I recommend allowing others the opportunity to fully express themselves before turning our attention to solutions or requests for relief. When we proceed too quickly to what people might be requesting, we may not convey our genuine interest in their feelings and needs; instead, they may get the impression that we're in a hurry to either be free of them or to fix their problem. Furthermore, an initial message is often like the tip of an iceberg; it may be followed by yet unexpressed, but related - and often more powerful - feelings.

It may be most difficult to empathize with those we are closest to.

To do this, you can bring in nothing from the past. So the more psychology you've studied, the harder it will be to empathize. The more you know the person, the harder it will be to empathize. Diagnoses and past experiences can instantly knock you off the board. This doesn't mean denying the past. Past experiences can stimulate what's alive in this moment. But are you present to what was alive then or what the person is feeling and needing in this moment?

As soon as you say, "are you feeling X because I ..." Then the Jackal starts to salivate because he can educate the person that he's the cause of his pain.

Needs are never conflicting. When we say that, we are only saying that at the moment we aren't seeing how both needs can be met. That leaves an opening. When you think in the way I'm suggesting, you'll often find a way to get most needs met simultaneously.

I wouldn't expect someone who's been injured to hear my side until they felt that I had fully understood the depth of their pain.

If we want to make meetings productive, we need to keep track of those whose requests are on the table.