Study after study has shown that listening is critical to leadership effectiveness. So, why are so few leaders good at it?
Too often, leaders seek to take command, direct conversations, talk too much, or worry about what they will say next in defense or rebuttal. Additionally, leaders can react quickly, get distracted during a conversation, or fail to make the time to listen to others. Finally, leaders can be ineffective at listening if they are competitive, if they multitask such as reading emails or text messages, or if they let their egos get in the way of listening to what others have to say.
Instead, leaders need to start by really caring about what other people have to say about an issue. Research also shows that active listening, combined with empathy or trying to understand others’ perspectives and points of view is the most effective form of listening. Henry Ford once said that if there is any great secret of success in life, it lies in the ability to put oneself in another person’s place and to see things from his or her point of view –as well as from one’s own.
Research linked several notable behavior sets with empathic listening. The first behavior set involves recognizing all verbal and nonverbal cues, including tone, facial expressions, and other body language. In short, leaders receive information by all senses and not just hearing. Sensitive leaders pay attention to what others are not saying and probe a bit deeper. They also understand how others are feeling and acknowledge those feelings. Sample phrases include the following: Thank you for sharing how you feel about this situation, it is important to understand where everyone is coming from on the issue; Would you share a bit more on your thoughts on this situation; You seem excited (happy, upset…) about this situation, and I would like to hear more about your perspective.
The second set of empathic listening behaviors is processing, which includes the behaviors we most commonly associate with listening. It involves understanding the meaning of the messages and keeping track of the points of the conversation. Leaders who are effective at processing assure others that they are remembering what others say, summarize points of agreement and disagreement, and capture global themes and key messages from the conversation. Sample phrases might include the following: Here are a couple of key points that I heard from this meeting; here are our points of agreement and disagreement; here are a few more pieces of information we should gather; here are some suggested next steps—what do you think?
The third set of behaviors, responding, involves assuring others that listening has occurred and encouraging communication to continue. Leaders who are effective responders give appropriate replies through verbal acknowledgements, deep and clarifying questioning, or paraphrasing. Important non-verbal behaviors include facial expressions, eye contact, and body language. Other effective responses might include head nods, full engagement in the conversation, and the use of acknowledging phrases such as ‘That is a great point.’