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
Leigh Perkins, former CEO of Orvis Co., a sporting goods mail order company, listened his way to success. Early in his career, as a sales professional, Perkins learned the key to good salesmanship isn’t demonstrating the virtues of a product,
COMPARING: Comparing makes it hard to listening because you are always trying to assess who is smarter, more competent, more emotionally healthy – you or the other. MIND READING: The mind reader doesn’t pay much attention to what people say.
A man attended a meeting where the guest lecturer was extremely long-winded. When the listener could stand it no longer, he got up and slipped out a side door. In the corridor he met a friend who asked, “Has he
Following is an example of how one manager realized the value of listening: “My secretary said to me today, “Steve, you’re not listening to me.”, and she was right. It was an awakening for me. I had totally tuned her
I received the following example from a listening leader who deeply listened and responded with an important decision. Her boss chose not to listen. The results are devastating. Several years ago, I was employed with a company as a Credit