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![]() Practical Benefits of Better Listening for Leaders and Teams![]() Besides the deep implications of listening for leadership explored in decades of leadership models, listening has a number of direct, practical benefits for executives, managers, and team members. Experienced management trainer Madelyn Burley-Allen identifies the following immediate tangible benefits from listening in the work place: A Bond of Respect. Genuine listening generates respect, rapport and trust between talker and listener. In particular, employees like, and respond better to, supervisors who they think are listening to them. Productivity. Productivity will be higher and problems solved more rapidly if people working to solve problems are encouraged to explain problems and start working though solutions out loud before "advice-giving" begins
Other motivational benefits of listening in the work place:Innovative solutions to problems and new production methods are incubated by listening. When a leader tells someone exactly how to do something, or tells them to stop thinking and just keep doing it the way it's always been done, the organization misses out on any improvements that someone might discover by applying their fresh eyes and unique background to solving the problem.
Cultivating the Work Environment. At IDEO, the company's leaders seek out the creative voice of team members and encourage team members to listen to one another in order to build an office environment that promotes cooperative teamwork and inspired problem-solving. Encourage Prototyping. Like brainstorming, prototyping is a way to solicit input from team members and develop empathy with customers. Prototyping is the process of creating and experiencing multiple early versions of your products of services, perhaps with alternative features, before your "final" version is ready for sale. For example, when facing a one month deadline, try to come up with 5 different flavors of primitive outlines or prototypes after the first week and get feedback from team members about the prototypes to see what directions look most promising. Then prepare a final version. Don't begin by preparing a final version of "best guess" for completion and delivery on day 30, then get feedback after its too late. Prototyping early and often breaks log jams, builds momentum, and allows course changes before smacking straight into obstacles.
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summary of site contents: Home Page | Detailed Description of Topics | Listening Strategy and Skills | Leadership and Teams | Customer Relationships in Sales and Marketing | Conflict Resolution and Negotiation | Listening Books | Contributors | Editorial | Contact Us | |
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