"My first message is: Listen, Listen, Listen to the people who do the work." — H. Ross Perot
Listening
is an essential part of good communication. Effective communication is not a
top-down, one-way exercise, but involves listening and demonstrating an
inclination to act in response.
Many
managers, however, are so wrapped up in our own ideas that they rarely take the
time to listen to others. Their subordinates know this and, consequently,
rarely share their ideas with them. But it doesn't have to be this way. And it
doesn't necessarily require a lot of time. Some time, yes. But not as much as
you might think.
Good
listening means being willing to stop working computer, close a door, stop
reading your email, or only answer emergency calls. Give the speaker your full
attention, and let them know they are getting your full attention.
Go
to the Gemba, where the actual work occurs. You can't genuinely listen if you
aren't there. Go to where the action is happening and seek the facts. Lean
implementation takes place on the floor, not in the office.
Do
you do most of the talking? Be open to communication and ask your employees
questions. People generally know the right answers if they have the opportunity
to produce them. When an employee brings you a problem to solve, ask,
"what do you think you should do to solve this problem?" Or, ask,
"what action steps do you recommend?" Employees can demonstrate what
they know and grow in the process.
Bottom
line, the time it takes you to listen to the ideas of others is not only worth
it - the success of your enterprise depends on it. Choose not to listen and you
will end up frantically spending a lot more time down the road asking people
for their ideas about how to save your business from imminent collapse. By that
time, however, it will be too late. Your workforce will have already tuned you
out.
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