[
  {
    "start": 1.26,
    "end": 3.11,
    "text": "Would you say that your a good listener?"
  },
  {
    "start": 15.29,
    "end": 17.65,
    "text": "Hello and welcome to the Newark Playbook."
  },
  {
    "start": 18.35,
    "end": 23.15,
    "text": "If he called yourself, A Good Listener And other people agree Congratulations!"
  },
  {
    "start": 23.77,
    "end": 25.13,
    "text": "You're one among of few."
  },
  {
    "start": 25.79,
    "end": 26.19,
    "text": "Why are few?"
  },
  {
    "start": 26.93,
    "end": 29.33,
    "text": "Most people consider themselves good listeners."
  },
  {
    "start": 29.73,
    "end": 32.53,
    "text": "Seventy-four percent Of managers think they are."
  },
  {
    "start": 33.15,
    "end": 37.37,
    "text": "We rate our ability To listen A lot like we rate Our driving skills."
  },
  {
    "start": 38.01,
    "end": 44.529,
    "text": "Almost everyone thinks They Are great drivers But guess how many employees feel hurt and understood?"
  },
  {
    "start": 45.169,
    "end": 50.709,
    "text": "The gap is striking when three out of four managers claim to have strong listening abilities."
  },
  {
    "start": 51.269,
    "end": 54.87,
    "text": "How come only one or three people on their team feels understood?"
  },
  {
    "start": 55.73,
    "end": 72.009,
    "text": "Three factors strongly influence this gap, the first is that despite most of us feeling highly self-aware research has found Doesn't this feel kind of strange considering how much we've invested in self-reflection?"
  },
  {
    "start": 72.869,
    "end": 75.729,
    "text": "Shouldn't we have the most self aware leaders all time."
  },
  {
    "start": 76.71,
    "end": 92.289,
    "text": "If you tuned into The Authenticity Theatre, You probably remember that I mentioned the inward focus our society to be problematic In many ways and interestingly it has not contributed To more authenticity And self awareness in leadership."
  },
  {
    "start": 93.05,
    "end": 100.97,
    "text": "Our discomfort with seeing our flaws and fallibility makes it impossible to see ourselves clearly by only looking inside."
  },
  {
    "start": 101.67,
    "end": 109.05,
    "text": "Just like authenticity cannot result from self-reference alone, Self awareness needs internal and external observation."
  },
  {
    "start": 109.85,
    "end": 115.369,
    "text": "So the second influence explains a gap between the self perception of managers And their employees."
  },
  {
    "start": 115.45,
    "end": 115.95,
    "text": "quite well."
  },
  {
    "start": 116.97,
    "end": 117.649,
    "text": "It's a problem."
  },
  {
    "start": 117.85,
    "end": 123.57,
    "text": "we can observe in many companies The lack of honest feedback from employees to their management."
  },
  {
    "start": 124.35,
    "end": 128.35,
    "text": "Yet, feedback is the external part that allows for true self-awareness."
  },
  {
    "start": 129.109,
    "end": 136.43,
    "text": "Without it we depend on what we think others see but our perception of how people see us is strongly biased."
  },
  {
    "start": 137.19,
    "end": 139.79,
    "text": "Everyone has blind spots and behavioral patterns."
  },
  {
    "start": 139.87,
    "end": 145.23,
    "text": "We can only change if someone who sees them tells us And no one's born a great leader."
  },
  {
    "start": 145.73,
    "end": 150.75,
    "text": "Some have some favorable abilities but they still develop in connection with others."
  },
  {
    "start": 151.57,
    "end": 155.93,
    "text": "Which brings me to the third influence, The way we select and develop leaders."
  },
  {
    "start": 156.63,
    "end": 167.23,
    "text": "Our Western business world has always favored a confident charismatic an overly certain leader someone who presents themselves strategies end goals In away."
  },
  {
    "start": 167.329,
    "end": 170.25,
    "text": "that leaves hardly any room for doubts or questions."
