If you think operations is just about pure efficiency and making the ‘machine’ run, think again. Empathy has always been the hidden engine that makes efficiency actually work. It’s often seen as a weakness when, in reality, it’s the strongest strategic advantage we have. Empathy is what holds projects, teams, and client trust together. 

Why empathy matters in operations  

First things first: empathy is not ‘being nice’. In an ops context, it means deeply understanding the pressures, needs and context of clients, colleagues and respondents. Yes, it’s nice to be empathetic, but using empathy as a strategy consistently leads to better outcomes. 

For clients, it means understanding and recognising the hidden pressures. There can be a lot of wider contexts at play (internal politics, budgets, reputational risks) which shape how they work and communicate. An empathetic kick-off call often reveals what success really means, which can differ from the written brief. Clients want partners, not suppliers, and empathy makes ops people trusted advisers rather than just executors.

For teams, empathy means protecting people from burnout. We have to explain why processes exist rather than simply dictating them. That education piece is vital, especially for junior team members who haven’t yet lived through the decades of experience you have.  

For respondents, it means respecting their time and attention – designing surveys that are fair, accessible and worth completing.  

Empathy and efficiency are co-pilots (not opposites) 

One of the biggest misconceptions is that empathy slows things down. If that’s the case, you’re doing something wrong. Efficiency comes from good planning, strong processes and staying close to the work. Empathy strengthens this. People are not machines, so when you listen carefully and consider people’s context, you reduce mistakes, rework and stress.  

Speed has become a defining expectation in our industry and for good reason. Clients expect fast turnaround and high-quality results, so we promise agile efficiency that’s lightning quick. But if you set that expectation, you have to deliver, and to deliver, you need to build the right foundations. Empathy enables speed without collapse or compromise.

Efficiency gets projects moving, empathy keeps them standing; that’s why they should be co-pilots. It doesn’t have to be one or the other, and it certainly isn’t one at the expense of the other. 

Leading with empathy in high-pressure environments  

Empathy can be highly practical. By understanding what people need at different stages of their professional journey, leaders can design systems that support both individuals and outcomes. When people feel respected, supported and trusted, they consistently deliver their best work and remain committed even in high-pressure environments. 

That's the leadership style I practice. I clap from behind when my team succeeds and step forward when things go wrong. I think that approach strengthens loyalty and respect. I explain the ‘why’ behind processes to build trust and accountability. Shouting louder never gets things done faster. Leading clearly, supporting others and making decisions that keep both quality and people in mind will always take you further. 

Years of managing teams has shown me that the strongest leadership is grounded in lived experience. I understand what it feels like to face relentless deadlines, complex instructions and the uncertainty that comes with early roles. Those experiences continue to shape how I lead today; staying calm under pressure, giving honest updates, taking responsibility and shielding my team when necessary. I believe in working smarter, not harder, which means listening carefully to teams and identifying opportunities to automate or streamline processes so that their work becomes easier and their time is used more effectively.