AYLA President’s Column: My Path to Leading with Empathy

Each year, the presidents of the Austin Bar Association and the Austin Young Lawyers Association (AYLA) are invited to speak at the Leadership Academy Orientation. This year, I was asked to discuss leading with empathy. As I reflected on my development as a leader and how I incorporate compassion into my professional style, I immediately thought of my friends—many of whom are also my colleagues. Since my undergraduate years, these individuals have been the backbone of my perseverance.

My perspective on leadership was forged during a period of significant personal adversity. During my second year of high school, one of my parents began struggling with severe mental health issues. I navigated college while these episodes fluctuated, managed by a family culture of silence and a lack of understanding of the underlying illness. While the situation stabilized somewhat during law school, the persistent anxiety regarding the next crisis remained.

Everything changed after graduation. As I navigated my first years as a first-generation attorney, my family member’s episodes intensified, involving multiple near-fatal suicide attempts and prolonged hospitalizations. Simultaneously, a second family member developed mental health challenges. I found myself flying across the country to locate them, balancing a demanding legal workload with the heavy realization that I was the only one in my family positioned to manage these crises. Today, I am profoundly grateful that both family members have remained healthy for over seven years following successful treatment.

These trials defined my journey toward empathetic leadership. What I remember most is the extraordinary kindness and compassion my friends, colleagues, and employers extended to me. Their grace allowed me to persevere without the added fear of professional instability. I was fortunate to work in environments that offered the flexibility necessary to care for my family. I will never forget one supervisor who remained patient and kind while I billed minimal hours and searched for a missing relative—all while she was undergoing cancer treatment herself. Her support was life-changing for me and, quite literally, life-saving for my family.

I also remember the colleagues who sent flowers to the motel where I was staying, and those who brought comfort to me during the darkest days. These actions provided a blueprint for how to lead with a heart of empathy. My colleagues modeled how to treat others facing tumultuous situations. Over the years, I have gathered these demonstrations of grace and compassion, incorporating them into my own leadership toolkit.

These experiences are why I prioritize sending check-in texts and cards, and why I strive to understand the difficult decisions others must make. I choose to offer support because I know its value.

My hope for you is that you are shown the same grace and kindness I received when navigating my most difficult chapters. If you find yourself supervising someone who needs time, support, or the grace to help themselves or a family member, I urge you to choose kindness. It can change—or even save—a life. Each act of empathy has the potential to create a ripple effect that improves our practice and strengthens our profession.