An Interview With Cynthia Corsetti
Build Connection
Making a connection with others, like humility, gives you an interest and awareness of the story behind other people, an understanding of who they are, and increasing awareness of their needs beyond your own. This connection and awareness or sensitivity towards others equip you to come alongside them. You cannot have empathy without connection; it would not be genuine and, therefore, would not land well with either yourself or the other person. Be interested in others.
Empathy, the ability to understand and share the feelings of another, is increasingly recognized as a pivotal leadership trait. In an ever — evolving business landscape, leaders who exhibit genuine empathy are better equipped to connect, inspire, and drive their teams towards success. But how exactly does empathy shape leadership dynamics? How can it be harnessed to foster stronger relationships, improved decision — making, and a more inclusive work environment? As part of this series, we had the pleasure of interviewing Jennifer Schielke.
Jennifer Schielke (www.summitgroupsolutions.com) is the author of Leading For Impact: The CEO’s Guide To Influencing With Integrity and the CEO/co-founder of Summit Group Solutions, LLC, a relationship-focused IT staffing and recruiting partner. Her company is a multi-year Inc. 500 awardee and a 2023 Inc. Power Partner. Schielke’s 30 years of business leadership experience also includes 20 years of life-on-life ministry, which advanced her commitment to serve others generously and to lead with integrity. Her passion overflows into leadership development and team engagement.
Thank you so much for joining us in this interview series. Before we dive into our discussion about empathy, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
I grew up on the small Island of Kauai, where life was pretty simple (not easy, but simple). Many refer to the Hawaiian Islands as paradise. I agree. There is still nothing more calming and beautiful to me than time spent at the beach — fresh ocean air, soft sand under your feet, warm sunshine, the rhythmic crashing of waves, days gone by in wholesome bliss. Yet, growing up, I was always excited about leaving and pursuing a higher education, meeting fascinating people from all over the world along the way. My passion for learning was fueled in the earliest times of my memory. In college, I was blessed to have an outstanding academic advisor who convinced me to declare accounting as my major and positioned me well to jump-start my career at Deloitte. That, in turn, led me to enjoy the financial and consulting side of several businesses in the medical, biotech, and mortgage fields.
In 2008, even as the housing market caused major economic uncertainty, my husband and I started Summit Group Solutions, LLC. I guess we figured if we could make it through that difficult time, we would be well-equipped to succeed and beat the failure rates that small businesses face. Though, to be honest, I wasn’t aware of the statistics at the time. To make matters more interesting, my husband had a pretty strict non-compete in place that caused us to actually start our business out of state as we felt it was important to honor his contract terms and the company that had enabled him to build his career. Having enjoyed a successful career start in a sales environment taught my husband the importance of relationships. That was a lesson that took me a bit longer to learn because I was primarily driven by academic achievement and financial data points, rather than people.
It is fair to say that this was not my vision. My husband merely invited me into his dream, and I said “yes.” Now, I have been able to embrace the journey and infuse my own passion into how we approach our days. It has also been a springboard for me to enjoy professional development, team engagement, and the constant and continuous refining of leadership skills and relationships.
Can you share the most interesting story that happened to you since you started your career?
Is starting at one of the most prestigious firms in the world and then ending up as an entrepreneur interesting enough? I guess it is not that far-fetched because I’m still in the field of professional services.
As I look back on my career, the most interesting storyline is that my most important and significant growth, both professionally and personally, didn’t come from my professional stepping stones, but from dedicated service in ministry at a global training center. Obviously, Deloitte is an outstanding company and set a remarkable foundation, as did my time in health, biotech, and consulting. However, I attribute the leadership skills that I have learned, especially in relation to empathy, primarily to the 20 years of devoted, consistent training that was provided and executed every week. I was surrounded by wonderful leaders with beautifully diverse backgrounds and teaching leaders and advisors who poured into my development. I was immersed in refinement 24/7. When I started my career, I would not have predicted that faith would transform the path I was on and who I would become.
“To whom much is given, much is expected.” I do not take this lightly. It is what fuels my devotion to what I do.
