Giving feedback is one of the essential components of establishing credibility and trust with your team, yet it’s often overlooked as an essential component in management training programs.
In part one of "Creating a Listening Culture" I shared a staggering statistic. 89% of companies have written core values statements, but only 53% of employees know what they are.
After reading Gallup’s recent State of the American Workplace report, I would say we have a crisis in the American workforce. There are 100 million full-time employees in the United States and only one-third of them report feeling engaged at work. The other two-thirds are either actively disengaged (16%), or actively looking for a new job and watching for openings (51%). What is most striking is that only 13% of U.S. workers strongly agree that their organization's leadership communicates effectively.
This is the third blog in a series of three that is covering active listening, cognitive diversity, and then how these two components combine to skyrocket team performance through Listening Intelligence. As the last two blogs have described, both active listening and cognitive diversity are important tools to enhance team creativity, cohesiveness, and productivity. But they also carry hidden drawbacks when implemented one without the other that may lead to potential decreases in collaboration. Listening Intelligence merges the high value of active listening and cognitive diversity, fashioning a combination stronger than the sum of its parts.
This is the second blog in a series of three that is covering active listening, cognitive diversity, and then how these two components combine to skyrocket team performance through Listening Intelligence. Recognizing the diverse viewpoints on your team (i.e., cognitive diversity) is the key to fostering creativity and boosting productivity.
This is the first blog in a series of three that will explore active listening, cognitive diversity, and then how they combine to create even greater business success through Listening Intelligence. The first step to improving your listening is to be an active, attentive listener – let's explore this below.
This week I had a rich and thought-provoking conversation with Tom, a seasoned business strategy consultant, about how he uses the ECHO Listening Profile with his clients.
Requests that aren’t specific about the desired outcomes are a frequent cause of miscoordination in the workplace. When looking at the financial and human waste that is caused by team members who don't clearly ask for what they need, the resulting costs to a company are staggering.
As a leader, are you ever disappointed in your team? How we make requests of others can predict their success or failure.
A client recently asked me if her company should require every applicant to complete our company’s listening assessment as part of their hiring and vetting process. My answer: “maybe yes, but also maybe no. It really depends on the purpose and what you’re hoping to gain from the results. “