Craig Groeschel

And if you learn to do that, it's going to completely change the impact of your leadership because the best wisdom doesn't just come from the questions you ask, but how will you listen and how deeply you process what you hear. The challenge is this, that the longer you lead, the less natural this becomes, right?

And if you learn to do that, it's going to completely change the impact of your leadership because the best wisdom doesn't just come from the questions you ask, but how will you listen and how deeply you process what you hear. The challenge is this, that the longer you lead, the less natural this becomes, right?

And you'll know this intuitively, that you're the leader, and so people wanna know what you think. And because you're the leader, you feel pressure, right? They wanna know what you know, so you're less likely to ask.

And you'll know this intuitively, that you're the leader, and so people wanna know what you think. And because you're the leader, you feel pressure, right? They wanna know what you know, so you're less likely to ask.

And you'll know this intuitively, that you're the leader, and so people wanna know what you think. And because you're the leader, you feel pressure, right? They wanna know what you know, so you're less likely to ask.

And you feel pressure to be good at leading, so you start the meeting, and you lead the meeting, and you conclude the meeting, and most of the time, you end up doing a lot of the talking. And that's a problem, because the one who talks the most learns the least. And so you have to like intentionally work against what I call the natural rush of leadership.

And you feel pressure to be good at leading, so you start the meeting, and you lead the meeting, and you conclude the meeting, and most of the time, you end up doing a lot of the talking. And that's a problem, because the one who talks the most learns the least. And so you have to like intentionally work against what I call the natural rush of leadership.

And you feel pressure to be good at leading, so you start the meeting, and you lead the meeting, and you conclude the meeting, and most of the time, you end up doing a lot of the talking. And that's a problem, because the one who talks the most learns the least. And so you have to like intentionally work against what I call the natural rush of leadership.

We tend to work faster, process faster, move faster. And in conversations, I have to work to slow it down and to listen with intentionality. And you'll probably have to do the same because you lead with an intensity and because your time is valuable and because you're leading with urgency and because your mind is racing, you're often processing faster than other people. And so

We tend to work faster, process faster, move faster. And in conversations, I have to work to slow it down and to listen with intentionality. And you'll probably have to do the same because you lead with an intensity and because your time is valuable and because you're leading with urgency and because your mind is racing, you're often processing faster than other people. And so

We tend to work faster, process faster, move faster. And in conversations, I have to work to slow it down and to listen with intentionality. And you'll probably have to do the same because you lead with an intensity and because your time is valuable and because you're leading with urgency and because your mind is racing, you're often processing faster than other people. And so

It's not uncommon for really good leaders to actually interrupt the person that's speaking. It's not a good quality, but it tends to be common. You have to watch out for that. I do this all the time and I do it less today because I watch for it. And when I catch myself, I always apologize and I'll always say, I'm so sorry I interrupted you, please continue.

It's not uncommon for really good leaders to actually interrupt the person that's speaking. It's not a good quality, but it tends to be common. You have to watch out for that. I do this all the time and I do it less today because I watch for it. And when I catch myself, I always apologize and I'll always say, I'm so sorry I interrupted you, please continue.

It's not uncommon for really good leaders to actually interrupt the person that's speaking. It's not a good quality, but it tends to be common. You have to watch out for that. I do this all the time and I do it less today because I watch for it. And when I catch myself, I always apologize and I'll always say, I'm so sorry I interrupted you, please continue.

Because I respect the person and I genuinely want to hear from them and I don't want to do that. Whenever you catch yourself doing it, stop. Tell them to go on, be quiet and listen. And then when you do, this is important, don't listen to respond. Listen to understand. Someone's going to be talking and you're like going, what am I going to say next? Don't listen to respond.

Because I respect the person and I genuinely want to hear from them and I don't want to do that. Whenever you catch yourself doing it, stop. Tell them to go on, be quiet and listen. And then when you do, this is important, don't listen to respond. Listen to understand. Someone's going to be talking and you're like going, what am I going to say next? Don't listen to respond.

Because I respect the person and I genuinely want to hear from them and I don't want to do that. Whenever you catch yourself doing it, stop. Tell them to go on, be quiet and listen. And then when you do, this is important, don't listen to respond. Listen to understand. Someone's going to be talking and you're like going, what am I going to say next? Don't listen to respond.

Listen to understand them. And you've experienced this. You're sitting in a meeting and someone starts talking. And so you got something to say, right? So instead of truly listening to what they're going to say, you're working on your response already. Don't do that. You're not listening to respond. You're listening to understand. And what I found is Please listen carefully.

Listen to understand them. And you've experienced this. You're sitting in a meeting and someone starts talking. And so you got something to say, right? So instead of truly listening to what they're going to say, you're working on your response already. Don't do that. You're not listening to respond. You're listening to understand. And what I found is Please listen carefully.

Listen to understand them. And you've experienced this. You're sitting in a meeting and someone starts talking. And so you got something to say, right? So instead of truly listening to what they're going to say, you're working on your response already. Don't do that. You're not listening to respond. You're listening to understand. And what I found is Please listen carefully.