What do you think makes your company stand out? Can you share a story?
It is the way we do business, through the lens of our values — dignity, integrity, diligence, achievement, impact — and the commitment from our team to uphold those values.
I could never express it as well as our internal team, our IT contract employees, and our clients, but they are the reason we do this, and they are the pulse of our success. In 2021, while we filmed an episode of the ViewPoint Project, we were able to witness the success of our value-focus firsthand. Our team was present when the producer interviewed our employees, a former IT contract employee, and a client. To hear their words was one of the most fulfilling moments of my career. I remember sitting in my office, trying to remain still and quiet as I heard the echo of our values resonating through the critical partners in our business. That is a moment that I hold remarkably close to my heart. I chose not to send questions in advance because I wanted their authentic responses, and it was worth it. Since that point, we also received recognition as a multi-year Inc. 5000 honoree and 2023 Inc. Power Partner. The latter is special to us because the pool of companies came from across all industries globally and included large enterprises as well. The honor was also based on surveys solicited directly from our clients, which made being an honoree even more meaningful.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
1. Curious Student
Being a life-long learner is just inherent in who I am. I was always eager to gain knowledge from observation, research, asking questions, and doing. That has never stopped, and I do not see myself ever foregoing an opportunity to gain experience. Professional development is a pillar for me and for our company. I never want to be the bottleneck or barrier to my team, especially since I take very seriously the privilege of pouring into others. Having a learning mindset helps me also remain humble — which is critical for awareness and growth — not just intellectually, but also emotionally, and perceptually. This empowers me to use all that I have and do what I can, and then, do it better.
2. High Standards
I want to engage with others with excellence, and not an acceptance of anything less than that. From an early age, I learned to value and operate with strong moral standards and conduct. I embraced life’s lessons early on; the fruit of “right” and the painful consequences of “wrong.” Integrity in the little things matters to me just as much as the big ones. It is knowing and doing what is right, regardless of personal biases or if your actions are visible or done in secret. I have found that “integrity” is spoken of highly by many but lived out by few.
3. Fearless Execution
This is where passion and drive come from for me. This fearlessness enables me to treat obstacles as part of learning. I am not defeated by obstacles or barriers, whether perceived or real. I do not just accept what is put in front of me, I challenge it, I reason with it, I research, and land firmly. Words are important in communication, but for me, actions do, in fact, speak loudest. Words or plans without execution are meaningless. I believe in committing to bring what you promise to fruition. This establishes character and builds trust and security within a team. Everyone knows what to expect from me. They know I am dependable; they know I cannot be swayed; and most importantly, they believe that I will do what is right for the company and for the people under its umbrella of protection.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
Several things come to mind, but I think one that evidences my pattern of honoring others, while staying true to my values and protecting the company, is my approach to employee separation. First, I am realistic in knowing that we are in a tough industry that is not for everyone, but it is a great environment for learning and growing. I tell my team from job interview to exit interview, communication lines are open. Dialogue is important to make sure that we have the right people in the right places all the time, and sometimes we are not in the right permanent place, but a solid season of time. I want people to come to me and share what they are excited about or struggling through when it comes to being here or entertaining other opportunities. I commit to the professional development and betterment of every team member we have, so no matter how critical the person is, I am on the side of what is best for their career. It has been my experience that if they believe that they should be elsewhere, it is best for the company that they step into whatever that is and out of the forward movement of the company and team. Sometimes it takes months to determine where one wants to land, and I have no problem being patient in those times, too, if the company is continuing to receive value as well. I will say that the great moments are when we have someone come back to us after pursuing other opportunities and growing outside of our community. Even if they do not come back to join the team, just staying connected and/or coming back to visit is a joy to my day. Repeatedly what I hear they miss the most is our team. I am great with hearing that!
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that all of us are on the same page. How do you define empathy in a leadership context, and why do you believe it’s a vital trait for leaders to possess in today’s work environment?
