![]() ![]() ![]() Just let me prove that here, in the first five minutes.’ I would even interrupt people and tell them what they were going to tell me, to save us time so that we could get to the really important stuff, which was me telling them what to do. Having a welcoming posture and body language shows that you. He recalls, “My approach was: ‘I’m the smartest guy in the room. Remember that in active listening, the goal of the conversation is to understand, not to win. Acknowledging that listening is an important part not. Kevin adopted that style, which came naturally to him and allowed him to rise rapidly on the career ladder. This study of 87 Saudi female university students aimed to discover whether they experience difficulties learning to listen to spoken English. His colleagues were confident, employed a command-and-control style of leadership, and made their expectations clear. Navy, where he began his career, and then at General Electric and MCI-had exemplified certain core principles of leadership. ![]() The point was to get the product in the world and really get. Up until then, all Kevin’s key professional influences-in the U.S. 'The original plan was to make 10,000 units for Here Active Listening, but because of the Coachella partnership, we ended up with more. In 1992 one of us (Kevin) joined Amgen, the world’s largest biotechnology company, as its president and chief operating officer. Becoming better listeners, in short, allows them to do their jobs better. When leaders listen in focused, attentive, and systematic ways, they can pick up on early signs of danger, head off potential crises, and recognize glimmers of opportunity. To break out of their information bubbles, leaders need to create better “listening ecosystems.” They must listen without distraction or judgment-purely for comprehension-and create systems and processes that elevate listening to a state of hypervigilance. Warning signals are tamped down, key facts are omitted, and data sets are given a positive spin. Senior leaders confront a paradox: They have access to more lines of communication than anybody else has, but the information they get is suspect and compromised. The authors conclude this piece by sharing advice-gleaned from interviews and personal experience-about how leaders can learn to listen better. This sort of sustained attention to listening allows leaders to pick up on early signs of both danger and opportunity-and that, in turn, allows them to do their jobs and serve their organizations better. All of it isolates leaders in a dangerous information bubble.īut they can escape that bubble, the authors argue, by working actively to create a more expansive “listening ecosystem.” They first have to learn how to listen actively themselves, without distraction or judgment, purely for comprehension then they have to create systems and processes all around them that elevate listening to a constant state of hypervigilance. Senior leaders, particularly CEOs, confront a central paradox in their work: They generally have access to more lines of communication than anybody else, but the information that flows to them is suspect and compromised. ![]()
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