You know how to listen. You do it every day. In fact, you spend a good portion of the time you're interacting with others in listening. You're good at it.
And, we find that leaders who are remarkable listeners are always looking to expand their listening skills. So let's really make a study of listening today; let's take a look at the nitty gritty.
Helping people to think more deeply is the highest purpose, the best reason, for a leader to listen more deeply. When people think more deeply, when they make their own connections, they get a jolt of energy, and they're inspired to action. David Rock in his book Quiet Leadership (Appeared, 2006) describes the neuroscience of the process of coming to one's own insight. Then he says,
When people make deep, new connections in their own mind, there is a tangible release of energy, a discernable "aha" moment that fills us with a desire to take action. On a physical level, this aha moment releases chemicals in the body to prime it for movement. The energy created by insight is an important energy source to be harnessed. In the workplace there are many drains on our energy, including restrictions, policies, politics, long hours, and hundreds of emails every day. We should be harnessing every possible energy source that might inspire better performance. Letting people come up with their own ideas is a deep well of motivation to tap. (pp.39-40)
We have found that people get excited, become more conscious, and solve their own problems when their leaders and colleagues employ the skill of listening for. When you are listening for my potential, my strengths, or my skills mastery, I can sense that and I respond to it. When you're listening for what's important to me, for my goals, for what I value, for what I believe is possible or not possible, you help me become more conscious of these myself. When you're listening for how I feel about the subject I'm discussing - whether my energy is high or low, whether I'm excited or worried - I know I am truly heard. When you're listening for the real issue, maybe the question behind my question, then you help me to see so much more. When you're listening for what I'm not saying but is clearly present, then you give me permission to bring it out.
So how do you do it, this listening deeply and listening for? Here are some of the nitty gritty techniques:
Say less than you think you need to. Give lots of time for the person to think or to frame what they're saying. Resist the urge to jump in.
Summarize, paraphrase, and mirror back what you're hearing to be sure you understand clearly and to give the person a chance to hear what he or she is thinking.
As you reflect what you're hearing, use their language. It will have more of an impact. As you reflect, use language that indicates "I heard" rather than "You said."
Notice the difference between the person's words, tone of voice, and body language.
Practice setting aside your own judgments of what you're hearing.
And finally, just practice hearing some of what we've already mentioned: potential, goals, values, strengths, mastery, possibility, point of view, feelings, what's underneath.
Now let's look at an example. Your employee, Bob, comes to you and says, "Sandy is alienating everyone around her." For many, the automatic response is to look for a solution. The leader who is listening for starts by asking for more information and listening for what's important to the speaker.
As you listen, you reflect what you're hearing, giving Bob the chance to become more aware of the elements of the situation and what's really going on. You use language that tells Bob what you've heard. You listen for possibility, for Bob's strengths and for Sandy's. You listen for how Bob is thinking about the situation and what he may not be saying about it. And you assume Bob's competence in being able to solve his problem.
As you reflect what Bob is saying, he begins to see possibility, too. Now may be a good time to ask Bob what he'd like to see and how he'd like to move forward. You continue to see him as competent and creative. In this collaborative conversation, Bob feels heard, and he taps into his own resourcefulness. Your deep listening allows Bob to harness his own energy and to solve his own problem, to become a leader in this situation.
We have all experienced the power of being truly heard. It is one of the highest gifts we receive in this life. In the business world, it encourages deeper thinking, energized action, and greater connection to the work at hand. And it invokes the leader in everyone.