The CEO as Listener-in-Chief: What Executives Really Hear (and Miss) from Employees

  • 33 min

The CEO as Listener-in-Chief: What Executives Really Hear (and Miss) from Employees

Culture Over Coffee

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In this episode of Culture Over Coffee, Catherine Badalamente, President and CEO of Graham Media Group, joins Beth to talk about what it really means to lead as listener-in-chief, and how active listening can strengthen trust, reveal hidden cultural challenges, and help employees thrive.

Catherine shares powerful takeaways including:

• Why real listening goes beyond surveys and meetings
• How to make it a daily intentional practice
• How toxic high performers quietly erode the culture
• And what leaders can do to hold people accountable without sacrificing performance.

Hear the full conversation and explore more ways to build a culture where people feel valued, heard, and inspired.

Top Takeaways

• Listening isn’t passive. It’s a leadership superpower. Leaders who listen with intention unlock trust, insight, and innovation.

• Surveys reveal what assumptions often hide. Catherine discovered deep cultural issues only after inviting honest employee feedback.

• Toxic high performers erode culture. Allowing toxic behaviors in the name of performance can quietly degrade morale and drive top talent away.

• Growth guides strengthen loyalty. One-on-one conversations about employee goals open doors for career development and retention.

• Culture isn’t built on perks. It’s built on trust, accountability, and consistency, especially when it comes to listening.

What It Means to Be Listener-in-Chief

Catherine believes that great leadership starts with listening (not just hearing words, but understanding people).

She traces her listening roots to her background in sales, where tuning into customer needs was key. Now, as CEO, she applies that same approach inwardly, listening to employees, communities, and clients.

“Listening has to be a daily priority. It’s how we solve problems, uncover truths, and move the organization forward.”

Her listening practices include:

• Town halls with open Q&A

• One-on-one employee conversations

• Anonymous employee surveys

• Frequent visits to local stations

From Hearing to Understanding

In fast-paced leadership roles, it’s easy to fall into the trap of “hearing” without truly listening. Catherine emphasizes the need for focus and consistency.

“If you don’t carve out the time to really listen, you’ll miss the insights that matter most.”

She recalls a pivotal moment: results from their first engagement survey revealed major cultural issues she had been unaware of. The assumption? Everyone was happy. The reality? Many felt overworked and underappreciated.

The Risk of Making Assumptions

Catherine’s journey underscores the danger of assumption in leadership.

In another example, she assumed a long-time colleague on the corporate side was content in his role. Only through a “Growth Guide” conversation (a one-on-one focused solely on career goals) did she discover he aspired to run a local station. He’s now serving as a general manager.

“Had I not asked, I would’ve missed out on a great leadership fit.”

Toxic High Performers: A Cultural Blind Spot

One of the most damaging blind spots leaders face? Toxic high performers: employees who deliver results but undermine trust and morale.

“They can drive away great talent, erode culture, and even create legal risks.”

Catherine urges leaders to avoid compromising values in the name of performance and to act decisively when team dynamics suffer as a result.

Listening to the Quietest Voices

Some employees are more vocal than others but, often, it’s the quieter voices that hold the most valuable insights.

Catherine advises leaders to:

• Create psychological safety

• Invite contributions from all levels

• Follow up and show action

“The first time someone speaks up and sees no change (or worse, faces backlash) it breaks trust. Listening has to be safe and consistent.”

Why Feedback Surveys Still Matter

Despite the emotional toll of reading thousands of employee comments, Catherine remains committed to regular engagement surveys.

She acknowledges the difficulty (“I’ve gone through the seven stages of grief reading them”), but insists on their value.

“If we don’t ask, we can’t improve. If we ask and don’t act, we lose trust.”

Listening ≠ Perks: A Deeper View of Culture

Fun perks like pizza parties or ping-pong tables are great, but they’re not substitutes for addressing real cultural challenges.

“Culture is shaped through trust, accountability, and action... not free snacks.”

Catherine reiterates that real change stems from tough conversations, fair workload distribution, and developing people intentionally.

A Simple Shift for Better Listening

So where can leaders begin?

Catherine’s answer: Start with growth conversations. A tool like a “Growth Guide” can be transformational.

Sit down with employees annually to ask:

• Where do you want to go in your career?

• What kind of development do you need?

• How can I support your goals?

“It’s not about performance. It’s about people. That consistency shows you truly care.”

Final Thoughts

Listening, deep, intentional listening, isn’t just a skill. It’s a cultural strategy.

As Catherine reminds us, when employees feel heard, they thrive. And when employees thrive, the organization thrives.

Whether it’s through surveys, conversations, or town halls, listening well (and acting on what you hear) is the heartbeat of a healthy culture.

FAQ: Leadership and Listening

Q1: What’s the difference between hearing and active listening in leadership?
A: Hearing is passive. Active listening requires focus, empathy, and follow-up. It means asking deeper questions, creating space for honest feedback, and acting on what’s heard.

Q: What’s a “Growth Guide” and how does it impact culture?
A: A Growth Guide is a one-on-one career conversation between a leader and their direct report, focused solely on that employee’s goals, aspirations, and development (not performance reviews). Used consistently, it strengthens loyalty, uncovers hidden ambitions, and fosters trust.

Q3: What should leaders do when feedback reveals tough truths?
A: Don’t avoid it. Acknowledge it, look for patterns, and take action. Transparency about what can and can’t change builds trust and employees notice when leaders genuinely respond to feedback.