Mark, your list captures the behaviors that help a group feel acknowledgedespecially the emphasis on turn-taking and openness. The point about dissent being encouraged stands out because it signals a shift from compliance to genuine participation, which often boosts morale more than surface-level agreement. Your example about the boss highlights the difference between hearing and actually processing another person's ideas; the contrast makes the outcome easy to see. When leaders slow down enough to ask even one follow-up question, it usually changes how valued the speaker feels. What approach do you think would have helped that early work situation move toward something more collaborative instead of dismissive