“Listen more than you talk.”
While that might seem counterintuitive for a boss in a position of authority, it is a direct quote from one of the most famous bosses in the world, business titan and founder of the Virgin Group, Sir Richard Branson. It speaks to the idea that successful, powerful, and influential leaders understand the value of hearing all sorts of perspectives, not just their own. Here’s another Branson nugget: “Being a good listener is absolutely critical to being a good leader; you have to listen to the people who are on the front line.”
When introducing a concept I want you to buy into, what better way than to pull a quote from one of the most iconic and successful business titans on the planet, Sir Richard Branson. But you don’t have to be Richard Branson to understand the value of listening, and not just barking out orders. One of the most prolific listeners I have come across is former Chicago agency boss Rich Jernstedt. Rich grew up in Oregon, in a family that valued asking questions. Upon meeting someone new, they would ask, ‘Did they ask good questions?’ That was a nod to someone’s inquisitive nature and their ability to take an interest in someone else.
As for how that translates someone’s leadership style, Rich equates listening to making an investment in the employee, saying, “The first thing that comes to mind is I always tried to develop a relationship with everybody in the company that signaled to them that I was comfortable listening to them and hearing them and finding out what was on their minds and that they could trust me with whatever information they gave me, that I wasn’t going to do anything that put them in an awkward position.”
How Good Are You At Listening To What’s Being Communicated?
“To Overcommunicate, You Must First Listen” is the second chapter in my upcoming book Overcommunicate: A Guide for Business Executives and Aspiring Leaders, which will be published in early 2026. As I mentioned in my last blog, to overcommunicate, by my definition, is to make sure you have clearly articulated your goals and expectations to your team, so that you are aligned and focused on your top business priorities. It is NOT about micromanaging or sending your team a mountain of emails that will never be read. I am grateful that Kraig encouraged me to share information and concepts about Overcommunicate in this blog.
Listening cannot be transactional or a me-first exercise. To truly get the most out of it, you need to be non-judgmental, unless you are asked to be. As Rich observes, “I think the main purpose is to take on the information, be neutral. If you are, you’ll learn more. The speaker won’t think that you’ve got some preconceived notion and therefore start to temper what they tell you. If you’re neutral and just taking it on, they’ll talk. There are lots of questions that you can ask…to help them know that you’re paying attention and that you’d like to know more. And the more insight you get, obviously, the better.
These are just a few ideas from the chapter on listening I hope you have found helpful. Of all the chapters I have written, this concept about listening is the one I have worked hardest to improve, both in my professional and personal lives. It is an honor to share this with you while working on Overcommunicate, which will be published in early 2026.