Alertness – Emotional Sensitivity to Others

There are three behaviour-based concepts that must be adopted and learned in order to successfully transform a culture to one of connection: attentiveness (focus on others), alertness (emotional sensitivity to others), and adaptability (resiliency to respond to changing events). There is no one of these more important than the other, but the one least talked about is probably alertness – emotional sensitivity to others.

Trust, compassion, stability, and hope are found by research to be the four legitimate needs of employees. Sensitivity is an interwoven thread connecting all of these factors. Sensitivity is the common decency shared by human beings. It is what enables us, regardless of our differing spiritual views and political affiliations, to sympathize and empathize with those who suffer misfortunes, and/or to become appropriately angry and indignant about cruelty and injustice. It is a critical skill required of leaders to connect with their team members.

Sensitivity is a tricky behaviour to master, because it is necessary in all of our interactions with other people. It presents itself in major moral concerns and in minor decisions. Insensitivity is so much easier to commit – sometimes you are being insensitive and do not even realize it. Consider the following story as an example.

A friend of mine always conducted exit interviews on Friday afternoons, because the office would be almost empty then and he wanted to show respect for these employees and provide them with a dignified way of collecting their things without the stares and whispers of other employees. Termination of an employee is a difficult experience for everyone involved. One Friday morning he sent word to one of the staff nurses to come to his office in the afternoon. Later that afternoon, as soon as his staff nurse reached his office door she began to sob. In the midst of her tears, she sputtered questions about why she was being fired. She was scared, and my friend was horrified for having made her feel that way. When my friend realized that it was Friday afternoon, in his office, and people associated that scenario with being fired, he immediately explained to his nurse the reason for “summoning” her to his office.

He showed the nurse a wonderful letter he had received from a patient who was very pleased with her kindness and professionalism. My friend complimented her and encouraged her to continue her exceptional work so that others could emulate her. She was relieved, and he was apologetic for causing her so much fear and anxiety throughout the day. He realized he had already created a negative experience with this nurse before she sat down in his office. He could not imagine how much of her fear she shared with her other colleagues and how distracted they all were. My friend did his best to ensure that their actual interaction turned her perception around.

The lesson in this true story is – your team members experience you in your behaviour. Be aware of your daily habits and decisions, as they could inadvertently create conditions that are insensitive to others and damaging to connection.