Listening can pay dividends
‘‘It’s easy to think, ‘I’m the manager, I’m supposed to know what I’m doing, so it may make me look weak if I ask for help’,’’ Selden says.
‘‘There’s only a very slight difference between self-confidence and arrogance.’’
Arrogant managers say they have the answer to addressing a challenge or problem whereas self-confident managers know there is an answer, but they may not necessarily have it themselves.
Managers need to write down what they think may be important to remember in the future.
It can include how major challenges are overcome, what did not work and what will occur differently next time.
‘‘Review your journal once a week on a designated day and time,’’ Selden says.
‘‘Certainly trust your gut instinct, but before jumping into action reflect, ‘Is this the best approach for this issue at this time?’,’’ Selden says.
Great leaders are willing to admit when they are wrong and admitting mistakes shows you are human.
‘‘It also builds trust and respect,’’ Selden says.
‘‘Ask them for their input in solving the issue or improving their performance,’’ Selden says.
‘‘If you have not had some training in giving feedback, ask your manager.’’
Managers who have been in the role for nine months need to seek informal or formal feedback from their manager to review their own performance.
‘‘Look for a manager within your organisation whom everyone respects,’’ Selden says. ‘‘Build a relationship with that person and over time, this friendship should turn into a mentoring relationship.’’
Young, new managers have energy and potential to move up the corpor- ate ladder, but lack experience. ‘‘In 12 months, make sure your manager will be telling his or her colleagues it was a great decision to promote you,’’ Selden says. THE key to improving a candidate’s success in any interview is to listen to what is actually being said.
Asking a question that has already been answered or unknowingly repeating a point that’s already been made can kill off any potential career hopes.
Recruiters and HR people have long complained about candidates who lack strong communication skills during the interview process.
However, experts say the average person remembers only a fraction of what is said to them.
Psychotherapist Gilda Carle says that in a conversation, people spend 55 per cent of the time focusing on body language and 38 per cent of the time on vocal intonation.
That leaves only 7 per cent to devote to what the other person is saying.
‘‘We’re terrible listeners because we are distracted by these non-verbal cues as opposed to what we should be hearing,’’ Carle says.
Communications expert Cherie Kerr says part of the problem is that people get distracted during a conversation.
‘‘There is so much going on, it’s difficult to focus on what people are saying to us,’’ she says.
Listening skills can be improved with practice, though, and she says people need to concentrate on the ‘‘now’’ in any conversation and pay attention to every word spoken.
‘‘If we don’t, we might miss a critical cue or idea,’’ she says.
A good salesperson is always listening and paying close attention to what his or her prospects or customers are saying.
Kerr says one way to remember what people say is to repeat back to the person what they are saying.
This will also reassure the other person that you understand their point.