Why Listening is Key to Effective Leadership
Introduction:
In today’s fast-paced and ever-changing business environment, effective leadership is crucial for the success of any organization. While many leaders focus on setting a vision and making decisions, one key attribute that often gets overlooked is listening. In this article, we will explore the significance of listening in leadership and its impact on employee engagement, decision-making, and overall organizational success.
The Power of Nosy Talk:
One of the most powerful management techniques is nosy talk, which involves actively listening to your employees and asking follow-up questions. When leaders show genuine interest in their employees’ thoughts and ideas, it creates an instant positive impact. Initially, there might be some caution from employees who are not accustomed to having such conversations with their bosses. However, once they realize that their voice is being heard, they become more open and engaged. The magic of nosy talk lies in making employees feel valued and understood.
The Importance of Feeling Heard:
When leaders listen attentively to their employees, they make them feel heard and appreciated. This sense of validation and acknowledgment fosters trust and strengthens the bond between leaders and their teams. Psychologists have found that reflecting back what someone has said, also known as mirroring, is an effective listening technique. In fact, a study evaluating therapy sessions found that reflecting what the patient said was the most effective technique among others like confrontation and offering support. However, it is essential for leaders to genuinely listen and not just go through the motions, as people can tell when someone is not truly engaged in the conversation.
Lessons from Thought Leaders:
Several thought leaders have emphasized the importance of listening in leadership. Stephen Covey, in his book “The 7 Habits of Highly Effective People,” wrote about the power of empathic listening. Similarly, psychologist and author Daniel Goleman highlighted listening as a crucial component of a leader’s emotional intelligence. Despite such advice from experts, many leaders still struggle with active listening. One reason is that leaders often focus more on what they are going to say next instead of truly listening. Moreover, listening is not always considered an important attribute by leaders or the educational programs that train them. A study of undergraduate business programs in the US found that only 11 percent of the curriculum focused on listening skills.
Beyond Techniques: Believing in the Power of Ideas:
Listening is not just about mastering techniques like reflection and asking questions; it goes deeper than that. Leaders must believe that their teams have valuable ideas and knowledge. After all, employees are the ones who perform their jobs daily and possess firsthand insights. By showing interest in their views, leaders can tap into a wealth of knowledge and innovative ideas. Unfortunately, many employees may not realize that their leaders are genuinely interested in their perspectives. This lack of recognition can lead to disengagement and a loss of motivation. By actively listening and asking curious questions, leaders demonstrate that they value their employees’ opinions and are willing to consider their suggestions.
The Role of Listening in Meetings:
Effective listening is not limited to one-on-one conversations but also plays a crucial role in meetings. When chairing a meeting, leaders are more likely to achieve productive results if they prioritize listening in the initial phase. Encouraging participants to share their thoughts allows leaders to understand different perspectives and gain insights into the ways different groups think. Using the same reflective listening techniques during the meeting, leaders can summarize different points of view and demonstrate their understanding of both the words and underlying emotions. This inclusive approach increases the likelihood of cooperation and support for the leader’s final decision.
Preventing Disaster through Curious Listening:
Listening with curiosity can also serve as a preventive measure to avoid potential disasters. In instances where major issues or problems go unnoticed, organizations can suffer significant negative consequences. The lack of a culture that encourages expressing doubts or concerns can lead to disastrous outcomes. For example, the collapse of Silicon Valley Bank could have been prevented if there was a culture of open communication and listening to concerns. By fostering an environment where feedback is valued and acted upon, leaders can encourage employees to speak up and share their observations, thus avoiding potentially detrimental situations.
Going Beyond Listening:
While listening is undoubtedly a critical skill for leaders, it should not stop there. Leaders must demonstrate a willingness to act on the feedback they receive. Employees need to see tangible results from their input, as this further reinforces the value of their ideas and opinions. By incorporating employee suggestions into decision-making processes, leaders can build trust and empower their teams. Additionally, leaders should actively communicate and provide feedback to employees, ensuring that their efforts are recognized and appreciated. This two-way interaction strengthens the relationship between leaders and their teams, leading to higher levels of engagement and productivity.
