An anonymous quote reminds us that: "The greatest problem in communication is the illusion that it has been accomplished." Although communication is both speaking and listening, enhancing listening skills is the real means to "accomplishing" communication.
Active, involved listening provides an opening for creativity, partnership, and invention. To succeed, it is particularly important for managers to invest time and effort to develop and improve their listening skills. That's why this article provides some exercises that managers can engage in and practices they can implement to help them further recognize how well they are listening and how to practice listening in a way that enhances and accomplishes real and effective communication.
Many managers can point to examples of their exceptional communication skills — most of those illustrations demonstrate a superior ability to speak. However, listening is a completely different issue. One of the quickest ways to clear up any misconceptions about our ability to listen effectively is to complete the following exercise with a partner who is also interested in developing his or her listening skills.
Even good listeners find the exercise somewhat frustrating. However, there is a great deal to be learned from it. First, the listener will discover very quickly the degree to which he or she does not listen to what is actually being said. Some listeners will find it difficult to concentrate on what the other person is saying, and others will be challenged by the instruction to recreate the exact words of the speaker. Some will become aware of how distracted they are when someone is speaking to them, and others will notice that they are always adding something to the words being spoken.
Speakers may find that they have a hard time remembering what they said. They don't even listen to their own words! Other speakers may find that they have a tendency to give in and let someone off the hook who got "most of it" right.
In any case, the exercise is an eye-opening experience for all who participate. In a world where effective communication is a must for managers and supervisors, this exercise points to the disparity between the way things are and the level of communication that managers and supervisors desire. This disparity is fertile ground for training and development.
There are three primary components of active listening:
Putting these components into use takes practice. It is a good idea to practice these tools with one another, in a controlled environment before we begin to use them in our regular communications with employees, staff, and volunteers. Get a partner, and practice some listening tools by completing the following exercise.
Get a partner. Choose an A and a B. Each person should select a scenario from the suggested situations provided.
Once you begin to recognize the filters that influence your ability to listen to others, and once you have developed the skills needed to listen actively, your potential and opportunity for engaging in effective communication in the workplace is greatly enhanced. The impact of expanded, effective communication on the employer's ability to meet the organization's goals is immeasurable.
Managers and supervisors who expand listening skills are better communicators; they listen and speak more clearly. When employees have the experience of being "heard" and are given clear and unambiguous instructions and requests, the results for both the employer and employee can be dramatic.
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