Empathy as a Strategy
Earlier this year, the International Monetary Fund delivered a sobering assessment in its latest World Economic Outlook. It indicated a “surge in global economic uncertainty that eclipses levels during the height of the COVID-19 pandemic.”
Unfortunately, with the larger political, cultural, and macroeconomic trends at play, at least here in the US, there is no sign of these uncertainty levels declining. Yet, while the foreseeable future may be bumpy, it presents an opportunity for companies to gain critical ground strategically.
In heightened levels of uncertainty, companies face an all-too-familiar yet poignant question of, “What do we do now?” The fear of the unknown typically drives two reactionary motions. For some, the reflex might be to retreat, cut back, or wait until things “pass” (if they ever do.) Others may react more aggressively and attempt to drive more revenue, seemingly at all costs. Sadly, these approaches will either overlook opportunity or overindex on tone-deaf motions, alienating prospects and customers.
The companies that address uncertainty and emerge ahead move with clarity, not fear. At the heart of that clarity is one thing: empathy.
Not as a buzzword. As a strategy.
Empathy is vital for fostering meaningful relationships. Understanding is central—seeing from another's perspective and comprehending their ideas and feelings. Because no two people’s experiences are the same, the aim is to set aside biases and understand others' thoughts, needs, and desires.
And there’s a need for it. According to Edelman’s Trust Barometer report, 83% of people want “compassionate connection … that communicates empathy and support with the struggles they face.” Yet, according to Salesforce’s State of the Connected Customer, only 34% of companies generally treat customers as unique individuals.
When people feel understood, they are more inclined to engage consistently, deepening their relationships. This heightened engagement can lead to increased sales and advocacy for businesses. On the other hand, a lack of empathy can make relationships more like transactions and threaten business success.
Yet empathy involves action, not just emotions. To show up empathetically takes some foresight and planning. Here are two key ways to leverage empathy in your business, each with tactical ideas to implement.
Soft skills > straight sales tactics
In times of uncertainty, although seemingly backwards, companies must prioritize reassurance over mere sales. People are navigating a landscape filled with anxiety and doubt, making it essential for organizations (and the people that make up those organizations) to connect on a supportive, emotional level. A study conducted by PwC found that “64% of U.S. consumers and 59% of all consumers feel companies have lost touch with the human element of customer experience.” Demonstrating empathy by acknowledging shared concerns and providing unexpected support can garner hard-earned trust.
When companies offer reassurance through transparent communication, understanding customer needs, or showing social responsibility, they create a sense of stability that transcends transactional relationships. In the long run, this is far more valuable than getting the sale. This empathetic approach enhances relationships and, at large, the company’s reputation as it cultivates long-term customer relationships built on mutual trust, understanding, and meeting needs, not merely advancing the bottom line.
To show up more empathetically in go-to-market efforts, consider these ideas:
Tweak messaging to reflect customer realities: stress, caution, value-consciousness.
Shift messaging and sales scripts to communicate transparently — address rising prices, delays, or changes.
Reinforce your value and reliability repeatedly over time.
Find ways to add value through resources, how-to content, or advisory support.
Create new service offerings, flexible pricing, bundles, or payment models where appropriate.
Look for ways to make the customer experience easier: more support, fewer steps, clearer communication, faster service.
Listen relentlessly and develop products to meet real needs
In times of uncertainty, companies must prioritize listening to their customers and employees to address their needs effectively. By actively engaging in dialogue and seeking feedback, businesses can identify felt pain points or unmet needs, especially those that may have intensified during more challenging periods, like uncertainty.
While cooking, Sam Farber realized his arthritic wife needed a better peeler that she could use without pain. His resulting design featured a thick rubbery handle, making it accessible not only for those with arthritis, but also better for everyone. This focus on understanding people’s real needs led to the product’s (and OXO’s) success, revolutionizing the kitchen & housewares industry.
A company’s responsiveness to people’s unmet needs communicates empathy and directly informs innovation efforts on solutions that alleviate genuine customer and employee challenges. As a result, brands can adapt more quickly to shifting dynamics, enhancing their relevance and impact in an uncertain environment. Ultimately, prioritizing authentic listening emerges as a critical strategy for sustaining growth and resilience.
To better understand your customer’s unmet needs, consider these ideas:
Use surveys, customer success data, social media, and other tools to track changing sentiment.
Use interviews, observation, and ride-alongs to immerse yourself in your customer’s world and discover unmet needs firsthand.
Build feedback loops into experiences so customers can tell you what is/isn’t working, and keep them abreast of how they helped.
Act on feedback visibly — let customers or employees know they were heard and their opinion is valued.
Use new technologies to reduce friction and improve service. *But remember to keep the humans in the loop, otherwise you risk abdicating the empathy you seek.
Prioritize messaging or product features that increase clarity, personalization, or confidence.
Avoid flashy rollouts — deliver meaningful, usable progress.
Leading with empathy is not only a strategy to use during uncertainty. It’s always appropriate. Ultimately, it’s about finding ways to meet the customer where they are instead of having them meet you where you want them to be.
And that’s something you can be certain about.