Volume 39 Number 1 | February 2025
It Begins with Asking, How Can I Help
Phyllis Ingham EdD, MLS(ASCP)CM, AHI(AMT), ASCLS Leadership Development Committee Chair
True leadership is not about titles, power, or accolades. It is about service, empathy, and the willingness to prioritize the needs of others. At its heart, impactful leadership begins with a simple yet profound question: How can I help? This question embodies a mindset of service and empowers leaders to connect with their teams, foster trust, and hopefully inspire lasting change.
The Power of Empathy in Leadership
Empathy is a cornerstone of transformative leadership. Asking “How can I help?” reflects a deep understanding of the challenges and aspirations of those being led. John Maxwell (2021) asserts that leaders must build relationships before they can effectively lead, noting, “People don’t care how much you know until they know how much you care.” Empathy allows leaders to foster genuine connections, creating a safe environment where individuals feel valued and motivated.
In healthcare and education, empathy is especially critical. Research has shown that empathetic leadership significantly improves job satisfaction and reduces burnout. (Shanafelt et al., 2017). For example, healthcare leaders who listen to staff concerns about workload or emotional stress can implement policies that promote well-being, such as mental health resources or flexible scheduling. Similarly, educators who approach students with empathy can tailor their teaching methods to meet individual learning needs, improving outcomes and fostering a broader sense of belonging.
Mentorship: A Catalyst for Growth
Empathy and mentorship really go hand in hand. Mentors who begin relationships with the question “How can I help?” signal their willingness to invest in the growth and success of their mentees. Maxwell (2021) describes mentorship as a tool for exponential growth, enabling leaders to multiply their influence by developing future leaders. Mentorship is not only about sharing knowledge but also about walking alongside mentees, understanding their challenges, and offering guidance tailored to their personal and professional goals.
In healthcare and education, mentoring is a powerful way to bridge skill gaps and prepare individuals for complex challenges. A study by Allen et al. (2004) highlights the positive impact of mentorship on career advancement, job satisfaction, and organizational loyalty. Empathetic mentors foster confidence and resilience, ensuring that mentees are equipped for success. For example, a seasoned leader mentoring a novice team member can offer invaluable advice on navigating professional challenges, which in turn sets the stage for long-term success for the entire team.
High Road Leadership: Ethics in Action
High road leadership takes empathy and mentorship further by embedding ethical principles into every decision. Leaders who adopt high road leadership prioritize integrity, transparency, and the long-term well-being of their teams. Asking “How can I help?” aligns with this ethical framework, as it shifts the leader’s focus from personal gains to the needs of others. Maxwell (2024) describes high road leadership as “choosing the harder right over the easier wrong,” emphasizing that ethical decisions build trust and credibility.
In healthcare, this approach may involve advocating for equitable patient care despite systemic challenges. In education, it could mean creating a “valued” learning climate which supports all students. Leaders who consistently act with integrity inspire others to do the same, fostering a culture of accountability and mutual respect.
Emotional Intelligence: The Glue of Leadership
Emotional intelligence (EI) enhances a leader’s ability to ask, “How can I help?” and act on the responses. EI involves self-awareness, empathy, and strong interpersonal skills, which enable leaders to connect with their teams and navigate complex situations effectively (Goleman et al., (2013)). Leaders with high EI recognize and address the emotional and practical needs of their teams, fostering a sense of unity and trust.
As an example, during a crisis, a leader with strong EI might focus on transparent communication and empathetic problem-solving, ensuring their team feels supported. In educational settings, emotionally intelligent leaders are better equipped to understand the pressures faced by both students and faculty, leading to targeted interventions that can significantly improve morale and performance.
Adaptability and Lifelong Learning
Leadership in dynamic fields like healthcare and education requires sensible adaptability and a commitment to lifelong learning. Maxwell (2019) stresses that leaders must be willing to embrace change and continuously seek ways to serve their teams better. Asking “How can I help?” reflects the openness to feedback and a willingness to evolve. Adaptive leaders foster innovation and resilience, preparing their teams to thrive in uncertain environments.
For instance, a healthcare leader who encourages the adoptions of emerging technologies fosters continuous growth opportunities, demonstrating adaptability and forward- thinking. Similarly, educational leaders who integrate active learning and interdisciplinary collaboration into their curricula prepare students to meet real-world challenges.
The Ripple Effect of Servant Leadership
Servant leadership, a philosophy that prioritizes the needs of others, is encapsulated in the question, “How can I help?” Greenleaf (2002) describes servant leaders as those who empower others to grow and succeed, creating a ripple effect that extends beyond the immediate team. This approach is particularly impactful in healthcare and education, where leaders influence not only their teams but also the lives of patients, students, and communities in which they serve.
Servant leaders understand that their success is measured by the success of those they serve. By consistently asking, “How can I help,” they create environments where individuals feel supported, motivated, and empowered to reach their full potential and accomplish personal goals impacting many lives.
Conclusion
Becoming a leader who makes a difference begins with empathy, mentorship, and ethical leadership grounded in high road leadership principles. Asking “How Can I Help?” is not just a question—it is a mindset that prioritizes service, integrity, and growth of others. Leaders who embody these values foster trust, inspire collaboration, and create lasting change. Whether in healthcare, education, or beyond, the most impactful leaders are those who lead with empathy, adapt to challenges, and most importantly, empower others to succeed.
References
- Allen, T.D., et al. (2004). Career benefits associated with mentoring for protégés: A meta-analysis. Journal of Applied Psychology.
- Goleman, D., Boyatzis, R. & McKee, A. (2013). Primal Leadership: Unleashing the Power of Emotional Intelligence. Harvard Business Review Press.
- Greenleaf, R.K. (2002). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
- Maxwell, J.C. (2024) High Road Leadership. Maxwell Leadership Publishing, Nashville, Tennessee.
- Maxwell, J.C. (2019) Leadershift: The 11 Essential Changes Every Leader Must Embrace. HarperCollins Leadership.
- Maxwell, J.C. (2021). The 21 Irrefutable Laws of Leadership: Follow Them and People Follow You. HarperCollins Leadership.
- Maxwell. J.C. (2021). Change Your world: How Anyone, Anywhere Can Make A Difference. HarperCollins Leadership.
- Shanafelt, T.D. & Noseworthy, J.H. (2017). Executive leadership and physician well-being: Nine organizational strategies to promote engagement and reduce burnout. Mayo Clinic Proceedings, 92(1), 129-146
Phyllis Ingham is Dean of Health Sciences, and the Medical Laboratory Technology and Phlebotomy Program Director at West Georgia Technical College in Waco, Georgia.