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Jumping to Conclusions
| Guest post by: Howard Miller |
Article Overview: As managers and leaders, how do we put aside our beliefs and experiences when we’re listening?
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Free Download - Jumping to Conclusions By Howard Miller |
Jumping to Conclusions
In one of my management courses, we do a listening exercise. The point is to just listen. No questions, no taking notes.
The activity gives perspective to the person who is a listener and how well they listen.
Or what they listen to.
Two dynamic women in the course were put together. One shared; the other listened. The woman who shared told how there was a disconnect at their company, based in Mexico, between the people on land and the people who worked on sea (a shipping/export type of company).
The listener immediately thought it was because this person was a woman.
As a result, she didn't really hear anything else the talker was saying.
But the reasons had nothing to do with her being a woman. There were other communication reasons for the disconnect.
This is a great example of how we hear what we hear based on our own beliefs and experiences.
As managers and leaders, how do we put aside our beliefs and experiences when we're listening?
It's difficult to do.
It's especially difficult to do when you are in conflict with the person you are listening to - an employee who isn't doing great work, a peer who doesn't do what they say, or your own manager who doesn't seem to know what you're doing.
When you do put aside your own beliefs and experiences when listening to others:
- You are actively listening to them and not to you
- Your questions will be geared more towards what they are looking for, not what you are looking for
- You can be a greater resource to whom you are listening, whether employees, peers or your manager!
It will support your employees more effectively; make your job easier while making you a greater manager!
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About the Author: Howard Miller RSS for Howard's articles - Visit Howard's website Howard Miller teaches management skills to new managers, seasoned managers, entrepreneurs and executives. He is on the faculty of AMA (American Management Association) and teaches courses including Skills for New Managers, Increasing Managerial Effectiveness, and Successfully Managing People). Topics include delegation and motivation methodologies, conflict, how to deal with difficult people, understanding values and behavior, feedback and listening skills. Clients include mid-range to large companies such as the IRS, Blue Cross Blue Shield, IBM, state government, public school districts, and non profit organizations. Howard also does executive and business coaching with the Ken Blanchard organization. Howard is the author of two book; You're Full of Shift, which contains short stories which demonstrate shifting difficult situations to opportunities and The Manager Trap: 13 ½ Pitfalls to Avoid which showcases common traps and pitfalls managers fall into including using a 4 letter word beginning with F that they should avoid! Click here to visit Howard's website   The Facebook Revolution Always isnt every time What have I learned in 6 months of management Part 3 I want them to want to be motivated to be on time You didnt say Id be fired |
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Re: What Do you Prefer More - Time or Money
- Living the moment.
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Jumping from an airplane was one thing, that was great.
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Inside jacket:
Every time a woman succeeds in business, every other woman's chances of succeeding in business increase. Every time a woman fails in business, every other woman's chances of failure increases.
Gail realized that one of the most important elements of the men's game, which was missing from the women's, was support: The boys know how to take care of one another. In order to create lasting success, women need to help one another and band together as a team.
TOC
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Acknowledgements
My own view
Haven't read this yet, but it seems like she's advocating an "Us against them" mentality. Neverthless, networking with fellow women - and men! - only makes good sense.
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