Why a Christian CEO in an Arab Country Decided to Fast During Ramadan

The impact of fasting in the workplace is evident in the experience of a global company’s executive in a Gulf country, who chose to observe Ramadan fasting despite being a Christian. His decision stemmed from a past incident when a heated discussion during Ramadan led to the resignation of a middle manager under his leadership. Upon reflecting on the event, the executive questioned whether fasting had affected the emotional state of the departing employee and whether the conversation had been fair, given that he himself was not fasting.

Since then, the executive has committed to fasting during Ramadan to foster emotional and psychological balance with his fasting employees and to enhance the principle of empathy within the company. He also implemented workplace policies that respect fasting employees, such as designating private areas for non-fasting employees to eat and prohibiting public food consumption during the holy month. This approach reflects a deep managerial awareness of the importance of understanding employees' circumstances and ensuring a fair and balanced work environment for all.

Empathetic Leadership

In English, there is an expression used to convey the idea of putting oneself in another person's position: "If I were in your shoes." It is widely referenced in books and discussions that advocate for calm and persuasive conversations. Rather than simply instructing someone to do or not do something, this phrase emphasizes the value of empathy—understanding others’ perspectives, emotions, and circumstances before engaging in discussions with them.

People’s moods, stress levels, and even basic factors like hunger and sleep deprivation can influence interactions and decision-making. Studies have shown that even judges—who are expected to remain impartial—tend to rule in favor of prisoners 65% more often when they are not hungry. Their judgments become stricter when they are hungry and then relax again after lunch. Many such examples are discussed in Daniel Kahneman and Cass Sunstein’s book Noise and Daniel Pink’s book When.

Leading with empathy produces undeniable positive results, as confirmed by studies worldwide. According to research published in Harvard Business Review, a study conducted across 100 countries found that empathetic leadership significantly increased employee productivity, well-being, and job satisfaction by 86%.

But how can empathy be applied effectively in management? Does a leader need to experience every challenge employees face to understand their struggles? While this may not always be feasible, it is possible to cultivate empathetic leadership through thoughtful practices.

In the case of the executive who decided to fast during Ramadan, he chose to do so not because it was part of his religious beliefs but because he managed a workforce where most employees were fasting. However, as a group of researchers outlined in their book Compassionate Leadership, empathy alone is not enough—it must be combined with wisdom.

Balancing Empathy with Wisdom

The difference between empathy alone and empathetic wisdom lies in how challenges are addressed.

• Empathy without wisdom means showing care but avoiding difficult decisions.
• Empathetic wisdom means showing care while tackling challenges in a humane and constructive way.

Practically, this means moving beyond superficial empathy to understanding employees' perspectives and actively working to resolve issues in a way that considers both their needs and the organization’s objectives.

Managing Workplace Conflicts with Empathy

While much is expected from leaders in terms of empathy, employees also play a role in understanding their managers' pressures and responsibilities.

Employees often assume that managers do not care about them or have changed after assuming leadership roles. However, these misunderstandings can be addressed by imagining the responsibilities, financial considerations, and institutional constraints that managers face daily.

Karen Dillon, a leadership expert, advises managers to reduce workplace tensions by considering their employees' perspectives. She shares how she once regretted escalating a dispute with an employee over a delayed task, only to later realize the employee had valid reasons for the delay.

For employees dealing with demanding or frustrated managers, Dillon suggests:

1. Taking responsibility for their actions.
2. Proposing solutions instead of focusing on problems.
3. Seeking common ground with their managers.
4. Understanding the broader context of the conflict before reacting.

Achieving Mutual Understanding in the Workplace

A workplace thrives when both management and employees strive to understand each other—not only in terms of work-related pressures but also considering personal, social, and psychological factors. This fosters a collaborative rather than adversarial work environment.

This concept is referred to as "non-self" by conflict resolution expert Douglas Noll in his book De-Escalate. It represents the shift from self-centered thinking to genuinely seeing the situation from another person's perspective. When leaders and employees embrace this mindset, the traditional power struggle between “oppressive managers” and “overburdened employees” can begin to dissolve.

By cultivating empathy, wisdom, and mutual understanding, workplaces can evolve into environments where challenges are addressed with fairness, respect, and collaboration.