One of the most negative behaviors managers can possess is poor listening skills. Unfortunately, many workplaces consist of environmental factors that support poor listening skills.  For example, most managers are constantly interrupted by telephone calls, office walk-ins, pagers and deadlines.  On a personal level, managers may be distracted with personal matters affecting their health or family.  In other cases, managers may be in a hurry to end the conversation so they may interrupt the speaker without fully hearing what the speaker is saying or may not give the speaker enough time to talk through the matter.  These situations can ultimately lead the manager to make decisions without first gathering all the facts which in turn is likely to result in the speaker feeling disrespected.

To avoid the lurking dangers associated with the above situations, managers should implement active listening skills.  Active listening skills involve focusing on what the speaker is saying and the behavior of the speaker.  Active listening skills also involve paraphrasing what the speaker said to ensure understanding.  Paraphrasing also shows the speaker that you were listening to what was being communicated.

When practicing active listening skills, managers should make a concerted effort to focus on what the speaker is saying.  Managers should minimize or eliminate, wherever possible, any and all types of distractions.  Even a slight glance at a ringing telephone or a computer beep indicating the arrival of a new email can cause a speaker to feel disrespected and the conversation to get off track.  Managers should also maintain eye contact with the employee, and use words of acknowledgement that indicate understanding and listening is occurring.  Managers can use such phrases and words as “I understand” and “I see” so the speaker will realize that they are being heard, understood and respected. 

Another area managers can focus on is the speaker’s behavior.  Managers should be alert to nonverbal behaviors that may indicate there are unspoken issues that have not been verbally communicated.  However, managers should also realize that some individuals are not effective communicators, and therefore, signs of nervousness, agitation, etc. may not mean the individual is lying or otherwise not communicating all of the information.

Finally, managers should feel comfortable asking questions of the speaker.  Not only can questions help clarify information and the message being communicated, but asking questions is yet another way managers can show they are listening and interested in what the speaker is saying.

By practicing active listening skills, managers contribute to a workplace that encourages communication and respect. 

“This article should not be construed as legal advice”