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Reflecting on this moment, I initially felt a wave of defensive irritation. I had followed protocol. I had been polite. But as I sat with the memory, the irritation gave way to a deeper, colder discomfort: shame. I had not been listening. I had been managing tasks, not people. The feeling that surfaced most strongly was not regret about the task outcome—the data entry was completed fine by someone else—but rather a sense of lost trust. Sarah did not challenge me. She simply withdrew. In that silent nod, I saw the invisible cost of my assumption: that my logistical logic was more valid than her unspoken need.

The insight I draw is unsettling but necessary. Listening is not merely hearing words; it is pausing to investigate the context behind them. When Sarah asked for the desk role, I heard a preference. I should have heard a possibility—and a person signaling something they could not yet name. My professional practice as a coordinator must now include a new rule: before saying “no” or “let’s stick to the plan,” I must ask one open-ended question. “Help me understand what feels better about that role for you.” That single question would have changed everything. It would have turned a transaction into a conversation. made by reflect 4

Analyze the situation and your feelings to develop insight. What does this experience tell you about your values, assumptions, or professional practice? Reflecting on this moment, I initially felt a