Professional Documents
Culture Documents
Boies comes over to say hello to Dave and join the pair for a
drink. A few minutes later, Dave gets up to make a phone call
outside. It turns out to be a very long call: Boies stays at the bar
and talks to my friend Tom for 45 minutes. What they discussed
is not relevant to this column. What is relevant is Tom’s
recollection of the encounter.
“I’ve never met Boies before,” he said. “He didn’t have to hang
around the bar talking to me. And I have to tell you, I wasn’t
bowled over by his intelligence or his piercing questions or his
anecdotes. What impressed me was when he asked a question, he
waited for the answer. He not only listened, he made me feel like
I was the only person in the room.”
I’m not sure why all of us don’t present ourselves the way Boies
did all the time. We’re certainly capable of doing so when it really
matters to us.
will ask all the right questions and will focus on the answers with
the concentration of a brain surgeon operating inside a patient’s
skull. If we’re really smart, we’ll calibrate the conversation to
make sure we don’t talk too much.
The only difference between the great and near great in business,
politics, entertainment and any other field is the great ones do
this all the time. It’s automatic. For them, there’s no on-off switch
for caring, empathy and showing respect. They don’t rank
personal encounters as A, B or C in importance. They treat
everyone well -- and everyone notices.
The ability to make people feel like they’re the most important
person in the room when you’re with them is the skill that
separates the great from the near great. In my next column, I’ll
write more about how you can achieve this state of focused
listening.