  },
  {
    "start": 170.97,
    "end": 174.59,
    "text": "leadership selection And training both contributed To this focus."
  },
  {
    "start": 175.29,
    "end": 184.27,
    "text": "They put emphasis on charisma and confident presentation, On people making the right appearance able to pitch ideas And win any audience."
  },
  {
    "start": 184.85,
    "end": 193.41,
    "text": "Especially in leadership education The focus was mostly one-directional Sending instead of receiving Talking Instead of listening."
  },
  {
    "start": 194.07,
    "end": 197.03,
    "text": "A study in two thousand fifteen Put numbers to it."
  },
  {
    "start": 197.87,
    "end": 202.49,
    "text": "Seventy eight percent Of accredited business goals Named presenting as a learning goal."
  },
  {
    "start": 203.15,
    "end": 205.47,
    "text": "Only eleven percent named listening."
  },
  {
    "start": 206.23,
    "end": 212.49,
    "text": "Yet when people are asked which communication skill matters most at work, Listening comes out of the top!"
  },
  {
    "start": 213.39,
    "end": 216.73,
    "text": "So The Skill that Matters Most is one we rarely get taught."
  },
  {
    "start": 217.69,
    "end": 224.63,
    "text": "Surely something has been done in past decade to catch up on this learning gap by engaging managers in active listening."
  },
  {
    "start": 225.329,
    "end": 230.77,
    "text": "It became a buzzword to address obvious need but it didn't really bring about better understanding."
  },
  {
    "start": 231.49,
    "end": 232.03,
    "text": "Why's That?"
  },
  {
    "start": 232.77,
    "end": 233.91,
    "text": "Let me give you an example."
  },
  {
    "start": 234.65,
    "end": 236.81,
    "text": "You may have experienced the following yourself."
  },
  {
    "start": 237.63,
    "end": 243.71,
    "text": "The person listening to you clearly shows they are, They nod and say uh-huh in the right moments!"
  },
  {
    "start": 258.15,
    "end": 266.67,
    "text": "It's as if the person only listens until they see the right turn to claim or say what has been on their mind since the conversation started."
  },
  {
    "start": 267.51,
    "end": 273.59,
    "text": "That is how active listening training becomes a technique that can feel equally manipulative, as performed empathy."
  },
  {
    "start": 274.63,
    "end": 275.19,
    "text": "What's missing?"
  },
  {
    "start": 275.37,
    "end": 277.15,
    "text": "Is the willingness to understand."
  },
  {
    "start": 277.95,
    "end": 280.93,
    "text": "Give managers just techniques and nothing changes."
  },
  {
    "start": 281.53,
    "end": 287.35,
    "text": "it all comes down to intention And this is harder part of train because depends other qualities."
  },
  {
    "start": 287.95,
    "end": 292.71,
    "text": "The intent to understand another person is a commitment that comes with effort."
  },
  {
    "start": 293.29,
    "end": 296.63,
    "text": "And it's connected to empathy, patience and care."
  },
  {
    "start": 297.53,
    "end": 301.89,
    "text": "These aren't the kind of abilities most managers get praised or rewarded for."
  },
  {
    "start": 302.75,
    "end": 308.25,
    "text": "People with little or none these qualities will hardly develop their intention to understand others."
  },
  {
    "start": 308.57,
    "end": 313.49,
    "text": "They can be given active listening training until performance feels almost perfect."
  },
  {
    "start": 314.03,
    "end": 323.41,
    "text": "But they won't become good listeners as their focus remains on their own agenda, presenting themselves and their ideas & answers in every meeting & conversation."
  },
  {
    "start": 324.17,
    "end": 326.63,
    "text": "They don't seem to find much value in listening."
  },
  {
    "start": 327.43,
    "end": 331.11,
    "text": "Unfortunately this is only partially a matter of character an ego!"
  },
  {
    "start": 332.05,
    "end": 336.21,
    "text": "In the power paradox I address the impact power has almost anyone."