Empathy is a relational bridge that keeps us in a healthy environment with each other. In a leadership context, it is hitting all sides of empathy — perceiving when someone is in a different space; gaining knowledge and understanding of another perspective; experiencing their emotion(s) of a situation because you can find a relatable experience; and taking action to help.
There has been a major shift in the work culture of today. The responsibility of leaders has broadened away from just the financial health of a company to the overall health and well-being of its (the company’s) people. Investing in people, and cultivating empathy within your organization, is a new pillar that fosters the health and productivity of teams in today’s work environment.
Can you share a personal experience where showing empathy as a leader significantly impacted a situation or relationship in your organization?
I am sure I have more than my share of experiences, both positive and failed. As soon as I tried to recall a significant impact, I realized that it is important to note that the evolution of empathy toward a productive end or restoration really takes the maturity and receptiveness of both parties. Sometimes the experience of being present in a situation where you receive empathy is very raw. Some people are not used to that level of engagement and, quite honestly, do not know what to do with it.
I can share that I was engaged in an extremely sensitive situation once, and as I sat in a meeting with the CEO and HR representative as they explained the steps toward resolution, I communicated an alternate course of action involving myself as the reconciler. I have never forgotten the words that came from that CEO’s mouth: “I don’t think you are strong enough.” That is really all I heard. To be fair, he was championing my cause as well as the company’s, and he did explain his stance and perspective clearly. He did his “job.” Having said that, he did not ask my perspective. He did not listen, nor try to understand why I believed the fallout of his solution would be greater than allowing me an opportunity to engage and resolve the situation. It was a failure owned by both the CEO and HR representative, both leaders, in applying any form of empathy. Not until I recounted this now did I realize that perhaps that very moment built an appreciation for empathy in me. This is quite the opposite of the question. However, failure is an effective teacher.
I think it safe to say that building my ability to be empathetic toward my team has led to closeness and trust within our culture. When people experience the investment and intention over them, they feel valued and safe. That perpetuates in unity that bonds people together. I work extremely hard at understanding and being interested in people because I believe strongly in personal and professional development and that is hard to execute in absence of any empathy.
How do empathetic leaders strike a balance between understanding their team’s feelings and making tough decisions that might not be universally popular?
What an interesting question. My initial reaction was that it was not an issue; feelings and making tough decisions are not related. But indeed, I caught myself. It is clear to me in practice that feelings do not rule over my decision-making. However, feelings are important to a lot of people and they need help sifting through and past those feelings to make a good decision. Empathetic leaders are aware of other people in the room, and how they will be impacted. In the event of an unpopular decision, it’s helpful to get in front of it and communicate well, especially communicating the “whys” behind the decision in an impactful and informative manner.
The first thing that stands out in your question is that the leader must be confidently rooted in a solid foundation of value and purpose. Decisions in business should not be made based on popularity. Input is important, but if a “leader” can be easily swayed or cannot execute and communicate purpose clearly, then that person is not ready for leadership. People who are interested in being liked or being popular are not fit to lead others because they lack humility (proper assessment of their strengths and their weaknesses/areas of growth). Their focus is on themselves, which means they are too consumed with feeling good and being comfortable than on investing in others and leading into the wind. They are not leaders to follow.
How would you differentiate between empathy and sympathy in leadership? Why is it important for leaders to distinguish between the two?
I differentiate between empathy and sympathy by the level of intention, involvement, and progress. Sympathy is a fairly natural experience, whereas empathy for me is more intentional, more involved, and progresses forward in action. Leaders who desire a strong culture of trust and unity need to engage in going beyond the response of sympathy and come alongside their people with empathy. Sympathy is a fleeting momentary response of sorrow and/or pity, neither of which alone helps move toward repair. Empathy really involves emotional and perceptual intelligence and skill, as well as the genuine desire to take action to help.
What are some practical strategies or exercises that leaders can employ to cultivate and enhance their empathetic skills?
