How the Feedback Loop model helps leaders move from reaction to reflection
For most leaders, receiving feedback can feel uncomfortable. Our instinct is to defend, explain, or justify. Yet feedback, when approached with openness, can be one of the most powerful tools for self-awareness and growth. The Ears of a Leader practice challenges us to listen beyond the words, applying the Receiving Feedback Loop to turn feedback into meaningful action rather than emotional reaction.
The first step in the Feedback Loop is being in the right frame of mind to receive feedback. When we’re defensive, distracted, or emotionally reactive, we simply can’t process input constructively. Great leaders pause before feedback conversations to center themselves, taking a breath, quieting inner dialogue, and setting an intention to listen with curiosity rather than judgment.
(more…)Good listening is not just about understanding the words being said. It is also about allowing space for the other person to refine, clarify, or add more detail. Even if you believe you have captured their message perfectly, offering the opportunity for them to expand builds trust and deepens understanding.
Many conversations stop too soon because the listener assumes they have all the necessary information. While this may sometimes be true, it can also cut off valuable insights that come after a pause or follow-up question. When you make room for the other person to elaborate, you often uncover details that change the way you think about the situation.
(more…)Staying fully present in a conversation is one of the most powerful skills a leader can develop. Yet even with the best intentions, it is easy to get distracted. Sometimes the cause is external, like noise or interruptions. Other times, the real distraction comes from within.
Internal distractions are often harder to spot. You might be replaying a difficult meeting in your head, worrying about a deadline, or feeling defensive about what is being said. These thoughts and emotions pull your attention away from the person speaking, even if you appear to be listening.
(more…)by Michelle Cummings
Listening is one of the most important skills in leadership – but it’s also one of the easiest to fake. You can nod, smile, and even repeat back a few words, all while planning your next comment. But true listening asks something deeper: patience. And nothing reveals a listening gap faster than interruption.
Most interruptions don’t come from a place of disrespect. They come from habit, urgency, or the belief that we already know what’s coming next. But when we interrupt or shift the conversation before the speaker finishes, we cut short more than their words. We cut short their thinking, their trust, and their willingness to fully engage.
(more…)by Michelle Cummings
Communication is more than talking. It’s a two-way process that requires both clarity from the sender and presence from the receiver. But too often, we focus on crafting the perfect message and forget that communication only succeeds if someone truly hears it. That’s where active listening makes all the difference.
The classic sender-receiver model reminds us that every message travels through a channel – and every channel has noise. In modern workplaces, that noise is everywhere: notifications, emails, multitasking, and mental distractions. As a result, messages often get distorted or lost before they land. Active listening is the skill that cuts through that noise.
(more…)In fast-moving workplaces, it is tempting to hear part of a message, make an assumption, and act right away. While this can feel efficient, it often leads to misunderstandings, rework, and frustration. Taking a moment to confirm you understand the other person’s message can prevent unnecessary mistakes and strengthen trust.
Checking for clarity is a simple habit with a big payoff. It starts with active listening, giving your full attention to what is being said. Then, before responding or taking action, you restate what you heard in your own words and ask if you have it right. This step ensures you are acting on accurate information.
(more…)For many leaders, listening is not the challenge, waiting is. The moment someone shares a problem, the instinct is to offer a solution, give advice, or respond immediately. This comes from a good place, but it can unintentionally shut down the conversation before the other person has fully expressed themselves.
Real listening means resisting the urge to jump in too soon. When you move too quickly to fix or advise, you may miss important details, misunderstand the situation, or overlook what the other person truly needs in that moment. Sometimes they need answers, but other times they need understanding, validation, or space to process.
(more…)Every leader knows the importance of listening, yet distractions are a constant challenge. A phone vibrates. A notification pops up. Someone walks by your office. Even your own thoughts about the next meeting or unfinished work can pull you away from the person in front of you. These moments matter more than we think.
The first step toward being fully present is noticing when your focus slips. Distraction often starts small. Your eyes flicker toward an email alert, or your mind wanders to a pending decision. These tiny moments may seem harmless, but they interrupt the connection and reduce your ability to truly hear the other person.
(more…)In today’s fast-paced world, distractions are constant. Phones buzz, emails pile up, and our to-do lists run through our minds even while someone else is speaking. For leaders, this can be costly. If your attention drifts during a conversation, you may miss key details, overlook emotional cues, or send the unspoken message that the other person’s words are not a priority.
Recognizing when you are distracted is the first step toward better listening. Distraction is not always obvious. Sometimes it is as small as thinking about what you will say next or glancing at a notification. Other times it is a mental drift into the next meeting or a looming deadline. These moments pull you out of the present and weaken the connection.
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