Empathy is not a trend – it’s a leadership task: How Lunia Hara is shaping the future of work with true humanity

The world of work becomes more human, or it loses.

Lunia Hara Expert for Empathic Leadership, Speaker, Author linkedin.com/luniahara

I'm Lunia Hara – an expert in empathic leadership and author. I was born in Zambia and have lived in Berlin since I was ten. I was also a manager myself, at diconium, a Volkswagen subsidiary. We're experiencing enormous developments in the world of work: technological leaps are changing how we think, communicate, and live together. But when it comes to leadership, we're making little progress. Are traditional leadership skills really sufficient to keep pace with this pace? There's far too little discussion about the impact leadership has on society and the environment. In such an accelerated world, we need leaders who don't just focus on numbers, but also on people. Empathy isn't a trend, but an attitude that can provide orientation, trust, and meaning – and that's exactly what we need now.

Leadership means responsibility – and that starts with people. Empathy helps us make decisions that are not only right but also sustainable. Practice shows that teams with empathetic leaders are more committed, loyal, and creative. People who feel seen contribute. And that makes all the difference – for the culture and for the company's success. Leading with compassion improves communication and increases satisfaction. Think, for example, of the unpleasant situation when you ask for a higher salary but your request is rejected. That's difficult for both sides.

Instead of simply saying "no" and putting them off, they say, "I'll show you what you can do to achieve your salary goal." Rejection is never pleasant. But more frustrating than a "no" is not being able to explain how things can proceed. This kind of honest support builds trust, loyalty, and genuine motivation. And that's exactly what empathetic leadership is all about: continually asking how I can support my employees in achieving their goals.

The perfect image is no longer decisive. Authenticity and genuine values ​​are the stronger arguments today. Young talent pays attention to whether a company takes a position on socially relevant issues and assumes responsibility. This can't be reflected in a glossy campaign. It starts with open communication and must be supported by actions. Those who honestly say, "We're not where we want to be—but we're working on it. Come join us and help shape it," build trust. And of course, those who communicate this way must also deliver. Social media has contributed to greater openness: More and more executives and business influencers are becoming mouthpieces for their companies' values. Those who take a visible position gain trust—those who remain silent risk being perceived as arbitrary. The openness and closeness we experience every day on social media must be reflected in corporate communications; otherwise, everything else appears opaque and hollow. It is precisely this authenticity that creates credibility and long-term loyalty—not only among employees but also among customers.

New roles are created, structures and processes are adjusted – and then people wonder why so little changes. What's supposed to change if the same people are pushed from left to right without a change in mindset? A new organizational structure doesn't change a mindset. With every change, the mindset to be fostered must be considered. This mindset must be lived and made visible in everyday operations, not just in workshops.

^{Photo: JC Blaum}

Another common mistake is promoting subject matter experts to management positions without them having a genuine interest or talent for leadership. In many companies, personnel responsibility and disciplinary leadership are still the only things that lead to the next career level. We need to move away from this. Career paths for leadership experts are also needed – so that in the future, only those who truly want to lead people choose leadership. A little more self-reflection wouldn't hurt. If you want real change, it's best to start with yourself. Management often demands flexibility and a willingness to learn from employees, but rarely demonstrates it themselves.

The world of work is becoming more human—or it's losing it. Issues like mental health, diversity, and a sense of purpose are increasingly taking center stage. Some employees are willing to accept lower pay to pursue other, more fulfilling activities in their free time. At the same time, the desire for genuine participation is growing: employees don't just want to contribute, they want to help shape things. Companies that recognize this create sustainability. Companies that only optimize structures but not collaboration will stagnate.