When we think of the characteristics of a nonprofit organization, which is an institution that provides "public benefit", an image of an elephant community may not come to mind.

However, for those who are familiar with research related to elephants, they should know the topic I will address, and why I suggest that leaders of nonprofit organizations should possess certain traits that distinguish elephants. One distinguishing trait of elephants is that they treat each other with compassion, so it's important to treat others as we would like to be treated.

In this context, psychologists believe that empathy is a crucial element in ensuring successful leadership of an organization. Recent research has proven that empathy is the most important trait among five traits that characterize successful leaders in the digital and global economy. (The other traits are: adaptability, cultural competence, strategic thinking, and intellectual curiosity).

Think of the leaders you know who exhibit empathy and are also competitive, bold, and even strict, but are compassionate and do not miss any opportunity to enhance the well-being of others. Gaining these traits for leaders makes working with them more enjoyable, but it also contributes to the success and sustainability of the organizations they run in the future.

We also know from research conducted on the emerging generations of nonprofit leaders that 80 million millennials value collaboration, work-life balance, and contributing to social good.

How can nonprofit leaders develop empathetic leadership skills? We can learn a lot from elephants, who are known to comfort each other in times of death, loss, and distress, and are always found in "herds" to provide protection if one is in danger. Elephants have been observed to adjust their emotional state to match how other elephants feel, in a behavior very similar to human behavior.

From this perspective, serving others well and creating an environment that attracts a diverse group of talented individuals to be a part of it depends on understanding matters from others' perspectives.

We need empathy to identify practices that attract and retain talent in the workplace, to shape grant proposals, to write compelling appeal letters, and to collaborate effectively with our colleagues, partner organizations, and the communities we hope to serve. From this perspective, empathy is the driving force for designing human-centered approaches and making virtual reality more effective for fundraising.

In the same context, psychologists say that empathy is not innate but an acquired trait. Below, we present methods inspired by the suggestions of executive coaches published by Forbes magazine that enable nonprofit leaders to "practice" empathy every day.

1. Listen to others: including your colleagues, supporters, volunteers, and especially the groups you serve.

2. Ask clarifying questions before moving forward based on what may be false assumptions. For example: "Okay, I heard you say that… is that correct?"

3. Ensure that those advising you know that their advice is being considered, which encourages them to give you more candid advice next time.

4. Be distinguished in managing expectations and transparent about challenges. Are you afraid of over-promising and under-delivering? Here’s the solution: let others see how effective your way of working is; by allowing them to engage in your work, you help them develop a sense of empathy.

5. Develop your humility, as each of us can learn something new every day.

6. Spend some time with the group that your nonprofit serves, as the best way to retain volunteers and donors is to keep them informed about your nonprofit’s achievements.

Have staff and board members been informed about that?

Did they feel its value?

What experiences can you provide to others that enable them to connect effectively with the mission?

7. Listen carefully to what your team members are saying.

8. Give yourself a break, as good health is an important factor for the success of the organization you lead.

9. Schedule a meeting with one of the organization's funders to exchange experiences.

What if you asked one of the program staff, "How can we be a resource that meets your organization’s needs?" In this way, you encourage the organization to ask you the same question.

10. Give your colleagues the opportunity to share leadership with you sometimes; you should not always be the person leading meetings, which contributes to encouraging your colleagues and shaping future leaders. Additionally, you will gain a new perspective on how it feels to be among the attendees in a meeting led by someone else.

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