There Is Rarely a Risk in Behaving with Empathy

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In a recent episode of the HigherEdJobs Podcast, Dr. Laura Parson joined co-hosts Andy Hibel and Kelly Cherwin to discuss the role empathy plays in supporting students, colleagues, and teams across higher education. Drawing from her work as an associate professor of educational and organizational leadership at North Dakota State University, Parson explored how empathy can strengthen communication, and create more connected campus environments.

Parson explained that she first began examining empathy while assisting Air University during its review for the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC). Through that project, she realized empathy had always been a part of the way she taught and led, even before she had the language for it. “Empathy as a leadership competency is being able to understand what someone else is feeling, and then step back to make decisions with that understanding in mind,” she said.

She explained that everything begins with emotional awareness. Leaders cannot understand others unless they first understand their own reactions, limits, and needs. “If you cannot give someone your full attention, it is better to name that, and return when you can be present,” she said.

Kelly noted how important that advice could be for anyone juggling competing demands. “It goes back to understanding that you need to reflect, digest, and maybe gain clarity before responding,” she said.

Parson shared that empathy can deepen the relationships people form in higher education. “When we feel connected, it contributes to positive well-being,” she said. Andy added that empathy often comes through nonverbal cues. “The words are important, but tone and body language can carry kindness even more,” he said.

Parson reflected on how conversations that support growth require a blend of honesty and care. “I think ‘kind’ is the right word. There’s a difference between being nice and being kind,” she said. “Sometimes we feel pressure to always be nice, but being kind may mean giving developmental feedback in a thoughtful, intentional way.”

She explained that understanding someone’s background and intentions helps leaders offer feedback that moves people forward. “Empathy helps us be kind; not by avoiding critique, but by delivering it based on an understanding of the other person’s goals, experiences, and emotions,” she said.

Andy asked how leaders can remain empathetic during stressful periods without burning out. Parson explained that burnout cannot be resolved through self-care alone. Instead, she encouraged professionals to understand their “scope of practice,” or what falls within their role. Knowing when to refer a student or colleague to another resource, she said, helps protect emotional capacity.

She also shared a grounding technique known as the “physiological sigh,” which involves a deep inhale, a short second inhale, and a long exhale. It can help leaders slow down and reset during particularly overwhelming moments.

As the episode ended, Parson reflected on the role of empathy during periods of uncertainty. She explained that empathy cannot resolve every challenge, but it can shape how leaders respond. “There is rarely a risk in behaving with empathy, but there are many risks in behaving without it,” she said.

Parson ended with a reminder that resonates across the field. “Empathy helps us see people as they are, not as we assume them to be,” she said. “That understanding can change the way we work together.”

For the full conversation on empathy, leadership, and creating more connected campus environments, listen to the episode below.