When we think of the characteristics of a nonprofit organization, which is an institution that provides 'public benefit,' we may not picture an elephant community. However, for those familiar with research related to elephants, they should understand the topic I will address and why I suggest that nonprofit leaders should possess certain traits that characterize elephants. One of the distinguishing traits of elephants is that they treat each other with compassion, so it’s important to treat others as we would like to be treated.

In this context, psychologists believe that empathy is an important element for ensuring successful organization leadership. Recent research has proven that empathy is the most important trait among five traits that distinguish successful leaders in the digital and global economy. (The other four traits include: adaptability, cultural competence, strategic thinking, and intellectual curiosity).

Think of the leaders you know who demonstrate empathy and also exhibit competitiveness, boldness, and even toughness, yet they are compassionate and do not miss any opportunity to enhance the well-being of others. Acquiring these traits makes working with them more enjoyable, but also contributes to the success and sustainability of the organizations they lead in the future.

We also know from research conducted on the emerging generations of nonprofit leaders that 80 million millennials value collaboration, work-life balance, and contributing to social good.

How can nonprofit leaders develop empathetic leadership skills? We can learn a lot from elephants, which are known for comforting each other in times of death, loss, and hardship, and they always exist in 'herds' to provide protection in case one of them is in danger. Elephants have also been observed to adjust their emotional states to match what other elephants are feeling in behavior that closely resembles human behavior.

From this standpoint, serving others well and creating an environment that attracts a diverse group of talented individuals to be part of it relies on understanding matters from others' perspectives. We need empathy to identify practices that attract and retain talent in the workplace, craft grant proposals, write compelling appeal letters, and collaborate effectively with colleagues, partner organizations, and the communities we hope to serve. From this perspective, empathy is the driving force behind designing a human-centered approach and making virtual reality more effective for fundraising.

In the same context, psychologists say that empathy is not innate but an acquired trait. In the following, we will present methods inspired by suggestions from executive coaches published by Forbes magazine that enable nonprofit leaders to 'practice' empathy every day.

  1. Listen to others, including your colleagues, supporters, volunteers, and especially the groups you serve.
  2. Ask clarifying questions before proceeding based on what could be false assumptions. For example: 'Okay, I heard you say that... Is that correct?'
  3. Ensure that those giving you advice know that their suggestions have been considered, encouraging them to provide you with more candid advice next time.
  4. Be outstanding in managing expectations and transparent regarding challenges. Are you afraid of overpromising and underdelivering? Here’s the solution: let others see how effective your working style is; by allowing them to participate in your work, you help them develop the trait of empathy.
  5. Develop your humility, as each of us can learn something new every day.
  6. Spend some time with the group your nonprofit serves. The best way to keep volunteers and donors engaged is to inform them of your nonprofit’s achievements. Have employees and board members been informed of this? Did they feel its value? What experiences can you provide to others that enable them to connect effectively with the mission?
  7. Listen carefully to what your colleagues in the team are saying.
  8. Give yourself a break, as good health is an important factor for the success of the organization you lead.
  9. Set up a meeting with one of the organization’s funders to exchange experiences. What if you asked a program staff member, 'How can we be a resource capable of meeting your organization’s needs?' This way, you may encourage the organization to ask you the same question.
  10. Give your colleagues the opportunity to share leadership with you occasionally; you should not always be the one leading the meetings, which contributes to encouraging your coworkers and developing future leaders. Additionally, you will be able to gain a new perspective on how it feels to be among those attending a meeting led by someone else.

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Website: Council of Nonprofits