The Smart Manager : 2019-02-12
You Can’t Listen, If You Don’t Stop Talking Goulston : 34 : 32
You Can’t Listen, If You Don’t Stop Talking Goulston
Muniinder K Anand is Managing Director India & South Asia, Center for Creative Leadership. 32 www. thesmartmanager.com The Smart Manager Jan- Feb 2019 listening to understand Research in the past has indicated that employees who don't believe their bosses are listening to them are less likely to offer helpful suggestions and new ideas. This makes it imperative for leaders to stop hearing and start listening, actively.* L istening is the ability to accurately interpret and receive messages during the communication process. It is not just a passive process but is in fact an active process that requires a certain degree of focus and engagement. It is quite separate from the process of ‘hearing’, which merely means registering the sounds around you. Listening means not only receiving the message but also deciphering it; it also means closely observing the speaker and noting how the message is told, the verbiage, the voice, intonation, pitch, and also the body language of the speaker. In other words, it means being aware of both obvious and subliminal cues. Your effectiveness as a listener depends on your ability to distinguish between these cues and understand them.
In my experience, most managers and leaders do not pay enough attention to listening, as they take it for granted, and believe themselves to be great listeners. They often end up being surprised, when presented with feedback from their bosses, team members, and peers regarding listening. The feedback often reveals that others see them as inconsiderate, impatient, arrogant, or judgmental. If these perceived behaviors are not corrected,
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