Empathy for Leadership: How Engineers Thrive When Frontline Workers Succeed

As the founder of Empathic Engineering, I’ve had the privilege of researching the development of empathy in the engineering field and working as a mechanical engineer in manufacturing facilities across the US and Mexico. For years, I’ve observed trends in both cultures, while speaking Spanish and English. Here, I want to explore a concept that’s integral to effective leadership in engineering: the profound impact of empathy, particularly how it shapes the success of engineers when frontline workers excel.

(Photo above: Figure 1. Hubbard posed with two co-workers in Mexico in front of the vehicle they worked to produce with a global engineering team.)

Servant Leadership: Consider This

Effectively demonstrating empathy in leadership begins with the principle of servant leadership. This leadership style, characterized by prioritizing the needs of team members, has transformative effects on both individual and organizational performance. For engineers, working under leaders who practice servant leadership means being supported, valued, and empowered. These leaders are committed to the growth and well-being of their teams, fostering an environment where innovation and productivity can thrive.

Often considered the opposite, an autocratic or “traditional” leader is one who primarily looks out for themselves. Though we may not have been taught to consider servant leadership growing up, it’s becoming clearer that, to be an effective leader, it’s important to develop your selflessness. This means you look out for the goals and well-being of others before considering your own goals. That being said, no team should be on either extreme; rather, it’s worth applying servant leadership techniques to see how the results from your team differ over time.

Figure 2. Visual representation of Traditional Leadership vs. Servant Leadership

Source: https://medium.com/@r.b.srikanth/servant-leadership-and-leadership-charter-ec74d137dfe0 

When frontline workers feel supported by their leaders and the engineers or their team, they are more engaged and motivated. This creates a positive feedback loop where the frontline’s success propels the entire team’s achievements. Engineers, in particular, benefit from this as their designs, processes, and innovations are brought to life more effectively by a motivated and competent frontline workforce.

As an engineer, one of my favorite questions for a frontline worker is, “How do you believe this part could be designed better?” In asking this question, I recognize that the frontline worker has different experience with the part, especially in assembly, than I do. My desire is to provide the best product for the customer and I’ve consistently seen that by involving the frontline workers and taking their opinion into account our likelihood of success skyrockets.

Recognition: Fueling Motivation and Innovation

Recognition is a powerful tool in empathy building. Regular and sincere recognition of frontline workers’ efforts not only boosts morale but also creates a sense of belonging and purpose. For engineers, witnessing the acknowledgment of their frontline counterparts’ contributions highlights the importance of every role within the organization.

The science behind recognition underscores its impact on well-being. In one study involving nearly 300 adults, those who wrote a gratitude letter each week for three weeks reported significantly better mental health 12 weeks later compared to the control group. Another study found that people who listed three good things each day and their causes were happier and less depressed even six months later. These findings highlight how regular recognition and gratitude practices can lead to sustained improvements in well-being. Sometimes, we get stuck in a habit of criticism. However, it’s always possible to shift from criticism to curiosity if we decide to ask a question and then recognize what our colleagues did well. 

This environment of recognition fosters collaboration and respect. Engineers are more likely to innovate and take risks when they know that their efforts, and the efforts of their teams, will be recognized and appreciated. This, in turn, leads to improved processes, products, and solutions, driving the organization forward.

Accountability: Building a Culture of Trust

Accountability is another crucial element of empathetic leadership. It goes beyond simply ensuring team members are responsible for their tasks. It involves creating a culture where accountability is a shared value, reinforcing trust and reliability within the team. For engineers and frontline workers, knowing that their work is part of a larger, accountable system instills confidence and clarity in their roles.

In such a culture, team members understand that their contributions are critical to the success of the entire operation. This recognition of mutual dependency encourages engineers to take ownership of their decisions and frontline workers to take ownership over the quality of their assembly, knowing that their success is intrinsically linked to the success of their colleagues.

Secchi‘s solution for accountability is particularly effective. By providing tools and systems that facilitate transparent communication and clear tracking of responsibilities, Secchi helps ensure that everyone on the team understands their role and how it impacts the collective goals. This clarity and transparency reinforce a sense of trust and reliability, making it easier for team members to hold themselves and each other accountable. As a result, both engineers and frontline workers can work with greater confidence and assurance, knowing that their efforts are aligned and mutually supportive.

Culture: The Foundation of Empathy and Success

Finally, the culture of an organization is the foundation upon which empathetic leadership is built. A culture that values empathy, respect, and understanding cultivates a workplace where both frontline workers and engineers can thrive. Such a culture ensures that all team members feel valued and heard, leading to better communication and collaboration.

For engineers, working in a culturally empathic environment means that their technical skills are complemented by strong interpersonal relationships. This synergy not only enhances their professional development but also leads to more holistic and sustainable engineering solutions.

At Empathic Engineering, our mission is to save time and facilitate communication by creating collaborative environments in manufacturing. This mission parallels Secchi’s purpose to let great leaders do great work. By fostering empathy, we enable leaders to create environments where both frontline workers and engineers succeed, ensuring that everyone can contribute to their fullest potential.

Conclusion

Empathy in leadership is not just an ideal but a practical necessity in the engineering world. By embracing servant leadership, recognition, accountability, and a culture of empathy, leaders can create environments where both frontline workers and engineers succeed. When frontline workers are successful, engineers can see their designs and innovations brought to life with excellence, leading to a thriving, dynamic, and productive workplace.

At Empathic Engineering, we believe that by investing in the well-being and success of frontline workers, we pave the way for engineers to achieve greater heights, driving innovation and excellence in the manufacturing industry.

Emily Honor Hubbard, Founder
Empathic Engineering offers Lunch and Learn sessions so you can understand how your manufacturing team can save time with improved communication.