when too many instances of on-demand support pop up, these leaders risk burnout. A psychologist I spoke with told me this: “Experiencing empathy in the workplace is by far a positive development, however, just as we as ordinary people can become overwhelmed with a range of emotions by supporting others, this too can occur in the business arena. As leaders start to see their operations shift a little bit with encouraging conditions, they can still offer “modes” of empathetic support without it becoming a central focus of their overall leadership strategy.”

This is where the “human element” enters the picture. Today’s business leaders don’t have to wrap every one of their approaches in a sheen of empathy, they just need to integrate more humanity into how they manage and structure their workforce, as well as how the overall enterprise gets work done. This transformative strategy towards leadership requires a bit of “reimagination” and a dedication to emotions and being purposeful with those emotions.

The backdrop to The Great Resignation is a “Talent Revolution” in which millions of workers are voluntarily quitting their jobs due to the multi-faceted desire for more: more purpose, more career advancement, more work-life integration, and yes, more empathy and compassion. Leaders sit in an interesting position at this point in 2022; they have been drained of that empathy and are facing burnout along with their short-staffed workforce. The best strategy, after two years of balancing emotions and operations, is to understand that the wide spectrum of next-generation leadership begins with understanding the perspectives of workers, feeling what they feel, and using that knowledge to guide decisions and support.

What is needed now is an integration of humanity and work optimization, bringing together the emotional elements that define great leadership and an inclusive, positive workplace culture. Compassion and empathy are the cornerstones of the human-led elements of the Future of Work movement, and, if leaders can adapt to changing times and shift their thinking to include these attributes in how they manage, they will not only curb the negative ramifications of The Great Resignation, but will also ensure that their workforce remains engaged.

The Rules of Wellness Have Changed

Business Leadership HR by Christopher J. Dwyer on 08/01/2022

The Future of Work movement thrives on many accelerants that range from advancements in talent acquisition to innovative tools and technology. However, the realm of humanity, wellness, and culture may be the most critical items in how work continues to evolve.

“Wellness” is often thrown around as a word that reflects healthy corporate “behavior” from the perspective(s) of the workforce (including extended talent), owed to a rise in business leadership’s greater understanding of empathy, inclusivity, and other aspects related to a better workplace. As the story goes, happier employees = more productive (and, hopefully, loyal) workers.

Although the Future of Work Exchange typically discusses how rigidity is the “anti-Future of Work” mindset, something as archaic as a desire for a business’ staff to be productive is absolutely one of those measures that is not bound by time or circumstance. That is, it’s always understandable that an executive remains focused on productivity; without this focus, the enterprise fails.

So why do we need to revisit wellness? Didn’t we just talk about this recently? Well, yes, we did. But that was nearly eight months ago, and, in a pandemic-led, economically-volatile, frenetic labor market-fueled world (both business and personal), the stakes have certainly changed.

A second straight quarter of the U.S. economic shrinking technically means that we’re entering a recession…even though it doesn’t necessarily feel like it. However, many organizations are already taking the steps to prepare for the worst, which means cut to the workforce and the linger specter of layoffs through the remainder of 2022.

And, oh yeah, there’s a still pandemic raging, along with a health emergency for monkeypox. Many, many individuals (as much as 2% or 3% of the total workforce, although that number could be lower or higher) could be suffering from “Long COVID” from past coronavirus infections, with the government still not defining how long-haulers can apply for and receive disability options.

These issues not only mean that wellness in the workplace becomes more important; it also translate into the need to reimagine how business leadership addresses and supports wellness in the wake of an evolving world:

Today’s “new” wellness rules should always, always include engagement and experience in the mix. Wellness is more than an employee or worker being physically healthy and appearing to be mentally fit for their role. Leaders must ensure that they expand how they support both physical and mental wellness during whichever turbulent times may lie ahead; whatever worked even during the worst of the pandemic may already be outdated. In nearly three years of consistent business evolution, the very concept of “wellness” has been transformed to include concepts like employee engagement and the talent experience. The total workforce should be engaged with leadership and their teams and coworkers, grounded in a positive workplace experience, and also feel appreciated, safe, and valued. The next generation of wellness strategies should always include engagement and experience as foundational elements.
Even the most stoic of performers may have something deeper happening in their personal lives; thus, there is no one-size-fits-all model that will “catch” those that require intermediation. Dips in productivity, a lack of communication, and poor collaboration are all markers of a worker suffering from something negative. These individuals are most often pointed to as the main recipients of wellness support; however, there are many workers that put on a happy face, remain incredibly productive, and seem to have it all together. These workers may not need support on the surface, however, there’s usually an undercurrent of burnout bubbling somewhere. Business leaders should arm themselves with the necessary attitude and knowledge in understanding what the warning signs are for employee burnout.
The hybrid workplace requires hybrid leadership…which now requires a more strategic mindset. During the spring and summer of 2020, many business leaders grappled with the complexities of managing a newly-remote workforce in the wake of social distancing, quarantining, etc. Video calls and new modes of leadership were straining, leaving these already-exhausted leaders confounded in how to capture the essence of collaboration without the benefit of in-person operations. Today, the issue has become more severe: onboarding workers can be a nightmare via remote methods, not to mention aspects of reskilling, upskilling, mentoring, etc. Business leaders cannot spend a few hours with a new worker and expect them to function productively while on auto-pilot.
Wellness was the answer all along to a problem that has plagued the business arena for nearly 16 months. Yes, we’re talking about The Great Resignation. Although the numbers dipped in May (4.3 million quits as opposed to 4.4 million the month before), an encouraging trend is emerging: fears of a recession, combined with inflation, may be helping to keep workers put. However, all it takes is a small wiggle upwards and we’re back to the much worse, higher trend. The refrain of “happier workers stay with their companies” could not be more true today. If a professional is engaged, satisfied, and having a positive experience while also working for leaders that are mindful, empathetic, and inclusive, it reflects an ideal recipe for wellness that also bodes well for retention. If workers have a flexible work-life integration, it is a powerful attribute that enables true wellness and wellbeing.

The State of Talent Today and the Future of Work

General Insights HR by Christopher J. Dwyer on 07/19/2022

I recently had the pleasure of joining Utmost‘s VP of Marketing, Neha Goel, on the company’s Contingent Workforce Radio podcast. Neha and I chatted about the state of today’s workforce, the continued transformation of work, how empathy and the candidate experience are altering talent acquisition strategies, the ultimate impact of remote work, and much more. Tune in below.