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Manager and leaders who listen actively are more willing to
challenge the status quo and seek collaboration
challenge the status quo and seek collaboration
My research with 120 senior managers
shows that those who very often listen
actively to others excel at many other
workplace engagement factors than those
who often actively listen.
This seemingly subtle difference shows
the major impact one leadership trait can
have on other traits. There is evidence
here that by improving on their active
listening skills, leaders and managers can
also raise the tide on many of their other
skills and abilities such as being able to
easily share information with others, give
credit where and when its due, and seek
collaborative relationships.
Interestingly enough, what super active
listeners don't seem to do any better at is
achieving work and personal life balance.
In a separate report on our research
dealing with work and personal life
balance, we'll show why this is.
shows that those who very often listen
actively to others excel at many other
workplace engagement factors than those
who often actively listen.
This seemingly subtle difference shows
the major impact one leadership trait can
have on other traits. There is evidence
here that by improving on their active
listening skills, leaders and managers can
also raise the tide on many of their other
skills and abilities such as being able to
easily share information with others, give
credit where and when its due, and seek
collaborative relationships.
Interestingly enough, what super active
listeners don't seem to do any better at is
achieving work and personal life balance.
In a separate report on our research
dealing with work and personal life
balance, we'll show why this is.
From our Human Research & Development Laboratory