Leaders certainly have a lot on their plates in this challenging time; really, at any time, Leaders are working hard to move from what Bob Johansen in “Leaders Make The Future” calls a VUCA or volatile, uncertain, complex, and ambiguous environment. The goal for leaders is a different VUCA environment, one that is made of Vision, Understanding, Clarity, and Agility /Adaptability. The path forward to this different VUCA environment is a leader’s choice to enhance communication and connect. Leaders can choose to use four learnable and refineable superpowers to improve communication. These four superpowers are the Four P’s: Present Listening. Powerful, Curious Questions: Pause and reflect to respond. Persistent Practice. These critical skills, however, are rarely taught. Considering this Wednesday’s released Gallup State of the Workplace report, which shows a second dip in employee engagement in four years, they are sorely needed. Research consistently finds that Listening is a top leadership deficit. A LinkedIn survey of nearly 14,000 employees revealed only 8% felt their leaders listened “very well.” Gallup reports that just 14% of employees believe leaders seek feedback before significant changes, and only 16% feel their feedback is valued. Many crave meaningful conversations with their leaders. This disconnect leads to disengagement, mistrust, and missed opportunities for innovation. Communication is crucial to move beyond and connect to engage and learn.
.These four P’s or Pillars of communication are each covered in a four-part series in this newsletter. This Thursday’s Leadership Insight describes what Listening is. The levels of listening are shared to help leaders see where they are as listeners. The importance of present listening and seven strategies for a willing leader to move from hearing to listening are explained.
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What is listening, and why it is not hearing
Listening is the act of paying concentrated attention to and making sense of what others are communicating, both verbally and nonverbally. Listening is a skill that requires attention to all aspects of communication, not just words, and is hard work. Albert Mehrabian’s studies of communication in 1967 led to Mehrabian’s Communication Model, as noted in a Mind Tools Content team blog. The studies report words are a small part of communication. Mehribian’s survey of the elements of personal communication showed the following percentages.
Word spoken = 7 percent
Voice and tone 38 percent 55 percent
Body Language Facial
Listening is made more difficult because of how our brains send and receive information. In the article Are You Really Listening: Hearing vs. Listening – Speakeasy Inc. the authors write, “The average rate of speech for an American is about 125 words per minute; the human brain can process about 800 words per minute. While a speaker’s words enter our brains at a slow speed, we continue to think at high speed. So, we have plenty of time to absorb the words we hear and think of other things simultaneously.” These sources support the notion of how difficult Listening is and the essential roles of listening and looking at effective Listening. Unlike hearing, which is a passive physiological process, Listening is an active, intentional, present effort that involves.
A third compounding factor affecting leaders in practicing listening is the lack of preparation for leaders and really for all of us. A University of North Carolina Business School study reported leaders spend the following percentages on communicating
9 %writing,
16 %reading,
30 % speaking,
45 % listening
Leaders are challenged by a lack of understanding of communication skills and standard curriculum offerings in their preparation, which are the reverse of the skills needed to be an effective communicator. When one considers the lack of listening role models, it is easy to see that being an effective leader and listener is challenging work. These reports also show something all of us have experienced: different levels of listening. Stephen Covey, in “The Seven Habits of Highly Effective People,” devoted an entire habit to listening. His 5th habit is “Seek First To Understand, Then To Be Understood.”Covey also describes five listening levels. Below are the levels and the behaviors associated with each level. You probably have seen, experienced, and possibly used some in your leadership practice.
Article content
- Ignoring Listening , Not listening at all.
- Pretend Listening
Giving the appearance of listening but not truly engaged.
- Selective Listening
Hearing only parts of the message that interest you.
- Active Listening
Paying attention and repeating what you heard.
- Empathic (Present )Listening
Being fully present and understanding both the words and emotions behind the message supports the speaker and enhances connection.
Present lstening, sometimes called “intuitive” or “generative” listening—goes further. It means being wholly present, setting aside distractions, judgments, and the urge to respond or fix. Michael Bungay Stanier, author of The Coaching Habit, advocates for “silence as a measure of success,” emphasizing that authentic Listening is about being present for the other person, not just waiting to speak. Present Listening is, in fact, a gift to all in the process.
