More interested or more interesting…
According to studies, 70% of mistakes in the workplace are a direct result of poor communication.
Disputes, errors, tension…the list is endless. Merely from bad communication, miscommunication, or no communication at all.
We can thus assume that communication is a key to successful leadership. And a key to good communication lies in good listening.
Kerpen (2017) considers that if you want to succeed in business and in life, you need to focus less on yourself and more on the other person. Be more interested and less interesting.
Listening increases the understanding of a person or a given situation and helps build ties.
But true listening is rare. And true listening is difficult.
A few statistics:
- 85% of what we know, we have learned through listening
- Humans generally listen at only a 25% comprehension rate
- In a typical business day, we spend 45% of our time listening, 30% of our time talking, 16% reading
- Less than 2% of all professionals have had formal education in learning to understand and improve listening skills and techniques
Rogers describes how active listening is an important way to bring about changes in people. Listening brings about changes in people’s attitudes toward themselves and others and can bring about changes in values and perspectives. Individuals become more open in the way they express themselves, less defensive, less authoritarian.
Teams who listen to one another, become less argumentative, more ready to follow other points of view or suggestions.
As a coach, active listening is one of our key tools. Through listening with empathy, respect, and open mindedness, we mirror back to the speaker what really matters to him or her.
Listening, allows the speaker to hear him or herself.
Listening is not always about learning new facts. It is also the key to understanding another person and showing them that you understand them even if you do not necessarily agree with them.
Active listening is not only done through the ears. Listening is also done through eyes and with our senses. Often the most important things are not said. And can be picked up only through body language or the tone of a voice for example.
If we take what someone says at face value, we can often be wrong in our interpretation. We need to go beyond the bounds of listening with the ears and log into the emotion – feel what is behind the words.
If all leaders did this in the workplace, not only would we potentially reduce mistakes, but we would be creating a healthy climate of collaboration.
Listening leads to feeling valued. Feeling valued leads to higher engagement and productivity, creating a safe space for creativity.
So next time you are in a meeting, ask yourself the question – what will bring me greater results and who knows greater satisfaction? Being more interested or being more interesting?