THE NEW WORK PLAYBOOK

The Talking Reflex

Listen Later
Listen to Understand, Not to Reply

In this episode:

  • The gap between how well managers think they listen and how heard their people actually feel.
  • The three forces behind it: the limits of self-awareness, the lack of honest upward feedback, and a culture that trains leaders to present rather than receive.
  • Why active listening so often becomes a performance without the intention to understand.
  • What deep listening actually does, drawing on Itzchakov and Kluger's research on high-quality listening.
  • The talking reflex and its cost, and why the counter-move is to ask great questions.
  • How power, organisational culture, and now AI undermine our capacity and willingness to listen.
  • Why listening to understand is becoming one of the most valuable qualities a leader can bring.

    • Connect with me:

    LinkedIn

    Instagram

    Website

    Sources:

    Itzchakov, G., and Kluger, A. N. The Power of Listening in Helping People Change. Harvard Business Review, 17 May 2018.
    Eurich, T. What Self-Awareness Really Is (and How to Cultivate It). Harvard Business Review, 4 January 2018.
    Zenger, J., and Folkman, J. What Great Listeners Actually Do. Harvard Business Review, 14 July 2016.
    Covey, S. R. The 7 Habits of Highly Effective People. Free Press, 1989.
    Zao-Sanders, M. How People Are Really Using AI in 2026. Harvard Business Review, 1 June 2026.

    Episodes referenced:

    Authenticity Theatre
    The Power Paradox

    ...more
    View all episodesView all episodes
    Download on the App Store
    THE NEW WORK PLAYBOOKBy Annett Burger