1. Turn your focus outward.
All too often, the current culture around us has focused on self. It is important to intentionally turn that lens outward. If you are humbled enough to shift your focus to a servant mindset, you will learn to find joy and fulfillment in fostering the development of others. When your lens is focused outward, you can see the potential in people and ignite their passion for growth and passing down their own learning experiences. When you focus on others, you become aware of their experiences and needs and are informed by that awareness to help bridge the gaps necessary to move forward.
2. Be interested in others.
If you are unable to conjure up genuine interest in others, then you will be stuck within the constraints of your own capabilities. When you invest in others, you allow space for them to shine and to show you their own unique stories that help bind us all together. When you are interested in others, you set the priority of focusing on someone other than yourself and build a servant mindset. Genuine interest in others empowers and ignites empathy.
3. Invest in compassion.
For some, this is inherent in who they are; for others, it is something that requires teaching, practice, and sometimes even a miracle. In my case, I prayed for compassion because, repeatedly in my younger years, people would tell me that I lacked compassion — and it was true. Fortunately, those prayers were answered. Compassion enables you to position the other person for closure. It is, for me, the last part and most important part of being empathetic — helping, moving forward, reconciling, and bridging gaps between emotion and decisions.
How can empathy help leaders navigate the complexities of leading diverse teams and ensure inclusivity?
If, as a leader, you are genuinely interested in your people and invested in their success, you will see the benefits that empathy affords you and them. At all times, but especially with a diverse team, it is imperative that people feel heard, understood, and valued. This will also foster inclusivity, which then also breeds trust and the building up of new leaders. Empathy really covers diversity and inclusion by its very nature to honor the person Cultures of strong empathy embrace diversity in all forms through inclusivity belonging, upheld by a core value system.
What’s your approach to ensuring that succession planning is a holistic process, and not just confined to the top layers of management? How do you communicate this philosophy through the organization?
My philosophy is that leadership commits to the company, and I am devoted fully to that commitment. However, I have an open dialogue with my team about what their commitment is and shape our paths together. We have a strong HR team, which is helpful in sifting through the different methods of planning. For us, it is important to map out the internal employees’ paths and aspirations, so we all put the puzzle together. It is exciting to have them focus on their long-term plan. Some people do not want to talk about leaving because it may cause instability, but for us, it is important because we commit to effective communication and unity. Having those in place can lead to a moving organization chart, but if it is communicated clearly and often, it should be well received. If it is not, then someone is out of the loop, and you need to bring them into the fold.
Ok super. Here is the main question of our interview. Based on your experience and research, can you please share “5 Ways Empathy Will Affect Your Leadership”?
Empathy in Leadership will:
1. Highlight Humility
Humility is an essential part of having a willingness to learn. As you see yourself in
humbled balance — your strengths and shortcomings, your superpowers, and your brokenness — you become more open to the differences, and even, dare I say, weaknesses of others. Why? Because none of us are perfect. When you are humbled, your eyes tend to focus on yourself, which makes you more open to keying in on other people and their needs. Humility is a pathway for empathy.
2. Build Connection
Making a connection with others, like humility, gives you an interest and awareness of the story behind other people, an understanding of who they are, and increasing awareness of their needs beyond your own. This connection and awareness or sensitivity towards others equip you to come alongside them. You cannot have empathy without connection; it would not be genuine and, therefore, would not land well with either yourself or the other person. Be interested in others.
3. Perpetuate a Servant’s Heart
A servant’s heart is fostered through the connection points and genuine interest given toward others. It is an outward-focused lens that looks upon others with compassion and an authentic desire to help. That desire is evidenced through actions. Recipients experience genuine care over them, and whatever it is that you pour in, they can receive it well and hopefully learn to reciprocate and perpetuate. Give of yourself freely without expectation of anything in return — that is a servant’s heart. It is void of disappointment, resentment, and any negative drain that seeks to taint the purity of action. A servant’s heart is exemplified in the celebration of others. It has no need or desire for self-accolades or recognition.
4. Create a Value-Driven Culture
As each of us is uniquely and beautifully defined by our own character and beliefs, a good leader harnesses the opportunity to find commonality and use it to perpetuate a purpose. Developing core values and committing to live them out creates a strong culture and makes it amazingly simple to dialogue through performance, process, etc., because it is done through the lens of agreed-upon values. That buy-in creates accountability and responsibility for each member of a team.
