People story | January 2025 | Read time: 2min
Embracing change and leading with empathy
Think back to a moment when someone tells you that you have food stuck in your teeth. Your first reaction might be embarrassment, but soon you feel thankful for their honesty because it helps you address the issue and avoid walking around blindly with food stuck in your teeth.
This analogy is exactly how I think about receiving feedback at work. Sometimes uncomfortable at first, but when done with a positive intent, it can help us work on the things we may not have known could be improved to help us grow as professionals. When I joined Deloitte’s Energy and Chemicals practice four years ago, what excited me most was the opportunity to stretch myself professionally and embrace discomfort in a productive way. Getting feedback was a huge part of the process.
During my time at Deloitte, I have relied heavily on networking and building a strong foundation. When new professionals join the organization, I encourage them to cast a wide net and take control of their own destiny. This has been an environment where I feel I can have the power to shape my own career path—and one where effective leaders can make all the difference.
The ROI on empathy
For me, the biggest growth points in my career were when I felt like I had a seat at the table, seeing firsthand what “good” work looks like. I try to be intentional about bringing team members into executive conversations with clients to see how interactions occur and, maybe most importantly, talking through it together after. It’s those 10-minute connections after a call to discuss what went well and what could be better. It’s the “yes, that was great, keep it up,” and “here’s what we could have done better” that I think can help people grow.
In my hybrid way of working, it can be easy to carousel through meetings and miss the opportunity to give (or receive) beneficial feedback. In-person interactions, especially with new teams, can be invaluable. I make it a priority to get together in person, finding opportunities to demonstrate vulnerability as a means to build more trust and relatability with my team members. I feel that being vulnerable as a leader has strengthened my relationships with my teams, helping me foster more openness and transparency.
I recently had a conversation with a newly promoted team member. Despite saying they were “fine,” I sensed otherwise. Instead of diving into work, I probed deeper and learned they were experiencing difficulties in their new role. I used the opportunity to share my own experiences facing similar challenges, reminding them that the discomfort they were feeling was a natural part of their professional growth. That conversation was absolutely worth the effort of 20 minutes of my time. Finding space to listen curiously, even if for only 20 minutes, was a great way for me to demonstrate that I care about the personal growth and development of my team members. This, in turn, created an environment where my team members could feel safer to take risks, share ideas, and contribute to innovation and growth.
I often hear “it’s hard to find time to coach on the job,” but in my experience, there will always be pressing demands in business. If I don’t prioritize time for my teams, I don’t think I would be leading successful teams for long. The best leaders I’ve had acknowledge that feedback can be shaped by their own personal experiences and know how to deliver feedback that’s meaningful. I’m grateful for the opportunity to see, and be, that for others at Deloitte.