Listening is a skill that's vitally important, sadly undertaught, and physically and mentally taxing. In the aftermath of Covid-19, particularly with the shift to remote work and the red-hot job market, it's never been more important - or more difficult - for leaders to be good listeners.

When employees say they want their voices to be heard, they are really saying they want leaders who will not just hear them, but really listen to them. As employees seek more attention, feedback and support, leaders must become more mindful of individual needs in order to more effectively inspire professional development and overall performance.

How well and frequently you listen to others is a better predictor of your leadership potential than your actual intelligence or personality.

by Erica Hersh Every day, environmental health and safety professionals make a myriad of decisions using their technical skills, which have far-reaching impacts for both organizations and the public at large. But while those technical skills are crucial, making the right decisions goes beyond this knowledge.

We may have learned that we need to let people speak without interrupting but taking turns talking does not truly denote listening. And unintentionally hijacking conversations to advise, inject humor, empathize, prioritize efficiency, or insert ourselves into the speaker's narrative is often done with good intentions, but may instead disrupt the human connection we think we're forging.

Are you a good leader? Are you a good listener? What kind of listening do you do? Depending on who you ask or what you read, there are anywhere from three to seven levels of listening. One model that I have found easy to use with leaders is from Better Manager.

The pandemic has changed how employees think about development and your approach as a leader may need to evolve, too.