  },
  {
    "start": 336.81,
    "end": 339.85,
    "text": "Ducker Keltner's research have shown various effects."
  },
  {
    "start": 340.57,
    "end": 347.59,
    "text": "Even leaders with the right intentions and behavior at the start succumb to the corrupting forces of a powerful position."
  },
  {
    "start": 348.29,
    "end": 354.01,
    "text": "Because power lowers our attention to others, makes us less empathetic and less caring."
  },
  {
    "start": 354.77,
    "end": 361.95,
    "text": "The more power people hold, the less they are surrounded by people willing to honestly say how they see them and push back."
  },
  {
    "start": 362.79,
    "end": 368.77,
    "text": "So it shouldn't come as surprise that senior managers or executives rarely among highly self-aware people."
  },
  {
    "start": 369.63,
    "end": 371.35,
    "text": "Research is pretty consistent here."
  },
  {
    "start": 371.79,
    "end": 377.93,
    "text": "The more power they hold, the more they overrate themselves and less accurately read people around them."
  },
  {
    "start": 378.71,
    "end": 395.73,
    "text": "but despite knowing how power influences manager behavior and silences below we keep building these kinds of environments where intention and ability managers would need to listen understand gets undermined by organizations are structured."
  },
  {
    "start": 396.07,
    "end": 401.51,
    "text": "And then we wonder about disengagement and lack of trust in leadership."
  },
  {
    "start": 402.37,
    "end": 408.67,
    "text": "Just think about your own experience, who are the people you trust the most... ...and have the strongest relationships with?"
  },
  {
    "start": 409.53,
    "end": 411.95,
    "text": "It's usually people who understand you well isn't"
  },
  {
    "start": 411.99,
    "end": 412.09,
    "text": "it?!"
  },
  {
    "start": 412.91,
    "end": 416.13,
    "text": "Now you may ask what about three hundred sixty degree feedback!"
  },
  {
    "start": 417.15,
    "end": 420.39,
    "text": "First of all only a third of companies really use it…."
  },
  {
    "start": 421.11,
    "end": 428.05,
    "text": "…And it works on organizations that show high levels of Trust & Psychological Safety which isn't the majority."
  },
  {
    "start": 428.95,
    "end": 440.11,
    "text": "Even in bigger organizations where anonymous feedback can be gathered through enough people without any form of traceability, The slightest fear of retaliation brings no realistic insights."
  },
  {
    "start": 440.91,
    "end": 445.39,
    "text": "An example is how management has been pushing employees for overly positive."
  },
  {
    "start": 445.45,
    "end": 447.29,
    "text": "feedback aren't rare stories."
  },
  {
    "start": 448.11,
    "end": 450.59,
    "text": "They are a signal what power does to feedback."
  },
  {
    "start": 451.15,
    "end": 459.27,
    "text": "Such assessments also don't run as often, as upward feedback would be needed to catch problematic behavior early enough to steer against it."
  },
  {
    "start": 460.03,
    "end": 467.43,
    "text": "This is how the gap between a manager's self-perception and employees' experience gets enforced through company structure and culture."
  },
  {
    "start": 468.19,
    "end": 478.91,
    "text": "And that's why listening to understand still one of biggest weaknesses in leadership communication Stephen Corvace, most people do not listen with the intent to understand."
  },
  {
    "start": 479.25,
    "end": 483.95,
    "text": "They listened with the intention to reply has probably been repeated a million times."
  },
  {
    "start": 484.73,
    "end": 486.69,
    "text": "Most people who hear it nod along."
  },
  {
    "start": 487.69,
    "end": 490.23,
    "text": "We hear it we agree and then we move on."
  },
  {
    "start": 491.05,
    "end": 497.67,
    "text": "Nothing in how we listen actually changes When I read his book The Seven Habits of Highly Effective People."
  },
  {
    "start": 497.75,
    "end": 508.01,
    "text": "During My Studies i nodded Along too But It Didn't Make Listen To Understand and not to reply my personal mantra until I experience the true value of it."
