It is well-known that in business and organizational effectiveness, clear communication is key. There’s a substantial amount of information and training available on how to communicate: books, articles, workshops, seminars, the list goes on and on. Have you noticed that the bulk of these resources are predominantly focused on what’s said or not said, speaking powerfully, public speaking, persuasion, influence, negotiation, etc.?
In other words, it’s all about talking.
Any focus on the other side of the equation, on listening, is largely relegated to tactics and strategies that are intended to set you up well for your turn to talk. Even the classic “active listening” approach is speaking-heavy: repeat back what they said to (at least appear to) confirm that you heard it, and then take your turn to talk.
What if your listening is just as crucial as your speaking? I assert that it is. More relevantly, what if what we think is real listening actually isn’t? What if you could create a whole new level of clarity, relatedness and power in your relationships and interactions- and the pathway to that result is being willing to see and acknowledge the degree to which you haven’t been listening? I assert that you can.