Being present demonstrates deep respect and care, allowing leaders to notice subtle cues—such as body language, tone, and emotion. Present listening builds psychological safety, encouraging openness and candor.
“Remember, LISTEN =SILENT.”
Mike Mecozzi
Present listening is a learnable skill that is not innate to most; it requires intention, practice, and a humble approach. Present listening requires discipline to avoid distractions, multitasking, and focusing on fixing problems that often get in the way. One of My Mentors, the late Mike Mecozzi, frequently said, “Remember, LISTEN =SILENT.”
Leaders who develop listening as a core capacity see measurable benefits: higher employee engagement, better retention, and improved team performance. As Covey and Maxwell both teach, talking less and listening more is the fastest way to improve leadership. Present listening is the key.
Seven Strategies for Leaders to Become Present Listeners
- Eliminate Distractions
Put away devices, close your laptop, and focus entirely on the speaker
- Suspend Judgment and the Urge to Respond
Listen to understand and learn, not to reply or fix. Hold back on initial reactions and advice.
- Use and watch Nonverbal Cues
· Maintain eye contact, nod, and use open body language to signal engagement.
- Reflect, and Paraphrase and Respond to Learn and Affirm
Restate what you heard to confirm understanding and show you value the speaker’s input
- Ask Open-Ended Questions
Encourage deeper dialogue with questions like “Can you tell me more?” or “How did that make you feel?”
- Listen for Emotions, Not Just Words
Pay attention to tone, body language, and underlying feelings. Acknowledge emotions to build Trust
- Practice Patience and Silence
Article content
Leaders certainly have a lot on their plates in this challenging time; really, at any time, Leaders are working hard to move from what leaders make Bob Johansen in Leaders Make The Future called a VUCA or volatile, uncertain, complex, ambiguous environment. The goal for leaders is a different VUCA environment, one that is made of Vision, Understanding, Clarity, and Agility /Adaptability. The path forward to this different VUCA environment is a leader’s choice to enhance communication and connect. Leaders can choose to use four learnable and refineable superpowers to improve communication. These four superpowers are the Four P’s, Present Listening. Powerful, Curious Questions: Pause and reflect to respond. Persistent Practice. These critical skills, however, are rarely taught, yet considering this Wednesday’s released Gallup State of the Workplace report of a second dip in employee engagement in four years, is sorely needed. Research consistently finds that Listening is a top leadership deficit. A LinkedIn survey of nearly 14,000 employees revealed only 8% felt their leaders listened “very well.” Gallup reports that just 14% of employees believe leaders seek feedback before significant changes, and only 16% feel their feedback is valued. Many crave meaningful conversations with their leaders. This disconnect leads to disengagement, mistrust, and missed opportunities for innovation. Communication is crucial for moving beyond and connecting to engage and learn.
These four Ps or Pillars of communication are each covered in a four-part series in this newsletter. This Thursday’s Leadership Insight describes what Listening is. The levels of listening are shared to help leaders see where they are as listeners. The importance of present listening and seven strategies for a willing leader to move from hearing to listening are explained.
Article content
What is listening, and why it is not hearing
Listening is the act of paying concentrated attention to and making sense of what others are communicating, both verbally and nonverbally. Listening is a skill that requires attention to all aspects of communication, not just words, and is hard work. Albert Mehribian’s studies of communication in 1967 led to Mehrabian’s Communication Model, as noted in a Mind Tools Content team blog. The studies report words are a small part of communication. Mehribian’s survey of the elements of personal communication showed the following percentages.
Word spoken = 7 percent
Voice and tone 38 percent 55 percent
Body Language Facial
Listening is made more difficult because of how our brains send and receive information. In the article Are You Really Listening: Hearing vs. Listening – Speakeasy Inc. the authors write, “The average rate of speech for an American is about 125 words per minute; the human brain can process about 800 words per minute. While a speaker’s words enter our brains at a slow speed, we continue to think at high speed. So, we have plenty of time to absorb the words we hear and think of other things simultaneously.” These sources support the notion of how difficult Listening is and the essential roles of listening and looking at effective Listening. Unlike hearing, which is a passive physiological process, Listening is an active, intentional, present effort that involves.
