I asked a tech executive who had been working with a high priced coach what he had learned after a year, and he said, “to be a better listener.” At a financial firm’s CEO off-site meeting–where 2 years ago no one spoke (and was thus considered a waste of time)–a highly planned and structured culture change to encourage collaboration and listening made this year’s off-site highly anticipated by participants. Employees of both organizations probably felt like they were delivering that famous telecom company tagline from a few years ago.
An executive’s poor listening skills can negatively impact a robust discussion, thereby limiting decision making options. Leaders should seek input, as each employee has something unique to contribute. This is the model used by the new Freescale CEO, yet it is not new – Walt Disney was known for discussing ideas with every job level at the theme park in order to improve the experience.
However, most executives are not like the aforementioned tech executive, and actually spend little time cultivating listening skills. They have the urge to provide immediate solutions instead of drawing out critical information and putting ideas in a new light. A business school dean’s rule of thumb is 80% listening, 20% talking….and that 20% should be asking questions instead of having one’s own say. He seeks to understand and challenge the assumptions below the conversation’s surface, as well as to challenge the reasoning being presented. He ends his conversations with, “Anything left that you have not told me? Anything unclear? Any information you need that I have not provided?”
Can you hear me now?