Conclusion:
Listening is an essential attribute of effective leadership. By actively listening and reflecting on what employees have to say, leaders create an environment of trust, engagement, and innovation. The power of listening lies not only in the techniques used but also in the belief that employees have valuable ideas and insights. By valuing their opinions, leaders can tap into a wealth of knowledge and drive organizational success. Moreover, listening serves as a preventive measure, helping leaders avoid potential disasters by encouraging open communication. In a world where leaders are often expected to have all the answers, embracing the power of listening can set them apart and make a significant impact on their teams and organizations.
Summary:
In today’s high-paced business world, effective leadership goes beyond setting a vision and making decisions. One often overlooked aspect of leadership is the power of listening. Actively listening to employees and valuing their ideas can foster trust, engagement, and innovation within the organization. Reflecting on what has been said and asking follow-up questions are crucial techniques that make employees feel heard and valued. Despite expert advice from thought leaders, many leaders struggle with active listening, often focusing more on what they are going to say next. Nevertheless, by prioritizing listening in meetings and creating a culture of open communication, leaders can prevent potential disasters and encourage employees to speak up. However, listening should not stop at gathering feedback; leaders must also take action and recognize the efforts of their employees. By embracing the power of listening, leaders can establish strong relationships and drive organizational success.
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The writer is a contributing editor for FT and author of ‘Inside the Leaders’ Club: How Top Companies Manage Pressing Business Issues’
Of all the management techniques, few are as powerful as nosy talk. If someone on your staff tells you how your work is going, or how you think it should change, or what the organization should do differently, say “tell me more” and ask a few follow-up questions. It has an instant effect. There may be some initial caution, especially if people aren’t used to having these kinds of conversations with their boss. But after that, they often open their eyes wide, or nod and open. If you haven’t, give it a try. Is magic.
Why does it work? Because people feel heard. They feel that they matter. You can also accomplish this by repeating back what you have just been told. Psychologists call it “mirroring.” A 2009 study evaluating randomized controlled trials of therapy sessions in the US and Norway found that of all the techniques counselors tried, including confrontation, questioning, and offering support, “the therapist listens carefully and reflects what the patient said” was the most effective. The “listen carefully” part is vital. People know when you’re just going through the motions.
Some writers have told business leaders this for years. Stephen Covey wrote about empathic listening in his 1989 book The 7 Habits of Highly Effective People. Psychologist and author Daniel Goleman wrote that listening was an essential component of a leader’s emotional intelligence.
Why don’t leaders listen? Partly because, as Covey wrote, they’re thinking about what they’re going to say next. And partly because listening is not an attribute that many leaders thinking is important. They think leaders should lead and set a vision. They are at the top because they have the answers. Those who educate leaders often don’t think listening is important either. A 2015 study of US undergraduate business programs found that 76 percent included an oral presentation and 22 percent included some aspect of conversation. Only 11 percent focused on listening.
You can learn the techniques of listening, reflecting, asking questions, but there is more to it than that. He must believe that his teams have interesting ideas. Luckily, they are bound to have them. They do their job every day and know them better than anyone. If they coordinate supplies, they know the vendors. If they deal with clients, they learn what impresses or dislikes them.
But your people don’t always know that you are interested in their views. This can have a pernicious side effect: they may lose interest in their own knowledge or become disengaged from work altogether. Why bother if it doesn’t make any difference?
By listening and asking interested questions, you may decide to do what your staff think you should do, or you may conclude that you need to do something else, or nothing at all. Your employees may not be happy, but at least they have been heard.
The same applies to chairing a meeting. You are much more likely to achieve a productive result if you spend the first part simply listening, encouraging others to speak. As people share their thoughts, you can start to see the ways different groups think. You can use the same listening techniques with each group: reflect, ask for more information. As the meeting progresses, you can summarize different points of view. You need to do this in good faith, showing that you have understood not only people’s words, but also the feelings behind them.
After that, you can announce your decision: despite the listening, leading is still to be decided. Those who argued against your choice at least know that you took their views into account and are more likely to cooperate with your course of action.
Listening with curiosity can also prevent disaster. When I asked management experts why they thought no one spoke up inside Silicon Valley Bank before it collapsed, or at JPMorgan Chase when it kept Jeffrey Epstein as a client, they said it was because there was no culture of expressing doubt. People thought that speaking out would make them stand out and leave them vulnerable to victimization.
If, as a leader, you’re known for getting feedback and engaging with it, people are more likely to bring problems ahead to your attention. Having those “so what are you saying” or “tell me a little more” conversations doesn’t just lead to a more engaged workforce. It could save your organization and your reputation for leadership.
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