On more than one occasion, I have talked with individuals who were asked
to be part of “listening sessions” that turned out to be something else
entirely. As stakeholders in an
organization, they were invited to give their opinions about how effective the organization
was in achieving its goals and to make suggestions for the future. Instead, they found their comments discounted
and the facilitator of the “listening session” seeking to justify the prior
actions and present practices of the organization.
The definition of “listen” is “to pay close attention to; to give heed
to.” There are two aspects to this definition. First, one is attentive to the words that the
speaker is saying. Second, the words of
the speaker lead the listener to take action.
(And I assume that action should be other than to defend oneself.)
Let me suggest some guidelines for those conducting “listening” sessions.
First, listen. In The 7 Habits of Highly Effective People
,
Stephen Covey says, “Seek first to understand . . . then to be understood.” Listening involves suspending one’s own judgment
and predetermined ideas enough to really hear what the other person is
saying. This takes not only patience but
perception.
,
Stephen Covey says, “Seek first to understand . . . then to be understood.” Listening involves suspending one’s own judgment
and predetermined ideas enough to really hear what the other person is
saying. This takes not only patience but
perception.
Second, be respectful. You have
asked the participants to give up some of their time to help you understand
better the situation you find yourself in.
Be cognizant of the fact that they are investing their time in order to help
you. Of course, your learning may help
you to serve them more effectively in the long term, but you are the one asking
for help in the short term.
Third, be humble. Admit that you
don’t have all the answers. In reality,
you may not even know how to effectively frame the questions! Realize that you are a learner and that the
members of your audience are your teachers.
Fourth, take notes. If possible,
have someone else take copious notes of what is said without attribution of who
made particular comments. This is better
than doing a video or audio recording which might discourage some folks from
being completely candid. The notes
provide reminders and possible items for action. If someone specifically asks for a response
to a statement, ask them to either give you their contact information or
provide a way that they can get in touch with you by e-mail or letter.
Fifth, leave the door open for further discussion. In these types of sessions, people often think
of things later that they wish they had said or they will respond more honestly
when they are not part of a group. Let
them know how to get in touch with you.
Sixth, use what you discover. When
you initiate feedback opportunities, you are making a covenant with
participants that you are going to use what they have provided. If not, why bother?
We need more the opportunity for stake holders to speak but it must be
more than a mere public relations ploy or meaningless exercise if it is to be
an effective tool for change.
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