  },
  {
    "start": 508.95,
    "end": 514.089,
    "text": "Because let's be honest, listening to another person requires effort and energy!"
  },
  {
    "start": 515.13,
    "end": 521.429,
    "text": "So its absolutely understandable that we preserve this energy for our conversations with people who matter most to us."
  },
  {
    "start": 522.13,
    "end": 527.79,
    "text": "In our personal environment This selective effort is less questionable but also not desirable."
  },
  {
    "start": 528.589,
    "end": 531.689,
    "text": "It eventually keeps in our bubble & comfort zone."
  },
  {
    "start": 532.37,
    "end": 536.329,
    "text": "It can also make us avoidant of different perspectives and less tolerant."
  },
  {
    "start": 537.17,
    "end": 545.67,
    "text": "But when it comes to leadership, being selective about who you're willing to listen too is the same performative act as selective respect."
  },
  {
    "start": 546.709,
    "end": 563.77,
    "text": "If your willingness to listen only extends to a selected few Your ability to understand & see anyone outside this group Is limited from start And circle becomes smaller The higher you sit and the more your organization shields you from the voices he would need to hear."
  },
  {
    "start": 564.91,
    "end": 570.79,
    "text": "So let's talk about the value of listening to understand, because investment pays off in many ways."
  },
  {
    "start": 571.77,
    "end": 584.79,
    "text": "One key leadership responsibility is to guide people and get them do their best work Still... Many people misunderstand this responsibility as giving people answers telling what they should be doing."
  },
  {
    "start": 584.829,
    "end": 585.81,
    "text": "That not guidance!"
  },
  {
    "start": 586.089,
    "end": 589.03,
    "text": "And it rarely gets the best for anyone Worse."
  },
  {
    "start": 589.37,
    "end": 592.189,
    "text": "It drains the manager, while it makes people complacent."
  },
  {
    "start": 593.05,
    "end": 611.11,
    "text": "So if you feel like you always need to hand people the answer and keep asking yourself why they don't think more for themselves chances are You're missing out on the potential of improving your listening skills because research shows that when we feel truly listened too We start to think better."
  },
  {
    "start": 612.089,
    "end": 613.189,
    "text": "Our guard comes down!"
  },
  {
    "start": 613.709,
    "end": 620.15,
    "text": "We become more honest with others And ourselves and we get better at expressing what we actually mean."
  },
  {
    "start": 621.03,
    "end": 629.93,
    "text": "So being really listened to improves our thinking, good listening lowers a speaker's anxiety which lowers their defensiveness."
  },
  {
    "start": 630.43,
    "end": 635.87,
    "text": "it lets them look at their own thinking more honestly and become more open to what comes back."
  },
  {
    "start": 636.969,
    "end": 657.589,
    "text": "Coaching & Therapy use exactly this positive influence And This shows us What most managers talking flex Really costs Because every time they focus on answering people, They take away the opportunity for a more open and deeper conversation that would allow people to think for themselves And develop."
  },
  {
    "start": 658.43,
    "end": 660.79,
    "text": "The talking reflects reaches for answers."
  },
  {
    "start": 661.53,
    "end": 664.15,
    "text": "listening To understand does the opposite."
  },
  {
    "start": 664.829,
    "end": 669.089,
    "text": "it opens the Conversation through genuine attention and great questions."
  },
  {
    "start": 669.87,
    "end": 673.29,
    "text": "A Great question hands the thinking back to the other person."
  },
  {
    "start": 673.949,
    "end": 675.67,
    "text": "an answer shuts It down."
  },
  {
    "start": 676.569,
    "end": 684.329,
    "text": "If we understood what a great question does, far more of our sentences would end with the question mark instead of a period."
  },
  {
    "start": 685.35,
    "end": 689.589,
    "text": "So the ability to ask great questions is the engine of real listening."
  },
  {
    "start": 690.41,
    "end": 697.89,
    "text": "Try to find that training in most leadership courses And the lack of questions also gives fake active listening away."
