Why empathy must evolve from being an afterthought into a strategic anchor across the health value chain

Empathy is often treated as optional in strategic health communications. A human touch layered over hard science. But what if it’s the key to building trust, inspiring engagement and improving outcomes?

For this month’s article, it was a pleasure to discuss the topic with four agency founders: Catherine Devaney (Curious Heath); Elena Mills (The Salve); Jessica Pacey (67health) and Jo Spadaccino (Stirred). We explored why empathy must evolve from being an afterthought into a strategic anchor across the health value chain – and what happens when this isn’t done.

Empathy is a core capability, regardless of function – our ability to connect with others and understand how information is received, interpreted and acted on directly shapes the impact of our work.

Yet, all too often, empathy is still treated as an add-on. It’s something we only consider when there’s time, something to warmly layer over the science. In today’s environment, where trust is fragile and attention hard-won, empathy isn’t a ‘nice-to-have’ – it is a strategic lever that cannot be left to chance.

“Empathy needs a bit of a PR job,” says Jo. “We talk about it as a soft skill, but it’s a commercial and strategic imperative – the difference between effective and ineffective communications. It’s certainly not easy to apply 100% of the time, but the key is to never stop trying to understand what is driving behaviour, even when time and budget pressures get in the way.”

Empathy builds trust. It helps us deliver information that resonates rather than overwhelms. It enables clinically accurate and emotionally relevant messaging. That distinction matters. As Jessica adds: “Empathy isn’t just about being a nice person. It’s a value driver. I’d love to see more of us recognise it as a strategic capability that shapes outcomes, not just messaging.”

So why is empathy still elusive? Part of the issue lies in timing. It is often considered too late in the process, bolted on once strategy and content are locked in. “We often get stuck storytelling too late,” observes Elena. “Empathy needs to be built in from the beginning, through comprehensive insight work and strategic planning. Otherwise, we’re just trying to retrofit something human into something biomechanistic.”

“Embedding empathy strategically isn’t about emotional overreach – it’s about relevance. It’s about asking early and often: who is this for? What do they value? What do they fear or need? What assumptions are we making about their context, pressures or lived experience?” adds Catherine.

It’s also about ensuring diverse perspectives are in the room. Without them, even the best intentions can miss the mark or cause harm. You can’t be so empathetic that you design for only one person, but you also can’t be so generic that you reach no one.

By taking this approach, we build cultural competency, which is essential in creating an environment that is both equitable and accessible.

There’s also a question of framing. Repositioning empathy as a tool for precision and effectiveness, rather than as a vague moral imperative, may help. “I’m a big fan of process in strategy and creative development,” adds Jo. “Frameworks help us ask better questions and leave no stone unturned. Then it’s about knowing how to apply that human insight at scale, without losing what makes it resonate.”

Empathy also needs to operate internally. Not just in how we communicate with patients or healthcare professionals (HCPs), but also in how we collaborate and advocate within our own organisations. “It’s easy to focus empathy outward,” suggests Jessica. “But the ‘how’ behind the scenes matters just as much. Advocating for people in the process, from timelines to tone, is part of our job too.”

While artificial intelligence (AI) and technology-driven automation offer new tools for efficiency, content and creative development, they are no substitute for human empathy. “The importance of empathy in health comms really crystallised for me when I read about AI being tested against human doctors,” concludes Elena. “For me, it highlighted something critical – that empathy should continue to sit firmly within the human domain, particularly in HCP-patient interactions, and this matters deeply in our work.”

So, at a practical level, what can we do differently? Start earlier. Build empathy into strategy, not just creativity. Invite different voices into planning rooms. Pressure-test content for emotional relevance, not just regulatory and scientific accuracy. Don’t underestimate the quiet upsides. Empathy pays off. It boosts job satisfaction, deepens purpose and strengthens connection for the people doing the work. Because when empathy is embedded, communications don’t just land. They resonate. In a field where impact is everything, that’s not a soft benefit. It’s the whole point.