“Listen with the intention to understand, not with the intention to respond.” Stephen Covey
We receive a lot of feedback from customers who are not satisfied with the group meeting they organise.
Some members tend to monopolize the conversation, while others seem to have no interest in it at all.
Members of the group, for their part, complain that the owner talks too much and is usually preachy.
Leaders need to consider whether they are listening deeply to their teams.
Often when we listen, we think of ourselves.
We use our brains to create quick answers and strong arguments based on
of our own opinion and we rarely participate by actually listening to what our interlocutor is saying.
There are many reasons for diligently planning team meetings.
First, to create a deep psychological security where everyone can participate and
where no one feels threatened, criticized or ashamed.
Second, to facilitate insight and create glimpses that deepen our understanding.
Flashes (innovative creative ideas) are moments of energy when our brain is
creates new compounds and connections (neuroplasticity).
They are powerful tools that can make team members more involved and internally motivated.
Thirdly, to encourage action, so that all good ideas are to be implemented.
It is very important to be in a rewarding state, so that we share our thoughts.
Participatory hearing
Participatory listening requires a growth mindset and a heightened level of concentration.
Even if what we hear creates a feeling of threat, we must continue to listen carefully and
then use techniques to deal with our emotions.
Very important is to listen with empathy, not sympathy.
When we listen empathically, our brain neurons are activated and mirror our brain’s
what our interlocutor says, but without being emotionally involved, as we would be in a state of sympathy.
This helps us not to judge or be biased and to make more use of our brain,
from our heart in evaluating information.
Listening Circle
In the listening circles, everyone can speak in turn and no criticism or interruption is allowed.
No one can speak twice if everyone else has not spoken at least once.
The sense of participation begins to grow and members begin to feel a strong sense of teamwork.
Ideally, the leader should start first and use authentic, simple and simple, and
honest argumentation to show accessibility.
This will help others to reduce the level of stress they may have.
A listening circle is successful when its members feel safe and comfortable sharing their experiences and thoughts.
Leaders prioritise listening and learning rather than speaking and politely take any difficult assessment. When participants leave the session they feel that they have been heard.
The leaders give the future plan under which the ideas and thoughts of the meeting will be carried out.
“The most important problem in communication is the illusion that it has happened.” George Bernard Shaw
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