How to be an Empathetic Leader

Scott Hackman Ventures (SHV) was founded to walk alongside leaders on their venture, providing executive advisory and coaching services. The intersection of private ownership, governance, management, and leadership is a challenging space, often leading to prolonged stress and trauma. Advisors and coaches play a crucial role in providing support and guidance outside of this intersection. Succession planning and transition in privately held companies are often triggered by death, disability, or disruption. The next generation of leaders may have different qualities and skills than the founder, and it is important for both parties to acknowledge and accept these differences. Active listening and empathetic listening are essential skills for leaders to connect with their teams and create a culture of trust and understanding. The construction industry is experiencing a shift towards value-driven and vision-driven roles, where leaders need to connect employees' personal goals and aspirations with their work. Emotional literacy and emotional intelligence are key in creating a supportive and inclusive work environment. Brandon's podcast, Navigating the People Side of Business, provides a platform for leaders to share their experiences and normalize the challenges they face. Scott Hackman is also a public speaker and author, focusing on emotional literacy and leadership. In this part of the conversation, Scott and Brandon discuss the concept of measured risk and the importance of being authentic and transparent in leadership. They also explore the idea of emotional strength and the benefits of journaling for personal and professional growth. Scott emphasizes the importance of identifying strengths and weaknesses, surrounding oneself with smart and capable people, and creating a safe and inclusive work environment. They also touch on the challenges and opportunities in family businesses. In this conversation, Scott Hackman discusses the importance of shared vision and objective in successful transitions, using his own experience in co-founding a coffee roasting company as an example. He emphasizes the value of clarity on values and the willingness to let go in order to achieve a common outcome. Scott also highlights the need for objective criteria in selecting leaders and owners, and the use of data-driven assessments to make high-stakes decisions. He suggests that companies in the construction industry focus on leadership development, team coaching, and building effective boards to navigate growth and succession.

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