By: Tan Bing Song
Ask anyone about what makes a good leader and they are sure to put the ability to communicate high on the list of necessary skills. Yet all to often communication is simply seen as the ability to speak.
Listening – actively is an incredibly powerful tool at times rather neglected.
I stated working with ***** who said, “I feel really frustrated. I often suggest ideas at meetings but others get the credit! I am really keen to get promotion and want to impress”
***** was keen to do well. He wanted his superiors to recognise his potential and felt it was important to come up with the goods. At meetings ***** always tried to get in first. He was quick to speak, often cutting across others and interrupting.
By doing so there were a number of consequences quite different to his original intention:
Bosses lost their train of thought; they found the interruptions irritating.
***** concentrated far more on what he was going to say rather than internalising what was being said by others. His contributions were not focused on the matter at hand, or were shallow because he had not taken the time to analyse what had been said
Ask anyone about what makes a good leader and they are sure to put the ability to communicate high on the list of necessary skills. Yet all to often communication is simply seen as the ability to speak.
Listening – actively is an incredibly powerful tool at times rather neglected.
I stated working with ***** who said, “I feel really frustrated. I often suggest ideas at meetings but others get the credit! I am really keen to get promotion and want to impress”
***** was keen to do well. He wanted his superiors to recognise his potential and felt it was important to come up with the goods. At meetings ***** always tried to get in first. He was quick to speak, often cutting across others and interrupting.
By doing so there were a number of consequences quite different to his original intention:
Bosses lost their train of thought; they found the interruptions irritating.
***** concentrated far more on what he was going to say rather than internalising what was being said by others. His contributions were not focused on the matter at hand, or were shallow because he had not taken the time to analyse what had been said
Comments
Post a Comment