Active Listening E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B CCL (Center for Creative Leadership)
• Sprache: Englisch

Seitenzahl: 35

Veröffentlichungsjahr: 2011

Beschreibung

Active listening is a person's willingness and ability to hear and understand. At its core, active listening is a state of mind that involves paying full and careful attention to the other person, avoiding premature judgment, reflecting understanding, clarifying information, summarizing, and sharing. By learning and committing to the skills and behaviors of active listening, leaders can become more effective listeners and, over time, improve their ability to lead.

Leseprobe

Contents

Listening and Leadership

The Active Listening Skill Set

Pay Attention

Hold Judgment

Reflect

Clarify

Summarize

Share

Barriers to Active Listening

The Image of Leadership

Silence as Agreement

External Pressures

Lack of Know-how

Individual Makeup

Time and Place

Emotion

Cultural Differences

How to Improve Your Listening Skills

Leading with Active Listening

Suggested Readings

Background

Key Point Summary

Lead Contributor

Ideas Into Action Guidebooks

Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.

LEAD CONTRIBUTOR Michael H. HoppeCONTRIBUTORS Wilfred DrathChris ErnstCynthia D. McCauleyLisa MoyeDIRECTOR OF PUBLICATIONS Martin WilcoxEDITOR Peter SciscoASSOCIATE EDITOR Karen MayworthWRITER Rebecca GarauDESIGN AND LAYOUT Joanne FergusonCONTRIBUTING ARTISTS Laura J. GibsonChris Wilson, 29 & Company

Copyright ©2006 Center for Creative Leadership.

All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

CCL No. 430ISBN-13: 978-1-882197-94-1ISBN-10: 1-882197-94-1

Center for Creative LeadershipPost Office Box 26300Greensboro, North Carolina 27438-6300336-288-7210www.ccl.org/publicationspfeiffer.com/go/cclguidebooks

The Ideas Into Action Guidebook Series

This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today’s leadership and organizational challenges.

The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL’s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide. We think you will find the Ideas Into Action Guidebooks an important addition to your leadership toolkit.

Executive Brief

Active listening is a person’s willingness and ability to hear and understand. At its core, active listening is a state of mind that involves paying full and careful attention to the other person, avoiding premature judgment, reflecting understanding, clarifying information, summarizing, and sharing. By learning and committing to the skills and behaviors of active listening, leaders can become more effective listeners and, over time, improve their ability to lead.

Listening and Leadership

Jim is a smart, successful leader and a likeable coworker. Six months ago, he took on a job with greater responsibility in a new division. To his surprise, he’s having difficulty leading his new group. He is unable to pinpoint the reason for the friction between himself and several of his direct reports, and he’s frustrated that his new group hasn’t jelled. He calls one of his direct reports in to address the issue. Here’s how it goes:

Jim: Mary, we need to talk. There’s obviously some friction between us, and it’s having a bad effect on the whole group. What’s the problem?

Mary (caught off guard and not knowing where to start): Well, I would say that one problem is that we don’t have enough flexibility—(Jim’s cell phone rings; he answers it and swivels his chair, looking out the window while he talks.)

Jim (ending the call and turning back to Mary): Okay, you were saying…?

Mary: …that we don’t have enough flexibility—

Jim: Not enough flexibility? No, that’s not it. We have that floating holiday, and you can take your lunch hour anytime between 12:00 and 1:30. How much more flexibility do you want?