1.5.2: Be an Active Listenerįortunately, everyone can practice being a more effective listener by making themselves aware of their own listening habits and actively seeking to improve them. Once again, however, communication requires that you do your fair share to ensure that the sender’s meaning is understood. In all such cases, the problem is passive listening-when you merely hear noises and barely register the meaning of the message because you have preoccupying internal agenda that is more compelling. Some have difficulty being patient enough to listen and would rather speak, otherwise known as grandstanding. Trying to multitask by reading or browsing while listening, but doing neither very effectively (Sanbonmatsu et al., 2013).Too preoccupied rehearsing what they’re going to say on a topic because they would rather speak than listen, or they listen only to reply rather than to understand.Experiencing too much internal “semantic noise” interference from their minds wandering off topic with distracting thoughts about non-work-related things even during work communication.A poor reader of nonverbal social cues due to a lack of experience in developing conversational skills.We’ve already looked at the possibility that they may just lack knowledge about both the job and the broader context to understand fully the content of workplace messages and their underlying meanings. Unfortunately, plenty can go wrong on the receiver’s end in listening effectively and making the right inferences. With so much of the communication process’s success riding on the responsibility of the receiver to understand both explicit and implicit messages, effective, active listening skills are keys to success in any business. This opportunity should be treated like an informal job interview.Given the context, the invitation suggests that the manager is considering the receiver for the promotion (otherwise she would avoid the receiver altogether).This is an invitation to lunch that ought to accepted.In the above case of the manager saying she’s hungry, for instance, she did not say “Join me for lunch so I can base my decision about whether to promote you on your social graces, emotional intelligence, and conversational ability.” Rather, plenty of reading between the lines was required of the receiver to figure out that: In the case of routine in-person communication, active listening and reading nonverbal social cues are vitally important to understanding messages, including subtext-that is, significant messages that are not explicitly stated but must be inferred from context and nonverbals. Business “intel” gleaned from conversation is the lifeblood of any business, as is the daily functioning of anyone working within one.Ī receiver’s responsibilities in the communication process will be to use their senses of hearing, vision, and even touch, taste, and smell to understand messages in whatever channels target those senses. If you don’t actively listen to what your customers or managers say they want, or fail to piece together what they don’t know they want from their description of a problem they need solved, then you may just find yourself always passed over for advancement.
If you don’t know what they want or need, you can’t successfully supply that demand and no one’s going to buy what you have to sell.
Perhaps the first rule in business is to know your customer. If most communication these days is text-based, why is it still important to be an effective listener? Can’t we just wait till everyone who’s grown up avoiding in-person contact in favour of filtering all social interaction through their smartphones dominate the workforce so that conversation can be done away with at last?
Employ active listening strategies (ENL1813A CLR 3.1) Identify and practise effective listening strategies (ENL1813B CLR 3.1) Identify barriers to effective listening (ENL1813B CLR 3.2) ENL1813 Course Learning Requirement 3: Interpret and reframe information gained from spoken messages in ways that show accurate analysis and comprehension
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