Empathy Ladder (Leaders) and Map (Other Stakeholders)
1. The Empathy Ladder for Change Leaders
Introduction
A simple model showing levels of empathy maturity in how leaders engage with others during change.
| Level | Behaviour | Example in Change Management | Shift Needed to Move Up |
|---|---|---|---|
| 1. Ignore | Disregard others’ feelings or perspectives. | “People just need to get on board.” | Recognize emotional reactions as valid data. |
| 2. Acknowledge | Notice emotions but don’t engage with them. | “I can see you’re frustrated.” | Move from noticing to understanding why. |
| 3. Understand | Seek to understand perspectives intellectually. | “Can you tell me what’s driving your frustration?” | Move from analysis to connection. |
| 4. Connect | Feel and reflect emotions without judgment. | “I can imagine how unsettling this must be for you.” | Begin to act based on what you feel and hear. |
| 5. Act with Empathy | Adjust behaviour, plans, and communication to reflect others’ perspectives. | Modify rollout plans or training based on real staff concerns. | Make empathy a strategic capability, not a one-off gesture. |
Application:
Use this ladder as a reflective tool by asking:
“At what level are we operating in this change right now?”
“What would it take to move one step up?”
2. Empathy Map for Change Stakeholders
Adapted from design thinking, this tool helps leaders visualise how different groups experience the change.
Template:
| Quadrant | Guiding Questions | Example for a System Rollout |
|---|---|---|
| 1. What do they See? | What’s happening around them? What changes are visible? | “New dashboards, new reporting lines, new jargon.” |
| 2. What do they Hear? | What are others saying about the change? What’s the gossip? | “Leaders say this will save time, but colleagues say it’s just more admin.” |
| 3. What do they Think & Feel? | What are their fears, hopes, frustrations, or values being challenged? | “I’m worried I’ll look incompetent.” “I want to stay relevant.” |
| 4. What do they Say & Do? | How do they behave or express themselves outwardly? | “They smile in meetings but avoid the new system.” |
| 5. PAINS | What obstacles, losses, or irritations do they face? | “Learning curve, loss of autonomy, double workload.” |
| 6. GAINS | What would success look like from their viewpoint? | “Less manual work, better collaboration, recognition for adaptability.” |
Application Steps:
- Pick 2–3 key stakeholder groups (eg, teachers, managers, admin staff).
- Fill out the map based on interviews, observations, or surveys.
- Identify empathy insights, eg What do they need emotionally to engage with change?
- Use insights to shape your communication, training and leadership messages.
How These Tools Work Together
- Empathy Ladder – Builds self-awareness in leaders about their own empathy level.
- Empathy Map – Builds awareness of others lived experience.
- Combined, they move a change effort from compliance-based to commitment-based.
An Example
Scenario:
An organisation is implementing a new digital reporting system.
- Initially, leaders were at Level 2 on the ladder (“acknowledge frustration”).
- Using empathy maps, they realised staff feared loss of control and job relevance.
- They moved to Level 5 by co-designing tutorials with staff input and holding open Q&A sessions.
Result: Adoption rates improved because employees felt seen and heard.
(main source: Daniel Goleman et al, 2017)