To succeed in today’s business world, leaders must be proactive, skilled listeners. Leaders who make themselves accessible for conversation and listen regularly are well informed of the goings on in their workplaces. They better understand others’ opinions and attitudes and are able to take this information into consideration when making decisions.
There are other benefits to listening well. One is building trust. Effective listening conveys a sense that the leader cares about her people, their thoughts, opinions and concerns. A leader also builds stronger commitment within others when people feel that she cares about them personally as well as as how they fit within the organization.
What can leaders do to become better listeners and gain the feedback, confidence, support and buy-in that they seek?
1. See eye to eye—One crucial element of good listening is making strong eye contact. We discussed the importance of this when we detailed how to make a positive first impression. By fixing your eyes on the speaker you will avoid becoming distracted while also showing genuine attention. Eye contact is an important element of all face-to-face communication, even if you know the speaker well.
2. Use receptive body language—Without saying a word, our bodies communicate much about attitudes and feelings. We need to be aware of this in any conversation that we have. If seated, lean slightly forward to communicate attention. Nod or use other gestures or words to signal attention and to encourage the speaker to continue. Visibly put away possible distractors such as your phone. This communicates that there is nothing more important to you right now than this conversation.
3. Stop talking and start listening—This is the most basic listening principle and oftentimes the hardest to abide by. When somebody else is talking it can be very tempting to jump in with a question or comment. This is particularly true when we seek to sound informed, insightful or if we start to feel defensive due to the speaker’s criticisms. Be mindful that a pause, even a long one, does not necessarily mean that the speaker has finished. Let the speaker continue in his or her own time; sometimes it takes time to formulate what to say and how to say it. Never interrupt or finish a sentence for someone. Patient listening demonstrates that you respect others, which is the first step in building trust and rapport. Remember, if you desire to be listened to, then give others the courtesy of listening to them first.
4. Take on their point of view—Approach each conversation from the vantage point of the speaker (his role, past perspectives etc.). Be empathetic and seek to objectively consider their position. Don’t be dismissive, regardless of their rank. Be humble enough to listen carefully, even if you disagree with what is being said. Remember that those who confront and challenge you are ultimately the ones who help you stretch and develop most. True wisdom doesn’t see opposition, only opportunity.
5. Summarize and clarify—When the other person has finished talking take a moment to restate and clarify what you have heard. Use language like, “so, to summarize…” End by asking whether you heard correctly, which will encourage immediate feedback. Not only will this ensure the clearest takeaway on your end, but it will help the speaker feel genuinely heard and valued.
6. Leave the door open—Keep open the possibility of additional communication after this conversation has ended. You never know when new insights or concerns may emerge.
7. Thank them for approaching you—Do not take any conversation for granted. For many employees, requesting a meeting requires that they must summon much courage and rehearse their message time and again. Moreover, you probably learned something useful and meaningful during your talk, information or ideas that may help you as the leader. Few things go as far in building good will as expressing appreciation.
8. Create a listening culture—While all of the above strategies can help leaders make the most of listening opportunities, leaders also need to take steps to create a broader culture in which listening (and therefore communicating) is valued and desired. Cultures typically do not evolve. They are the product of conscious decisions and behaviors that over time become part of the fabric of communal and organizational life. Leaders who actively encourage others to speak, at meetings, by setting up one-to-one meetings, etc. will not only be more likely to really know what people are thinking but will improve morale and increase worker motivation.
Rabbi Naphtali Hoff is an executive coach and consultant and President of Impactful Coaching & Consulting (www.ImpactfulCoaching.com). He can be reached at 212-470-6139 or at [email protected].
By Rabbi Naphtali Hoff
