CAN YOU HEAR ME NOW

Stan Yamamoto, Senior Vice President of Brand Strategy

I love watching documentaries to learn the backstories about people, events and the world around me. You name a topic and I have watched it, or I plan on watching it. I particularly enjoy shows that feature creative arts; photography, music, design and drawing (since I can’t draw).

I recently enjoyed a series on Netflix called Abstract: The Art of Design. One episode featured Ilse Crawford, a world-famous interior designer. During the documentary, she shared her one rule when working with clients that she directs her team to follow: “You have two eyes, two ears and one mouth, and they should always be used in those proportion when working with a client.” In other words, do more observing and understanding – and less speaking. Ilise continues this philosophy to this day, even after all her achievements. This reinforced a leadership principle I think is extremely critical when building successful teams: listening.

A recent Interact/Harris poll of U.S. workers revealed that 91% of employees identified “communication issues” as a pain point with their bosses. Another survey conducted by leadership coaches Jim Hessler and Steve Montenko was more direct at pinpointing “Doesn’t Listen” as the #2 complaint employees have about their bosses. They’re not feeling heard. Think about it. How motivated would you be if you felt that your voice and opinion didn’t matter?

As leaders, listening provides us with access to a diversity of ideas and potential solutions we may not generate on our own. Listening expands perspectives and enables an organization to have a broader view of the industry, competition and, most importantly, new opportunities. On a team level, listening can:

• Strengthen relationships and build trust
• Improve teamwork
• Enhance credibility
• Increase loyalty
• Show employees that you care

Being a better listener can be practiced. When meeting with individuals, make sure that you are present and actively listening to the conversation. There are verbal and non-verbal cues that let the other people know you are available, ready to pay attention, and interested in what they are saying. For example:

• Minimize distractions – put away your cell phone or turn off your computer
• Make eye contact
• Reflect the other person’s feelings with appropriate statements — “That must have been difficult” or “Sure sounds stressful”

In a larger group, listening might be more challenging with more outspoken individuals and others who are more reserved. A simple way to open the conversation so everyone can share their voice is to use an exercise that we recently learned at a GCNA Leadership session called “Team Talk”. This process allows everyone to have their say. The “Team Talk” steps include:

1. Have a topic to discuss.

2. Start the conversation with one person and let them share their thoughts on the topic.

• People are asked to not comment on another person’s input during this step.

3. Immediately, after each person has finished, say “thank you” to provide equal value to each person’s
input.

4. Move on to the next person, repeat the question, and let them share their thoughts.

5. Continue steps 2 and 3 until everyone has had a chance to share.

6. Go back to the topic and see what new insights the team might have after hearing each other’s
perspectives.

7. Thank all team members for sharing his or her input during the meeting.

This is a simple and helpful process to continue building your skills as an engaged listener. More importantly, it allows your team to have their voices being consistently heard.

“When you talk, you are only repeating what you already know. But if you listen, you may learn something
new.”
– Dalai Lama