Should you take a Decision from the Heart for Your Business’ Improvement?

Hello!

Wanting to be successful is something all of us desire in our lives. However, achieving both success and respect is what we should truly strive for.

Why Empathy Matters in Business

We see many people who are incredibly successful in their professions yet are not liked by others. People avoid their company, even for a few minutes.

We are not suggesting that others’ opinions should dictate how you live your life. Still, hurting people or being inconsiderate of their feelings is hardly an honourable trait.

If you look at the Royal Family, all the members are incredibly successful, and the primary reason for their success is the love and devotion the British population has for them. If we, Britons, did not love them, they would not be as celebrated as they are today.

People’s opinion of you, your work and your attitude towards those around you plays an integral role in long-term success.

The word empathy comes to mind when we think about individuals who hold a special place in our hearts.

People like Mahatma Gandhi, Annie Besant and Mother Teresa are regarded as successful on a higher level than, say, Steve Jobs or Mark Zuckerberg. We are sure you understand why.

Here is a hard truth: many people today lack empathy and consideration for others. They are often self-centred, focused only on personal gain. We were once the same — until we chose to change.

Running a Tight Ship

The following first-person account from an entrepreneur shows just how vital other people’s opinions can be.

I own a software company called Immaculate Solutions. I started it almost two years ago and was determined to make it successful at any cost. I had taken a £5,000 loan from Huge Loan Lender to launch the venture. For someone from a lower-middle-class background, this sum was enormous, and failure was not an option.

So I adopted a no-nonsense attitude. I worked 16-hour days, including weekends, and expected the same from my team. Anyone unable to match that level of dedication was asked to leave. I did not allow unexpected or unnecessary time off. Unless a fever reached 104 °C, I believed work should continue. In my 30 years, I had never taken sick leave and expected the same commitment from others.

There was no room for error. A minor coding mistake could make an entire website look unprofessional — something I found unacceptable. If we could not provide immaculate results for our clients, we would be seen as imposters. I ran a tight ship, and no one dared question my methods.

The Fall-Out

Within two years we had made impressive progress. I knew this success was largely thanks to my team, and I occasionally told them so. Yet they did not seem to feel appreciated.

One day I overheard a conversation between my assistant and a programmer. It became clear that my team viewed me as a tyrant. I was never friendly, rarely offered praise, and made it obvious that mediocrity had no place in the company. Although I gave raises after hitting targets, that was clearly not enough.

The unfiltered remarks I heard were painful. My employees said they would leave for another company if given the chance. Listening to that conversation hurt, but every word rang true. It forced me to confront a truth I had ignored for too long.

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Changed by an Epiphany

The conversation replayed in my mind for days. I realised I could not stop people from speaking honestly, but I could make the truth less painful. At three in the morning I revised the company bylaws and introduced the following changes:

1. 30 days of paid annual leave for every employee.
2. A dedicated maternity and paternity leave policy allowing new parents as much time off as needed, plus the option to work from home with full pay.
3. A new staff cafeteria equipped with an espresso machine and comfortable seating.
4. Monthly office gatherings to celebrate the team’s hard work.

These measures were not purely practical; they were decisions made from the heart. Instead of feeling loss, I felt empowered — and I believed my employees would feel the same.

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