Chances Are, You Are Not as Good at Active Listening as You Think
Being honestly heard is rare in the workplace. Rushing from meeting to meeting leaves leaders feeling trapped with little time. Most conversations hardly ever get the space to go below the surface with a focus on words rather than their meaning. And the hybrid workplace has not helped. In a digital environment, leaders receive less context and fewer cues due to technology limitations. Alarmingly, McKinsey & Co. seems to have found a leadership blindspot. A recent global survey suggests that most executives believe their workplaces are inclusive, but only 30% of employees believe their opinions count. Listening is a gift that every leader can give. Being heard leaves your team feeling valued, affirmed, and emotionally connected to you. Listening enhances relationships, eases tensions, and builds trust. Here is a quiz you can give your team to test your listening skills and how busy leaders can overcome active listening barriers.
Why does active listening matter?
The skill of active listening is the most effective form of listening. Its benefits are well-documented in the workplace. Evidence suggests that active listening builds trust, improves the quality of relationships, and creates a positive work environment. Employees who feel heard feel better about their work and their leader. Improved relationships reduce stress.
Active listening is a skill that leaders cannot outsource. Listening to your team's and customers' implicit and explicit needs and wants leads to used and valued innovations. Also, evidence suggests that improved perceptions of respect mediate an environment for joint problem-solving and creativity.
3 Active listening skills
Actively listening is your ability to hear and improve mutual understanding. When you actively listen, you pay attention, show interest, suspend judgment, reflect, clarify, summarize, and share to gain clarity and insight. When practicing active listening, you are available to the other person.
Suspending judgment can be tricky for leaders who are pressed for time. Leaders are used to fixing problems quickly, so slowing down can be challenging. The goal of active listening is to hear the other person. Try to understand before you try to be understood. Listening does not mean agreement.
One of the most sincere forms of respect is actually listening to what another has to say. Bryant McGill
Clarifying involves asking open-ended, probing, and clarifying questions. A good starting question is to ask, what's on your mind? And follow it up by asking, and what else? You might be amazed at what you learn.
Actively listening doesn't mean only listening and asking questions. But it is best to share your thoughts, ideas, feelings, and suggestions after you believe you have heard the other person. The part many leaders struggle with is empathic listening. However, statements like, "You aren't the only one feeling that way," or "I felt similarly," help to connect emotionally with followers.
The following short video from Simon Sinek is about creating an environment where the other person feels heard.
Active Listening Skill #1: Verbal Listening
Active verbal listening comprises paraphrasing, reflecting feelings, assumption checking, and questioning skills. The words you use matter. Research comparing verbal and nonverbal active listening skills demonstrated that speaking skills are more critical for improving outcomes than nonverbal skills.
Active Listening Skill #2: Nonverbal Listening
Active nonverbal listening refers to your body language. Eye contact, leaning forward, and an open body position all provide cues of affirmation. Avoid checking your phone, leaning back in your chair, and crossing your arms. Whether intended or not, these are all cues you are not actively listening to the employee.
Active Listening Skill #2: Empathic Listening
Active empathic listening combines verbal and nonverbal listening skills with empathy. Leaders practice this listening by sensing the explicit and implicit feelings being communicated. It is vital to innovation and maintaining close relationships.
2 Ways to overcome active listening barriers
The use of paraphrasing with metaphors and paying attention by slowing down are helpful tips for overcoming common barriers to listening.
Active Listening Tip #1: Paraphrasing with Metaphors
Like playing catch with a ball, when the conversation is tossed to you, you should put what you heard into your own words (paraphrase) and use that to make sure you hear the key points correctly.
A metaphor is a phrase that conveys something typically abstract through a symbolic image with shared understanding. As the saying goes, a picture is worth a thousand words. Metaphors help create connections.
For example, when attempting to clarify, you could state, "It is like driving in the fog at night," instead of asking, "Are you confused?"
Active Listening Tip #2: Paying Attention by Slowing Down
It is easy not to be aware that you are sending unintended signals that you are in a hurry. Put your technology on mute.
Get curious about what they are saying and their emotions. This is not the time to multitask. Be natural and use verbal and nonverbal cues, such as nodding your head or saying yes, to let them know you are engaged.
Active listening does not typically happen in a rushed environment. The key is not to try to force a conversation into an arbitrarily scheduled time frame. Allow the option to reschedule additional time as appropriate.
Take this active listening quiz
When you can't see yourself objectively and don't accurately understand the perspectives of others, you can't make the transformational changes necessary for business growth.