2018 was a defining year for our company because we began to really take hold of using our values and vision together in everything we do. Every year since then, we have continued to build on how we work in our business through the lens of our company values. It is part of every decision we make. It honestly makes decisions much clearer and easier. When someone is in their final interview with me, I only interview around our values and alignment with that value culture. I also inform them that in the first 30 days, especially, I am focused on making sure they know how to execute their role using the values as their bumpers and guideposts and our vision as a constant goal.
5. Foster Growth
When a leader cultivates a culture of empathy, growth is fostered. Personal and professional development are empowered through values, action/support, and culture. A humble team with a strong, unified connection creates room for learning, room for failing, room for engaging in ideas, collaboration, and plans that move people and teams forward in a powerful way. Our continued value-focus in getting the right people on board has really strengthened our team. It is pure joy to pour into each of them and watch them reciprocate and even ask for areas to develop. A good leader wants everyone to excel, including themselves. I see the emotional and compassionate investment in people as a key area of development that creates a fearless foundation to take risks and grow exponentially in the breadth and depth of any field.
Are there potential pitfalls or challenges associated with being an empathetic leader? How can these be addressed?
I am sure there are arguments to be made for pitfalls and challenges with any type of quality in a leader. Especially since we are relating to people, no matter what strength or talent we have as leaders, we must adapt to the situation and the other person(s). The best way to address it? Know your audience and be aware — aware of who you are engaging with and self-aware.
Off-topic, but I’m curious. As someone steering the ship, what thoughts or concerns often keep you awake at night? How do those thoughts influence your daily decision-making process?
What keeps me up at night is when someone under my umbrella of influence (blood family or work family) is heavily burdened. I tell my team that when they leave each day, I want them to leave everything at the office, not to bring it home as they spend time with their friends and families. I’ve had the Sunday blues, and it was dreadful. I do not want anyone on my team to carry the load; that’s my job, my role, and my burden. I am here, at minimum, as a sounding board and certainly here to help them look up and enjoy where they are in this season of time.
The influence this has on my day is that it keeps me focused and driven, and in perpetual check-ins to ensure I have the general pulse on my team. Just one toxic employee can kill a culture, so I try to prune off our unhealthy branches and create room for sunshine and celebration. We all have our bad days and if I am experiencing one, I call it out, and normally, we get me through the moment by just making fun of my pain because it’s just not that dire, and it quickly resets me from my self-focus and onto all the blessings that far outnumber my fatigue, grumpy streak, etc. It is my wake-up call to get over myself and keep the focus on serving others.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
“The most amount of good to the most amount of people?” Only God Himself is capable of that feat!
For the broadest and grandest reach, it would have to be something life-on-life, because, at the end of the day, which is all that really matters. I suppose to look at that “Big Hairy Audacious Goal,” we must zoom the lens in until we hit our individual abilities.
Our core business values start with dignity — appreciating the value and worth of every person — and end with impact — serving our communities generously. So, the key is what kind of a movement would multiply that impact? Our networks and media are the multipliers that could make this take flight. At the end of the day, we just start with our own hands and feet.
If I could start a movement, it would be to have a technology time-out together. We could start small — our lunch hour, then grow into life-on-life touchpoints with teens and the elderly. Both age-banded groups tend to be negatively affected by technology but in vastly different ways. For teens especially, it is genuinely like an addiction that feeds all things negative. For all, It breeds a relational divide and a false sense of community. During lunch hour, you have time to take a breath for yourself, and still have time to connect through a walk, a game, anything. If we are intentional with that time, we begin to bridge the many gaps that are being normalized and mend the relational component of who we are through what we naturally are meant to be — together.
How can our readers further follow you online?
https://www.linkedin.com/in/jenniferschielke/
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.
Jennifer Schielke Of Summit Group Solutions: 5 Ways Empathy Will Affect Your Leadership was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.