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February 26 - March 9, 2020
we can’t ever really know what it’s like to be someone else. We can only know what it’s like to imagine being someone else.
Work culture has become much more collaborative in recent years, and CEOs and managers are realizing that it’s easier to get people to work together—and be productive—when they can empathize with one another.
Leaders rated as having high empathy by direct reports are 2.5 times more likely to set clear performance expectations, hold others accountable for maintaining high performance, and address performance issues in a fair and consistent manner, according to data from a DDI meta-analysis.
When I hear about a new app, gadget, or tech-based service, I try to ask myself the following questions: How might this improve my life or experience, or those of others? What is the potential for it to be manipulated, and are there safeguards? Is there incentive for the people in charge to monitor this—do they have skin in the game? And ultimately, do I think the rewards will outweigh the risks? Are terms, practices, and concerns transparent and open to critique by users? Does this technology, or do its founders and funders, have a reputation for intentionally or inadvertently harming and
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