Evidence suggests that despite being very important to employees, employees' perceptions of their leader's listening skills are very low. This is significant because perceptions are proven to influence actions. When employees don't perceive they will be heard, they will unlikely continue to speak up.
Here are a few statements adapted from the research by Longweni and Kroon (2018) developed to solicit feedback from direct reports. You should adjust the wording for different audiences, such as your peers, customers, and leaders. As designed, they are appropriate for use in a formal leadership 360 survey or anonymous pulse survey. I would suggest using a seven-point Likert scale from 1- strongly disagree to 7- strongly agree.
My leader can sense how I feel without me having to say how I am feeling.
My leader reads my non-verbal messages when we are in a conversation.
My leader reflects on my emotions to let me know that they understand how I am feeling.
My leader calms me down when I become angry by reflecting on my feelings.
My leader restates my words to make sure that they understand me correctly.
My leader makes sure to know what I am saying in a conflict situation.
My leader does not justify their actions when I complain about something they have done wrong.
My leader does not get angry or defensive when corrected.
How to encourage others to use active listening
Everyone has been in a situation where they don't feel heard. The next time you encounter that situation, here are a few strategies you can use to try and help bring about the change you want to see in others:
Find common ground. Whether you are getting to know a person or engaging an executive on a complicated topic, starting with something you share in common can help create interest.
Be a role model. Being the change you want to see in the world is a powerful tool for influencing change in the workplace. Don't be the one wanting to be listened to but unwilling to hear yourself. Look in the mirror and assess your skills honestly before fixing someone else.
Let them know. Often, it is not a lack of desire as to why someone is not using active listening skills. If you decide to provide this feedback, you want to use an "I" statement, such as I don't feel like you are hearing me.
How to develop active listening skills
If you are ready to invest some energy into developing your active listening skills, the following strategies are compiled from various studies on active listening.
Daily reflection. Reflect and assess daily how you are doing. Reflect on specific conversations to identify what went well and what still needs improvement. Specifically, focus on how well you pay attention, show interest, suspend judgment, reflect, clarify, summarize, and share to gain clarity and understanding.
Find a mentor or accountability partner. A mentor should be someone that is a skilled active listener. This person can role model and help ask good reflective questions to help you learn.
Find an accountability partner. An accountability partner can also be someone working on building their active listening skills, or they could already be skilled. The key is that they can observe and catch you using or not applying active listening skills.
Focus. Consciously focus on building active listening skills rather than expecting to learn these skills while focusing on another competency.
Experiential practice. You can build active listening skills with training, like physical endurance and strength. Use blended experiential methods that require learning by doing. Active listening is influenced by the context of the conversation and cues that are best understood by doing. Don't just rely on reading about active listening.
Key Summary Points:
Actively listening to employees leaves them feeling valued, affirmed, and connected emotionally with you.
Listening eases tensions and makes productive conflict work where resentment exists.
When you actively listen, you pay attention, show interest, suspend judgment, reflect, clarify, summarize, and share to gain clarity and understanding.
Active Empathic Listening is vital to innovation and maintaining close relationships.
The benefits of active listening are well-documented for building trust and improving relationships and the work environment.
A study of employee perceptions of their leader's listening skills revealed it was the lowest-rated competency despite being very important to employees.
Using metaphors, slowing down, paying attention, and paraphrasing key points are helpful tips when practicing active listening.
Being the change you want to see in the world is a powerful tool for influencing change in the workplace.
You can build active listening skills with practice, like building physical endurance and strength.
References:
Bodie, G., Vickery, A., Cannava, K., Jones, S. (2015). The role of "active listening" in informal helping conversations: Impact on perceptions of listener helpfulness, sensitivity, and supportiveness and discloser emotional improvement. Western Journal of Communication;79(2):151-173.
Center for Creative Leadership. (2019). Active listening: Improve your ability to listen and lead, second edition, 2nd edition. Center for Creative Leadership.
Gearhart, C., Bodie, G. (2011). Active-empathic listening as a general social skill: Evidence from bivariate and canonical correlations. Communication Reports;24:86-98.
Jahromi, V., Tabatabaee, S., Abdar, Z., & Rajabi, M. (2016). Active listening: The key of successful communication in hospital managers. Electronic physician, 8(3), 2123–2128.
Kourmousi, N., Kounenou, K., Yotsidi, V., Xythali, V., Merakou, K., Barbouni, A., & Koutras, V. (2018). Personal and job factors are associated with teachers' active listening and active empathic listening. Social Sciences, 7(7)
Longweni, M., & Kroon, J. (2018). Managers' listening skills, feedback skills, and ability to deal with interference: A subordinate perspective. Acta Commercii, 18(1), 1-12.
