Todd Davis

Habit five is to seek first to understand, then to be understood. And it's not just about being a nice person, but it is truly, and I'm sure you've experienced this, I have so much greater influence, not power, but influence with someone if I take time to understand them first. Seek first to understand.

Habit five is to seek first to understand, then to be understood. And it's not just about being a nice person, but it is truly, and I'm sure you've experienced this, I have so much greater influence, not power, but influence with someone if I take time to understand them first. Seek first to understand.

Habit five is to seek first to understand, then to be understood. And it's not just about being a nice person, but it is truly, and I'm sure you've experienced this, I have so much greater influence, not power, but influence with someone if I take time to understand them first. Seek first to understand.

Going back to the earlier example, we were talking about the pendulum being swung too far sometimes. So, first of all, if I realize I have a choice, okay, I can tell myself I'm a busy CEO, I have time to meet with people, or I can say, well, wait a minute, people are my business. Our organization is made up of great people. So, all right, that's my choice.

Going back to the earlier example, we were talking about the pendulum being swung too far sometimes. So, first of all, if I realize I have a choice, okay, I can tell myself I'm a busy CEO, I have time to meet with people, or I can say, well, wait a minute, people are my business. Our organization is made up of great people. So, all right, that's my choice.

Going back to the earlier example, we were talking about the pendulum being swung too far sometimes. So, first of all, if I realize I have a choice, okay, I can tell myself I'm a busy CEO, I have time to meet with people, or I can say, well, wait a minute, people are my business. Our organization is made up of great people. So, all right, that's my choice.

And now, how about five, I'm going to take time to sit down with Joe or Susan and say, hey, tell me what's important to you. Tell me why you do things this way or that way. And then really listen. Don't listen with the intent to reply. We teach the and have it fly because we are all programmed and you might be doing that right now. Maybe you're not even looking at me.

And now, how about five, I'm going to take time to sit down with Joe or Susan and say, hey, tell me what's important to you. Tell me why you do things this way or that way. And then really listen. Don't listen with the intent to reply. We teach the and have it fly because we are all programmed and you might be doing that right now. Maybe you're not even looking at me.

And now, how about five, I'm going to take time to sit down with Joe or Susan and say, hey, tell me what's important to you. Tell me why you do things this way or that way. And then really listen. Don't listen with the intent to reply. We teach the and have it fly because we are all programmed and you might be doing that right now. Maybe you're not even looking at me.

You really think that's what you're going to say. I'm teasing you. That's how we all are. We listen but we're already in most cases formulating a response. And I don't think it comes from a bad place. I think we're fixers. We're helpers. And so we hear just enough of the conversation to think, oh, I know what to say. I know how to fix this. I know how to help.

You really think that's what you're going to say. I'm teasing you. That's how we all are. We listen but we're already in most cases formulating a response. And I don't think it comes from a bad place. I think we're fixers. We're helpers. And so we hear just enough of the conversation to think, oh, I know what to say. I know how to fix this. I know how to help.

You really think that's what you're going to say. I'm teasing you. That's how we all are. We listen but we're already in most cases formulating a response. And I don't think it comes from a bad place. I think we're fixers. We're helpers. And so we hear just enough of the conversation to think, oh, I know what to say. I know how to fix this. I know how to help.

And the deepest need of the human heart is to feel understood. Dr. Covey said that, and I couldn't agree more. The deepest need of the human heart is to feel understood. So when you're truly trying to understand someone, just suspend your opinion. Don't throw it away. Suspend your opinion long enough to just hear the other person, really understand where they're coming from.

And the deepest need of the human heart is to feel understood. Dr. Covey said that, and I couldn't agree more. The deepest need of the human heart is to feel understood. So when you're truly trying to understand someone, just suspend your opinion. Don't throw it away. Suspend your opinion long enough to just hear the other person, really understand where they're coming from.

And the deepest need of the human heart is to feel understood. Dr. Covey said that, and I couldn't agree more. The deepest need of the human heart is to feel understood. So when you're truly trying to understand someone, just suspend your opinion. Don't throw it away. Suspend your opinion long enough to just hear the other person, really understand where they're coming from.

And leaders who do that... They have so much more information now to help move their teams, their organizations forward. So habit one, be proactive and then habit five, seek first to understand then to be understood. There's no stopping a leader who models those habits really well.

And leaders who do that... They have so much more information now to help move their teams, their organizations forward. So habit one, be proactive and then habit five, seek first to understand then to be understood. There's no stopping a leader who models those habits really well.

And leaders who do that... They have so much more information now to help move their teams, their organizations forward. So habit one, be proactive and then habit five, seek first to understand then to be understood. There's no stopping a leader who models those habits really well.

I think about countless times when I would be meeting with a leader or an employee who was upset about something in my office and I'm not kidding they'd be there for an hour I probably spoke out of that hour I probably spoke 10 minutes at most they spoke the rest of the time and then they would get up and they would say Todd, this has been so helpful. Thank you so much.

I think about countless times when I would be meeting with a leader or an employee who was upset about something in my office and I'm not kidding they'd be there for an hour I probably spoke out of that hour I probably spoke 10 minutes at most they spoke the rest of the time and then they would get up and they would say Todd, this has been so helpful. Thank you so much.