Empathy is a source of strength and a tool for improving outcomes in relationships, and that includes families that run a business together or are experiencing conflicts, according to Stanford University Professor of Psychology Jamil Zaki.

Zaki sat down with Oscarlyn Elder, co-chief investment officer of Truist Wealth, for the latest edition of the podcast, “I’ve Been Meaning to Do That.” They talked about how his own family history influenced his research into the science of empathy, kindness, and cooperation; the “crisis of connection” found in modern society; and evidence that improved human connections aren’t just good for individual relationships but can also directly improve outcomes in personal and business negotiations.

Such negotiations often co-exist when families own or run businesses together, and the complicated dynamics mean that empathy skills that improve communication and understanding among family members are particularly important.

In his conversation with Elder, Zaki says he became interested in studying human relationships at an early age, since his father is from Pakistan and his mother is from Peru, and the two had little in common besides their immigrant backgrounds. When they divorced, Zaki says he became the “unofficial ambassador” between his parents at the age of 8.

“As a kid, it was just profound to know that these are two really wonderful people; neither of them is bad, but they see the world in fundamentally different ways,” he says. “I think that tipped me off to the idea that, oftentimes, connecting with people is not easy.”

Sharing a family culture

Even in the best of circumstances, family members who are in business together will experience some amount of conflict. That might be the result of differing business strategies, diverging goals, or disappointing results. While the same applies to any business partnership, family businesses have both the benefit and the burden of a shared family history and culture.

What is empathy? Jamil Zaki defines empathy as an umbrella term with three components: 1. Emotional empathy is the ability to feel or sense another person’s emotions 2. Cognitive empathy is the capacity to understand someone else’s perspective, or “put yourself in their shoes”  3. Compassionate empathy is a motivation to help someone else in need as a result of understanding their experience

The burden of that shared culture might be that unrelated disagreements, perceived past slights, or unresolved grudges might intrude on what should be focused and relevant business decisions. But Zaki says that the values often shared by families and passed between generations can be a deep well of trust and empathy.

“But I think that another thing a family could do—or that a team could do at work or an advisor could do—is build culture through differences and say, ‘What are the things we don’t share?’ and to be truly curious about the different experiences that we’ve had, in different parts of the world or in different generations,” Zaki says. “How do we celebrate that and learn from one another?”

Those differences sometimes result in feelings of uncertainty, which many business owners—both family-based and others—shy away from. But Zaki says uncertainty can be valuable because it inspires action rather than complacency.

“In uncertainty, our actions matter, right?” he says. “If the future could turn out well or less well, then gosh, now you can’t just hang out on the couch. Now you have to get up and do something about it.”

Curiosity tempers conflict

But culture and uncertainty can also breed conflict and, especially in families where more than just the health of a business may be on the line, it’s critical to approach conflict resolution in a healthy and empathetic way.

Just starting a difficult conversation is a good first step, Zaki says, because very often family members will simply steer clear of a touchy subject to avoid an unpleasant confrontation. Once the conversation starts, it’s wise to focus first on areas of agreement, which often far outweigh the areas of conflict, before trying to tackle the disagreement.

And when a disagreement is on the table, each participant in the conversation should try to avoid cynicism and strive for what Zaki terms “hopeful skepticism,” a balance between hopefulness and caution that signals strength rather than weakness or naivete, he says. It’s better to question the source of the perspectives of others, rather than judge or be suspicious of their motives.

Things like empathy, trust, and cooperation are skills that we can work on and build.
-Jamil Zaki, Professor of Psychology, Stanford University

“Good disagreers focus on curiosity, asking questions to uncover the human stories behind opinions,” he says. “Instead of just asking, ‘What do you think?’ they ask, ‘Why do you think that?’ to understand the experiences that shaped someone’s views.”

Zaki says that empathy has been shown to improve actual outcomes in business and professional settings. He cited evidence that doctors who actively empathize with their patients tend to make better diagnoses because patients feel more comfortable sharing information with them.

He emphasizes that traits such as empathy, hope, and even its counterpoint, cynicism, aren’t so much innate traits as learned behaviors.

“It’s not something that some of us can do and some of us can’t do,” he says. “Things like empathy, trust, and cooperation are skills that we can work on and build.”

To learn more about Zaki’s research and the impact of empathy, hope, and cynicism on our lives, listen to this episode of the “I’ve Been Meaning to Do That” podcast.

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