The Art of Listening
Albert BarraNovember 19, 2019 · 2 min read
Unfortunately, the way society is evolving—with us communicating more through phones and digital media, and in the age of social media—is leading us towards a form of interaction in which personal ego prevails over concern for others.
Many conversations seem like a series of monologues, with one person speaking while others simply wait for their turn to say what they want to say.
Listening can be particularly challenging for anyone in a leadership role, given all the pressures they face. Dozens of unread emails pile up every hour, and calendars are filled with back-to-back meetings.
Listening is essential to effective leadership for two distinct reasons.
First, to navigate the disruptive forces affecting every industry, leaders realise they need to build a team that brings diverse perspectives and experiences to the challenges their business faces. Doing this well is only the beginning. Once they have assembled a diverse team, leaders must draw out opinions through intentional listening.
I like to remind myself of the acronym WAIT in meetings: “why am I talking?” It is a powerful reminder to let others share their views first, because sometimes it seems we talk too much in an attempt to prove something or show off.
The second reason listening is such a crucial skill is that the higher one rises in an organisation, the more likely they are to become trapped in a bubble. Listening therefore becomes a kind of radar that must be used to sense not only what people say, but also what their body language suggests they are keeping to themselves.
A good leader must actively fight to step outside their bubble so they know what is really happening within their business, and listening carefully is an effective way to do so.
Listening is essential to effective leadership for two distinct reasons.
First, to navigate the disruptive forces affecting every industry, leaders realise they need to build a team that brings diverse perspectives and experiences to the challenges their business faces. Doing this well is only the beginning. Once they have assembled a diverse team, leaders must draw out opinions through intentional listening.
I like to remind myself of the acronym WAIT in meetings: “why am I talking?” It is a powerful reminder to let others share their views first, because sometimes it seems we talk too much in an attempt to prove something or show off.
The second reason listening is such a crucial skill is that the higher one rises in an organisation, the more likely they are to become trapped in a bubble. Listening therefore becomes a kind of radar that must be used to sense not only what people say, but also what their body language suggests they are keeping to themselves.
A good leader must actively fight to step outside their bubble so they know what is really happening within their business, and listening carefully is an effective way to do so.