![]() When those reasons are repeatedly (and perhaps unconsciously) prioritized, we shortchange other listening goals. There are myriad reasons why we listen the way we do: to be efficient, to avoid conflict, to gain attention, to support, or simply to entertain. We outline the five most important things listeners can do to improve. 5 Ways to Improve Your Listeningīecoming a better listener doesn’t only mean understanding how you listen, it requires taking certain actions, too. ![]() This is the first step to improving your listening. A task-focused listener shapes a conversation towards efficient transfer of important information.ĭeveloping the ability to shift dynamically between these styles can lead to impactful conversations by matching the speaker’s needs with the most appropriate listening technique.A critical listener aims to judge both the content of the conversation and the reliability of the speaker themselves.A relational listener aims to build connection and understand the emotions underlying a message.An analytical listener aims to analyze a problem from a neutral starting point. ![]() In our work as both health care clinicians in critical care and debriefing experts who teach how to optimize learning conversations, we have observed four distinct listening styles: Learning to listen well begins with understanding what type of listener you are. The good news is, with practice, we can all be more effective listeners. Like other critical communication skills, listening well depends on awareness of the goals, our own habits, and choosing how to respond. These examples serve to illustrate an important aspect of leadership: Most of us miss opportunities in interactions through the default ways we listen. The employee worried about the board meeting may want critical feedback rather than premature reassurance, Colleague A’s flippant statement about needing a vacation may portend deeper unstated problems not addressed by an itinerary, and the patient may have had relevant concerns underlying their emotions which are missed through attempted reassurance. The well-intentioned responses above are not egregious, but they don’t meet the speakers’ needs or address their concerns. Patient: “I’m scared about this procedure.”Ĭlinician: “Your surgeon has done hundreds of these. I just came back from there and it was the best vacation I’ve had in years. It took me years before I could present without being nervous.”Ĭolleague B: “You should go to this rustic resort in the mountains. ![]() After all, merely sharing the amount of speaking time, or parroting back what a speaker said, does not achieve understanding.Įmployee: “I’m worried about my presentation for the board meeting.” Even common techniques, like “active listening” can be counterproductive. A good manager knows that listening is important, but too few people know how to listen well. ![]()
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