  },
  {
    "start": 698.81,
    "end": 705.27,
    "text": "There's even an aim for people who go through whole conversation without asking anything Zero Questionners."
  },
  {
    "start": 706.31,
    "end": 709.31,
    "text": "I recently sat next to a group of friends in the restaurant."
  },
  {
    "start": 710.089,
    "end": 720.87,
    "text": "One woman loudly dominated the whole conversation, she continuously talked about herself showed zero interest and her friend's perspectives didn't ask a single question."
  },
  {
    "start": 721.829,
    "end": 722.91,
    "text": "several offer friends."
  },
  {
    "start": 722.949,
    "end": 726.55,
    "text": "attempts to join the conversation failed after couple words."
  },
  {
    "start": 727.449,
    "end": 736.89,
    "text": "it came as no surprise when after awhile four out five women were looking at their phones While the self-absorbed presenter kept talking, not even noticing."
  },
  {
    "start": 737.49,
    "end": 741.569,
    "text": "And I caught myself quietly hoping she had no leadership responsibility."
  },
  {
    "start": 742.77,
    "end": 749.81,
    "text": "Now one might assume that better listeners are more silent ones But thats not what listening to understand means."
  },
  {
    "start": 750.63,
    "end": 754.39,
    "text": "It's about turning into a sponge and just taking everything in."
  },
  {
    "start": 755.329,
    "end": 758.709,
    "text": "The leaders rated best listeners aren't silent once."
  },
  {
    "start": 759.39,
    "end": 763.13,
    "text": "They are the ones who ask questions that promote discovery and insight."
  },
  {
    "start": 763.93,
    "end": 766.23,
    "text": "So great listeners, ask great questions!"
  },
  {
    "start": 767.11,
    "end": 774.829,
    "text": "But I have more value to share... The next one targets the second of three problematic influences i mentioned in the beginning…."
  },
  {
    "start": 775.65,
    "end": 777.589,
    "text": "…the lack of feedback reaching leaders."
  },
  {
    "start": 778.209,
    "end": 782.13,
    "text": "When people don't feel listened too they simply stop telling us things."
  },
  {
    "start": 782.93,
    "end": 790.63,
    "text": "Deep listening builds trust & psychological safety which are the foundations for honest, upward communication and feedback."
  },
  {
    "start": 791.51,
    "end": 804.17,
    "text": "When people believe we really listen to understand that a leader truly cares about what they think – They'll also trust us with their feedback And blind spots are given the visibility we need to develop ourselves."
  },
  {
    "start": 805.23,
    "end": 809.31,
    "text": "As mentioned most of us don't fail to listen because we simply don't care."
  },
  {
    "start": 810.189,
    "end": 812.53,
    "text": "Our environment has a substantial impact."
  },
  {
    "start": 813.329,
    "end": 822.709,
    "text": "A manager buried under back-to-back meetings stretched across too many people, running on no time for leadership will reach for quick answers and solutions."
  },
  {
    "start": 823.189,
    "end": 831.829,
    "text": "So this isn't just an individual challenge – An organization that wants leaders who listen has to do more than send them to trainings."
  },
  {
    "start": 832.15,
    "end": 844.55,
    "text": "It has to protect the Time Remove power & feedback barriers Establish trust in psychological safety And it has promote a culture where value of listening is acknowledged and rewarded."
  },
  {
    "start": 845.43,
    "end": 850.449,
    "text": "For some companies, this may include letting go of outdated beliefs like the following."
  },
  {
    "start": 851.03,
    "end": 853.85,
    "text": "The assumption that listening makes a leader look weak."
  },
  {
    "start": 854.689,
    "end": 856.05,
    "text": "Research found the opposite."
  },
  {
    "start": 856.81,
    "end": 865.13,
    "text": "Leaders who listen are seen as more capable not less or they even wider believe That a leader is one with all the answers and solutions."
  },
  {
    "start": 866.069,
    "end": 875.27,
    "text": "Same goes for how we choose them Picking the confident talker over-the-thoughtful listener again and again, then wondering why understanding is so rare at the top."
