Listening is …
the heart and soul of leadership;
the ultimate leadership competence;
the lifeblood of relationship;
the essence of respect; and
the spirit of life.
I have spent the past 30 years studying, practicing, teaching, researching, and writing about LISTENING and its direct connection to LEADERSHIP. I have realized one main thing: IF YOU LISTEN BETTER, YOU WILL LEAD BETTER. Why? Because listening is at the core of all human behavior and especially at the root of effective leadership. Listening is the thing we do the most of in our life, except breathing.
ARE YOU ONE OF THEM? It’s estimated that the majority of adults do not have any formal listening education. Yet, the average person misunderstands, ignores or forgets at least 75% of what they listen to. ‘Listening’ is definitely not the same thing as ‘hearing’. The costs of poor listening are too high to ignore, including loss of relationships, opportunities, trust, respect, credibility, money, and even loss of life, just to name a few. People lose when they don’t listen!
This website contains both free and affordable resources for you to increase your LISTENING LEADERSHIP performance. It consists of the Listening Seeds blog, the Listening Pays book, articles, assessments, one-on-one listening and leadership coaching, courses, seminars, podcasts, speeches, and retreats. I have also created the Listening Pays Facilitators Certification Program for qualified professionals in which you will be equipped by me to deliver the Listening Pays Workshop to your organization.
Join me on the journey. I encourage you to invest your time, effort, and energy in your listening leadership performance. It is a lifelong process and the results will prove invaluable to you. It has for me. LISTENING PAYS!
Rick Bommelje, Ed.D., CLP
Lifelong Listening Student
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FREE resources for you to increase your LISTENING LEADERSHIP performance. It consists of articles, a blog, audio podcasts, videos, and the Listening Habits Test.
Click here to purchase online Available on your tablet or smartphone for $6.99! Sales Director Stu Preston is a man at a crossroads. After being given six months to improve his performance or find another job, Stu is clueless
Impressive listening skills have been identified as one common characteristic of credible leaders. A willingness to listen carefully to constituents and, if necessary, to hear the bad news keeps leaders from being isolated from critical feedback. When they can get information from a variety of sources, across functions and levels, they are able to know what is going on. To serve others well, leaders must be in touch with them, listen to them, and respect them. Ever try getting good service at a restaurant when your waiter or waitress is never around, is too busy, or seems to think something you have asked for was too much bother?
Being able to listen to the news, good and bad, is a basic ingredient for staying in touch. When things are going well, it’s not all that difficult to hear the good news. It’s how we react to news about mistakes and difficulties that may be the better indicator of whether or not constituents feel like keeping us in touch. From the constituent’s perspective, the question is always, “Did they still shoot the messenger with bad news?”
Credible leaders take the time to listen and learn.
Source: Credibility by Kouzes and Posner
A son and his father were walking on the mountains. Suddenly, his son falls, hurts himself and screams: “AAAhhhhhhhhhhh!!!” To his surprise, he hears the voice repeating, somewhere in the mountain: “AAAhhhhhhhhhhh!!!” Curious, he yells: “Who are you?” He receives
One of our very able leaders recently was made the head of a large, important, and difficult to administer public institution. After a short time he realized he was not happy with the way things were going. His approach to
N. Williams has demonstrated what it takes to be a Listening Leader with his following story: “This week it struck me how guilty I am of getting wrapped up in the noise and chaos of over communication and allowing this
Peter Drucker, the Father of Modern Management, identified the eight practices of effective executives, threw in a bonus practice: “This one is so important that I will elevate it to a rule: Listen first, speak last.” The essence of leadership