Empathy is often cited within the public administration literature, yet its uses are isolated, incidental and frequently in conflict. Like many other academic and applied fields before it, public administration lacks a clear understanding of empathy and an articulated method of incorporating the practice of empathy into public service. This article explores the concept of empathy within public administration and interdisciplinary literatures, what empathy can offer to public service, and what issues may challenge the practice empathy, in order to present a model of empathy that is situated within contexts relevant to public service. The four components of this model are: 1) an empathic opportunity triggered by an explicitly or implicitly shared emotion; 2) the identification of the shared emotion; 3) a connection with the emotion as the sharing-person experiences it; and 4) the communication of understanding from public servant to sharing-person. This model offers a offers a concrete practice aimed at improving the experience of both the empathy-giver and the empathy-receiver, rather than on changing the outcome of an interaction, in pursuit of a more relational government.