  },
  {
    "start": 876.189,
    "end": 882.11,
    "text": "If we keep running workplaces on such outdated beliefs no training in this world will make things better."
  },
  {
    "start": 882.65,
    "end": 884.15,
    "text": "Beliefs shape environments."
  },
  {
    "start": 884.469,
    "end": 887.23,
    "text": "Environments determine behavior that gets rewarded."
  },
  {
    "start": 888.01,
    "end": 897.65,
    "text": "It's the simplest truth to accept And it's a starting point for moving into direction where the culture not only allows leadership, but the entire organization to listen."
  },
  {
    "start": 898.449,
    "end": 902.37,
    "text": "Because it clearly is a skill we all need to train more."
  },
  {
    "start": 903.329,
    "end": 909.25,
    "text": "A society of drained attention weakening human connection shows how little we invest."
  },
  {
    "start": 909.99,
    "end": 910.689,
    "text": "Think about it!"
  },
  {
    "start": 911.01,
    "end": 913.75,
    "text": "Almost everyone believes they are a listener."
  },
  {
    "start": 914.469,
    "end": 921.65,
    "text": "The explanation for this wishful perception is simple Being listened too and feeling understood is a human need."
  },
  {
    "start": 922.37,
    "end": 926.87,
    "text": "It shapes our relationships, our friendships and the way we move through the world."
  },
  {
    "start": 927.709,
    "end": 936.55,
    "text": "Which brings me back to the AI race because technology is deployed at a speed that leaves almost no time to ask what it does for us."
  },
  {
    "start": 937.37,
    "end": 946.85,
    "text": "We are so focused on productivity gains That we ignore what's done with our attention Our patience And the ability to connect with other people."
  },
  {
    "start": 947.689,
    "end": 952.77,
    "text": "Think about what AI offers An answer to everything Instantly."
  },
  {
    "start": 953.35,
    "end": 956.37,
    "text": "No need to wait, to wonder or ask anyone."
  },
  {
    "start": 957.069,
    "end": 959.27,
    "text": "There's a study called AI in the Wild."
  },
  {
    "start": 959.73,
    "end": 967.73,
    "text": "It tracks how people actually use it year after year And for this second-year running The number one use case isn't about work."
  },
  {
    "start": 968.35,
    "end": 971.15,
    "text": "People mostly used it for companionship and therapy."
  },
  {
    "start": 972.01,
    "end": 975.709,
    "text": "So many are turning into machine To feel heard and understood."
  },
  {
    "start": 976.449,
    "end": 982.39,
    "text": "If research on our listening abilities Doesn't sound convincing enough This definitely holds up the mirror."
  },
  {
    "start": 983.13,
    "end": 989.81,
    "text": "Just consider the following, a chatbot doesn't interrupt or make us feel anxious about how we're being perceived."
  },
  {
    "start": 990.15,
    "end": 994.03,
    "text": "it's available at two in the morning and asks for nothing in return."
  },
  {
    "start": 994.79,
    "end": 1000.089,
    "text": "Why sit in discomfort of conversation with human when AI already feels more attentive?"
  },
  {
    "start": 1000.93,
    "end": 1004.53,
    "text": "So It sounds like fairly reasonable decision to turn into a Chatbot."
  },
  {
    "start": 1005.209,
    "end": 1008.569,
    "text": "They are built To Make Us Feel Heard they Mirror And Validate."
  },
  {
    "start": 1009.209,
    "end": 1013.189,
    "text": "But that is the same performance of listening many people got trained on."
  },
  {
    "start": 1013.87,
    "end": 1018.01,
    "text": "It comes without any real connection and no intention to understand."
  },
  {
    "start": 1018.89,
    "end": 1020.949,
    "text": "I think there's a pretty obvious risk to this."
  },
  {
    "start": 1021.449,
    "end": 1029.11,
    "text": "The more we get used to it, the more a real conversation with person With all its effort and friction will start feel like too much work."
