Success Advice
The Art of Enlightened Listening: How Mastering the Other Side of the Story Sharing Coin Can Make You a Better Person

I’m a storyteller. I’m on this earth to heal the world with stories, whether through the ones I write and tell or the ones I help other people write and tell. We are story-making and story-telling machines. In fact, science has shown that we’re wired for stories, and we need stories to survive. It’s how we create meaning in the world.
Honestly, though, I prefer “story sharing” over “storytelling.” Storytelling implies a one-way transmission with a passive receiver on the other end. Story sharing requires connection. It says: I want to tell you about my experience. I want to be understood and seen. To share a story—a piece of ourselves and our lives—requires vulnerability. (I envision the sharer standing before the listener, arms outreached, offering a gift.)
As listeners, we can unwittingly trample on that vulnerability and send messages that are detrimental to the sharer’s spirit and to any possible meaningful connection with that person. The greatest gift we can give ourselves and others is to get quiet, listen, and create a space for something new.
This notion of quiet listening is not novel, yet it is difficult to master, as the lack of story listening skills shows up in many ways, such as interrupting, interjecting, and parallel conversing.
1. Interrupting
As kids, we were taught to view interrupting as socially rude, so most of us understand why cutting someone off in conversation is not appropriate. Interrupting oftentimes arises from a sense of entitlement. For example, studies have shown that women are interrupted more than men (and usually by men).
Granted, there are times when interrupting can be beneficial, however, in the realm of story sharing, doing so truncates the beneficial energetic flow that occurs between two people when they’re involved in a story sharing endeavor.
How it’s received: Our perception is better, and the story sharer is unimportant.
2. Interjecting
Interjecting comes in the form of advice giving or providing a positive spin, and many people believe they’re doing a good deed by offering solutions or helping the other person “look on the bright side.”
How it’s received: We want to be in a power position or we’re imposing toxic positivity, and either way, the person feels cut off, silenced, and diminished.
3. Parallel Conversing
I’ll be the first to admit that I’m an offender of this one. In the moment, I’m listening, enjoying the other person’s story. Then, it reminds me of a story from my life, which compels me to share it right on the heels of theirs. What feels like an attempt to show likeness diminishes the sharer’s experience and makes it about me. I cringe when I catch myself doing this.
How it’s received: We’re one-upping, and it overshadows and negates the sharer.
“When you talk, you are only repeating what you already know. But if you listen, you may learn something new.” – Dalai Lama
What to do instead
The first step to improving our story listening behaviors is to acknowledge our communication habits. Step back, and take an observer’s view of your behavior during conversations. If you notice yourself interrupting, interjecting, or parallel conversing, ask yourself the following questions.
Interrupters: Am I concerned that I might forget my thought or idea, that the conversation will move forward and I’ll miss my opportunity? Am I attempting to prove them wrong? Do I feel a sense of entitlement? Am I attempting to let the sharer know we’re of the same mind, that they’re not alone?
Whether you’re in a meeting or having a conversation with a friend or family member, you can always circle back later in an email, a phone call, or a follow-up conversation.
Interjectors: Why do I feel the need to offer unsolicited advice? Do I assume that everyone experiences life as I do? Do I believe every person’s solution to every problem should resemble mine? Do I feel a sense of superiority over this person? Do I want this person to stop “venting” or “complaining?”
If the person asks for your advice, still resist. Providing advice, opinion, or insight changes the dynamic between us from an equal exchange to a hierarchical exchange wherein one person assumes a higher position. There is nothing wrong with this, but to work and feel best, it needs to be consensual. Instead, ask questions. A simple “I’m sorry that happened. What are you going to do?” can go a long way.
Parallel conversers: How do I want to connect with this person? Why am I not able to allow silence? Why am I not able to give them the spotlight? How will sharing my story enhance our interaction? Is there another way or time I can share my experience?
When someone shares a story with you, whether it’s a problem, a funny scenario, or an exciting experience, stop for a moment, and say, “That was a great story. Thanks for sharing it.” Or, “That sounds… (incredible, scary, exciting). What was that like for you?” Or, “I’m glad you made it through that,” “I’m happy you were able to…” After you’ve acknowledged their experience, you can say, “I had something similar happen to me once. Do you mind if I tell you that story?”
Understand that we’ve all had vastly different experiences—even when growing up in the same family, under the same roof—because we process life differently, depending on our internal chemistry, our wiring, and our age and developmental evolution at the time life-shaping events occurred.
Turn the mirror onto yourself. Being a good story listener is oftentimes more challenging than being a good story sharer because to be a good story listener, we need to have a certain level of self-awareness and self-love.
When we possess these qualities, we can be at peace with being who and what we are in any given moment. In turn, we’re able to accept others in the same way without feeling the need to impose ourselves, assume a superior status, or control their experience. We can get quiet and listen.
To heal the world with stories, our careful and thoughtful handling of other people’s experiences is crucial. Stories are powerful tools to elicit human connection.
The way we respond to the stories of others can profoundly impact the way they feel and move in the world, and it can do the same for us. When we make room for other people’s experiences, we create space for acceptance, love, and compassion. Whether you’re a parent, teacher, CEO, solopreneur, friend, sibling, or mentor, learning to simply be a witness to others’ story will help us evolve as individuals and as a species.
As Thich Nhat Hanh says, “Deep listening is the kind of listening that can help relieve the suffering of another person. You can call it compassionate listening. You listen with only one purpose: to help him or her to empty his heart…” When we do this, we can transform the world.
Have you ever told a story and dealt with an interjector, interrupter, or parallel converser? If so, please share your experiences below!
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Struggling to keep your team engaged? Here’s how leaders can turn frustrated employees into loyal advocates.

In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”
While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.
Why This Gap Exists
Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.
What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.
Tools and Techniques to Bridge the Gap
Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.
1. Practice Mutual Empathy
Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.
2. Maintain Professional Boundaries
Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.
3. Follow the Golden Rule
Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.
4. Avoid Micromanagement
Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.
5. Empower Employees to Grow
Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.
6. Communicate in All Directions
Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.
7. Overcome Insecurities
Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.
8. Invest in Coaching and Mentorship
True leaders grow other leaders. Provide mentorship, career guidance, and stretch opportunities so employees can develop new skills. Leadership is learned through experience, but guided experience is even more powerful.
9. Eliminate Favoritism
Avoid cliques and office politics. Decisions should be based on facts and fairness, not gossip. Objective, transparent decision-making builds credibility.
10. Recognize Efforts Promptly
Recognition often matters more than rewards. Publicly appreciate employees’ contributions and do so consistently and fairly. A timely “thank you” can be more motivating than a quarterly bonus.
11. Conduct Thoughtful Exit Interviews
When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.
12. Provide Leadership Development
Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.
13. Adopt Soft Leadership Principles
Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.
The Bigger Picture: HR’s Role
Mercer’s global research highlights five key priorities for organizations:
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Build diverse talent pipelines
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Embrace flexible work models
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Design compelling career paths
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Simplify HR processes
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Redefine the value HR brings
The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.
Treat Employees Like Associates, Not Just Staff
When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.
Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.
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