> You should absolutely have empathy as a manager, but if your empathy is weighing on you instead of enabling you to be a better manager, then you're probably n

> You should absolutely have empathy as a manager, but if your empathy is weighing on you instead of enabling you to be a better manager, then you're probably not doing a very good job as a manager. That sounds... very peculiar, un-empathetic a point of view, like you are blaming someone for facing a difficult moment. Case in point, if you were to manage managers, and you had to tell that to one of your report facing such a situation... that would be, in that case, a fail in management on your part. You don't tell people in a tough spot to "toughen up", "not good for that role", not even in corporate environments. That's plain toxic. And inefficient (whereas you should be looking for a way to improve the situation/morale in some way, short term, and long term). So you give them the space to explore the situation, their feelings, and you support them to find their solutions. That's how you lead by example. Not by jumping to conclusion "oh... looks like someone's not fit for the role".