  },
  {
    "start": 1030.05,
    "end": 1033.49,
    "text": "Maybe you have come across the marketing stunt Of Friend.com."
  },
  {
    "start": 1034.29,
    "end": 1044.15,
    "text": "Their CEO decided To market the wearable AI companion on huge posters with a lot of white space already expecting people to use it for comments."
  },
  {
    "start": 1044.99,
    "end": 1051.13,
    "text": "Independent of the rage bait at produced with comments like, stop profiting off of loneliness."
  },
  {
    "start": 1051.81,
    "end": 1053.81,
    "text": "AI wouldn't care if you lived or died."
  },
  {
    "start": 1054.25,
    "end": 1057.25,
    "text": "this is surveillance and go make real friends."
  },
  {
    "start": 1058.03,
    "end": 1061.79,
    "text": "he got exactly what he wanted viral posts on social media."
  },
  {
    "start": 1064.65,
    "end": 1075.25,
    "text": "While the outcome of the campaign and product itself remain questionable, it feels kind-of telling when a twenty year old CEO pours that kind investment into this."
  },
  {
    "start": 1075.89,
    "end": 1082.27,
    "text": "And when he considers his product way forward for society then has lost the willingness to listen."
  },
  {
    "start": 1083.09,
    "end": 1087.93,
    "text": "It clearly underlines where we are heading if don't invest in human connection now."
  },
  {
    "start": 1088.91,
    "end": 1090.81,
    "text": "Machines simulate understanding."
  },
  {
    "start": 1091.23,
    "end": 1096.55,
    "text": "they're trained to mimic human behavior And people are easily deceived by how well they do it."
  },
  {
    "start": 1097.29,
    "end": 1101.47,
    "text": "But no matter,how well they simulate we're social beings!"
  },
  {
    "start": 1102.09,
    "end": 1112.89,
    "text": "Real human connection is How We Got This Far Which means the capacity we have under-trained for decades Is about to become one of The most valuable qualities a leader can bring."
  },
  {
    "start": 1113.65,
    "end": 1120.13,
    "text": "but hearing this episode will not make you great listener anymore than Hearing About A Gym Routine makes You fit."
  },
  {
    "start": 1120.93,
    "end": 1123.35,
    "text": "Deep listening isn't a set of techniques."
  },
  {
    "start": 1123.71,
    "end": 1127.15,
    "text": "It requires intention, and intention cannot be faked."
  },
  {
    "start": 1127.73,
    "end": 1133.15,
    "text": "People feel the difference between someone performing attention And someone actually hearing them."
  },
  {
    "start": 1133.83,
    "end": 1136.07,
    "text": "So more technique is not the answer."
  },
  {
    "start": 1136.53,
    "end": 1143.29,
    "text": "We can't fix this by nodding more By paraphrasing better or asking questions for the sake Of planting an answer."
  },
  {
    "start": 1144.17,
    "end": 1152.23,
    "text": "What truly changes our behavior Is building The Intention itself developing the genuine wish to understand another person."
  },
  {
    "start": 1153.01,
    "end": 1160.23,
    "text": "Only then will the practices that help you do it become effective, and that's what The Reflection episode is for!"
  },
  {
    "start": 1160.93,
    "end": 1168.09,
    "text": "Try the following before listening to it In your next conversation catch the moment an answer starts rising in."
  },
  {
    "start": 1168.19,
    "end": 1169.83,
    "text": "you Just notice it."
  },
  {
    "start": 1170.45,
    "end": 1171.75,
    "text": "That's where listening begins."
  },
  {
    "start": 1172.49,
    "end": 1174.43,
    "text": "Hit the subscribe button so you don't miss it."
  },
  {
    "start": 1175.03,
    "end": 1179.95,
    "text": "Stay curious stay tuned And thanks for tuning into the Newark Playbook."
  },
  {
    "start": 1180.39,
    "end": 1183.11,
    "text": "Where work is better, because people matter!"
  }
]