A third compounding factor affecting leaders in practicing listening is the lack of preparation, not just for leaders, but for all of us. A University of North Carolina Business School study reported that leaders spend the following percentages in communicating
9 %writing,
16 %reading,
30 % speaking,
45 % listening
Leaders are often challenged by a lack of understanding of communication skills and standard curriculum offerings in their preparation, which are the exact opposite of the skills needed to be an effective communicator. When one considers the lack of listening role models, it is easy to see that being an effective leader and listener is challenging work. These reports also show something all of us have experienced: different levels of listening. Stephan Covey, in The Seven Habits of Effective People, devoted an entire habit to listening. His 5th habit is “Seek First To Understand, Then To Be Understood.”Covey also describes five listening levels. Below are the levels and the behaviors associated with each level. You probably have seen, experienced, and possibly used some in your leadership practice.
Article content
- Ignoring Listening , Not listening at all.
- Pretend Listening
Giving the appearance of listening but not truly engaged.
- Selective Listening
Hearing only parts of the message that interest you.
- Active Listening
Paying attention and repeating what you heard.
- Empathic (Present )Listening
Being fully present and understanding both the words and emotions behind the message supports the speaker and enhances connection.
Present lstening, sometimes called “intuitive” or “generative” listening—goes further. It means being wholly present, setting aside distractions, judgments, and the urge to respond or fix. Michael Bungay Stanier, author of The Coaching Habit, advocates for “silence as a measure of success,” emphasizing that authentic Listening is about being present for the other person, not just waiting to speak. Present Listening is, in fact, a gift to all in the process.
Being present demonstrates deep respect and care and allows leaders to notice subtle cues—body language, tone, and emotion. Present listening builds psychological safety, encouraging openness and candor.
“Remember, LISTEN =SILENT.”
Mike Mecozzi
Present listening is a learnable skill that is not innate to most; it requires intention, practice, and a humble approach. Present listening requires discipline to avoid distractions, multitasking, and focusing on fixing problems that often get in the way. One of My Mentors, the late Mike Mecozzi, frequently said, “Remember, LISTEN =SILENT.”
Leaders who develop listening as a core capacity see measurable benefits: higher employee engagement, better retention, and improved team performance. As Covey and Maxwell both teach, talking less and listening more is the fastest way to improve leadership. Present listening is the key.
Seven Strategies for Leaders to Become Present Listeners
- Eliminate Distractions
Put away devices, close your laptop, and focus entirely on the speaker
- Suspend Judgment and the Urge to Respond
Listen to understand and learn, not to reply or fix. Hold back on initial reactions and advice.
- Use and watch Nonverbal Cues
· Maintain eye contact, nod, and use open body language to signal engagement.
- Reflect, Paraphrase, and Respond to Learn and Affirm
Restate what you heard to confirm understanding and show you value the speaker’s input
- Ask Open-Ended Questions
Encourage deeper dialogue with questions like “Can you tell me more?” or “How did that make you feel?”
- Listen for Emotions, Not Just Words
Pay attention to tone, body language, and underlying feelings. Acknowledge emotions to build Trust
- Practice Patience and Silence
Allow pauses for silent reflection and collection of thought. Don’t rush to fill silence; give others space to think and speak. Take a breath first, and remember to listen=silent.
Present listening as a leadership connecting communication superpower. Any leader can choose to learn and refine their listening level. By making present listening a daily practice, leaders can transform not just their teams, organizations, and their leadership practice. In a world where everyone wants to be heard, the leader who is truly present stands out and lifts everyone around them. Present listening is a present, a gift to those you listen to, and a gift to you. It is a gift that keeps on giving to everyone.
The Leadership Question for You :
- Are you willing to do the hard work to be a present listener?
Allow pauses for silent reflection and collection of thought. Don’t rush to fill the silence; give others space to think and speak. Take a breath first, and remember to listen=silent.
Present listening as a leadership connecting communication superpower. Any leader can choose to learn and refine their listening level. By making present listening a daily practice, leaders can transform not just their teams, organizations, and their leadership practice. In a world where everyone wants to be heard, the leader who is truly present stands out and lifts everyone around them. Present listening is a present, a gift to those you listen to, and a gift to you. It is a gift that keeps on giving to everyone.
The Leadership Question for You :
Are you willing to do the hard work to be a present listener?