Rule #7: Listen More, Talk Less, and Be Decisive When the Time Comes
When people ask me to name a CEO I genuinely admire, my answer is immediate: Satya Nadella. Microsoft’s boss doesn’t necessarily seek the spotlight (naughty, naughty Elon), but he certainly deserves it. Nadella is a rock-star CEO, arguably the best in business today, yet he leads with remarkable humility.
Just look at the stats: under his guidance since 2014, Microsoft has experienced one of the most stunning corporate transformations in history. When he took over, Microsoft’s market capitalization hovered around $300 billion. Today, it has soared past $3 trillion, making it one of the most valuable companies on earth. Beyond sheer financial growth, Nadella’s era has redefined Microsoft's culture, transforming it from a bureaucratic "know-it-all" environment into a dynamic "learn-it-all" organization focused relentlessly on innovation, agility, and empathy.
This transformative turnaround isn't just blind luck—it's a direct result of Nadella's clear, consistent leadership principles. His formula to leadership it’s quite simple, so when I first encountered it watching his Wall Street Journal interview, I immediately knew that this this a rule to keep in my toolbox:
"Listen more, talk less, and be decisive when the time comes."
Listening: The Underrated Skill
Most modern business leaders prefer talking. There’s always a new TED Talk, podcast appearance, or social media post. They’re eager for attention, often prioritizing visibility over message. Nadella is the opposite. He’s rarely flashy; instead, he listens closely, deeply understanding the issues before speaking.
His thoughtful approach recalls the wisdom of legendary business thinker & author Peter Drucker, who famously wrote, "The most important thing in communication is hearing what isn't said." Nadella clearly embodies this principle, realizing that effective leaders spend more time absorbing insights than sharing their own opinions.
Listening deeply allows leaders to see beyond surface-level conversations. It helps them sense hidden dynamics, unspoken anxieties, and genuine opportunities. It fosters trust, encourages openness, and ultimately reveals clearer paths forward. But listening alone isn’t enough.
The Plague of Indecision
Today, alongside leaders who talk too much, there’s an epidemic of indecisiveness. Many executives mistakenly equate extensive discussion or excessive analysis with leadership, assuming endless deliberation will somehow yield perfect solutions. Yet, indecision is often more damaging than a quick, imperfect choice.
Jeff Bezos addressed this directly at Amazon, advocating for decision-making with limited but sufficient information. I quoted this before, but I am happy to post this again for it to stick:
"Most decisions should probably be made with somewhere around 70% of the information you wish you had. If you wait for 90%, in most cases, you're probably being slow."
Bezos understood something critical: hesitation is costly. Opportunities don’t pause while leaders deliberate endlessly—they vanish. Effective managers, therefore, balance thoughtful listening with decisive action. Waiting for absolute certainty is not leadership; it’s avoidance.
Satya Nadella practices this philosophy impeccably. He patiently gathers perspectives, listens to experts, weighs input carefully, and then—critically—makes a swift, decisive call. His track record at Microsoft proves the wisdom of this approach.
Personal Reflections: Changing How I Listen
After hearing Nadella's advice, I found myself reconsidering my own management habits, especially my approach to one-on-one meetings. Previously, I often dominated conversations, eager to convey my points clearly, to give advice, or to offer immediate solutions. But after reflecting on Nadella’s simple yet profound guidance, I challenged myself to step back and listen first.
The shift was remarkable. Conversations took on a different quality. Employees shared more openly, feeling genuinely heard rather than merely instructed. More importantly, I began uncovering subtle details—nuances previously missed in my rush to speak or solve problems prematurely. My team didn’t just feel listened to; they felt respected and valued.
And yet, it wasn't enough to listen passively. At critical junctures, I learned to pivot from quiet attentiveness to decisive action. Employees needed not just empathy and understanding—they needed clarity, direction, and resolution. They needed me to act confidently, even when my information wasn't complete.
The combination—listening deeply and then acting decisively—strengthened my leadership. My relationships improved, decisions accelerated, and performance increased. Nadella's approach had taught me a vital lesson about balancing empathy and decisiveness, quiet observation, and confident leadership.
This isn’t just a helpful reminder; it’s a guiding principle that can redefine your leadership entirely.
"Listen more, talk less, and be decisive when the time comes."