Shh Utilizing Ultimate
Shh.
Listening to Manage Up,
Down and Across
Loren O. Murfield Ph.D.
Return On Investment
9 Assess
and understand YOUR listening
strengths and challenges.
9 Identify and utilize the 5 types of listening
to build rapport, earn respect and earn the
right to be heard.
9 Apply Brownell’s HURRIER model of
listening for interviewing, employee
relations and managing up.
An Honest Approach
z
A Realistic Assessment of the Situation
z Short Term and Long Term Views
z Understand the Complexity
z No
N Overly
O l Si
Simplistic
li i Solutions
S l i
3 Critical Relationships in HR
9Managing Up – Listening to Superiors
(Directors, VPs, Pres., CEO, etc.)
9Managing Down – Listening to Employees
(Interviewing, Reviews, Benefits,
Complaints, Disputes, etc.)
9Managing Across – Listening to Peers
(Project Collaboration, Dept. Meetings,
etc.)
A Question
Who is most difficult for you to
Manage Up?
Manage Down?
Manage Across?
Communication is
The negotiation of shared meaning.
Listening defined
Receiving messages to negotiate shared
meaning.
g
5 Types of Listening
Types of Listening
1
1.
2.
3.
4.
5.
Woven & Coakley (Listening, 1995)
Listening to Discriminate
Listen to Comprehend
Li
Listening
i to E
Evaluate
l
Critically
C i i ll
Listening for Therapy
Listening to Appreciate
The HR Listening Challenge
Discriminate
Manage
Up
Manage
Down
Manage
Across
Comprehend
Evaluate
Therapy
Appreciate
Types of Listeners
Barker & Watson 2000
z People
People-Oriented
Oriented Listeners (Feelings &
Emotions)
z Action-Oriented
Action Oriented Listeners (Task)
z Content-Oriented Listeners (Information)
z Time-Oriented Listeners (Deadlines)
Interesting Tendencies in
Listening
z
Females tend to be People-oriented
z Men tend to be Action
Action-oriented
oriented
Weaver et al. report 40% listen with 2 or more
distinct styles
12 Blockers to Ultimate Listening
1.
2.
3.
4.
5.
6.
Message Overload
Preoccupation
p
Listen Faster than
Speak
Laziness
Psychological
y
g
Noise
Environmental Noise
7.
8.
9.
10.
11.
12.
Physical Problems
Errant Assumptions
p
Competition
Poor Trainingg
Competition for Our
Attention
Wrong Motives
Top 3 Barriers
Watson & Smeltzer (1984) report top 3
barriers for business p
practitioners are
• Environmental Problems (phones ringing,
ppeople
p talking,
g, etc.))
• Personal Interest Problems (hunger, headache,
etc.)
• Rebuttal Tendency (developing a counter
argument while the other is speaking)
Application
What barriers most effect your listening
– Up?
– Down?
– Across?
What Do Those Listening
Barriers Cost Your Company?
z
In Productivity
z In Turnover
z In Profits
And in the naked light I saw
ten thousand people, and maybe morepeople talking without speaking,
speaking
people hearing without listening. . .
“The Sounds of Silence” Paul Simon
Stages of the HURIER Model
Judy Brownell, 1996
1.
2
2.
3.
4.
5
5.
6.
HEARING
UNDERSTANDING
REMEMBERING
INTERPRETING
EVALUATING
RESPONDING
Stage 1: Hearing
(receiving stimuli)
Improving our Hearing
9 Reduce
Distractions
9 Focus our Attention
9 Vocalize Listening
9 Be
B IInterestedd
Stage 2: Understanding
9
Recognizing words
9 Forming mental images
9 Comparing new info to established
memory
9 Identifying main purpose of message
9 Ask Appropriate questions
9 Listen to the entire message
g
Improving my Remembering
9 Repetition
9 Chunking
9 Logical
Patterns
9 Association
A
i i
9 Categorization
9 Visual
9 Mnemonics
Stage 3: REMEMBERING
Storing the message in
either immediate,
short-term or longterm memory
Interpretation
z
Negotiate shared
meaning by
understanding the
message from the
other person’s world.
orld
Improving my INTERPRETING
9 Understand
the other person
9 See it from their world view.
view
9 Don’t let personal opinions, feelings or
attitudes affect you.
you
9 Note their nonverbals.
9 Care about them.
9 Let y
your nonverbals show yyou care.
Stage 5: EVALUATING
Using critical thinking
skills to determine the
accuracy,
meaningfulness and
utility
tilit of the message.
message
Improving Evaluating
9 Listen
Objectively
9 Analyze Source Credibility
9 Analyze Speaker’s Evidence
9 Analyze
A l
Speaker’s
S k ’ R
Reasoning
i
9 Analyze Speaker’s Emotional Appeals
Stage 6: RESPONDING
Providing appropriate
feedback to the other
person.
Improving Responding
9 Respond
AFTER successfully completing
the Previous 5 Stages
g
9 Learn New Response Options
9 View Responses and Communication as
Transitions, not Conclusions
9 Focus
F
on the
h T
Task
k and
d the
h R
Relationship
l i hi
Your Challenge
z
What do you need to do to unleash your
ultimate listening
g skills?
z What are you WILLING to do?
z When will you do it?
z How can you help others in your
organization
i i to unleash
l h their
h i ultimate
li
listening skills?
How Do We Make This Material a
Habit?
What Will You Take Away from
This Session?
Opportunities are often missed
because we are broadcasting
when we should be listening.
Author Unknown
Listening to Manage Up
9 What
is the executive’s listening style?
9 See,, hear and feel it from their perspective.
p p
9 Understand who they are and the situation
y are in.
they
9 Understand what it takes to make them and
p y -good.
g
the company
9 Remember it is not about you – it is about
j or about them.
the pproject
Listening for Interviewing
z
What do you as HR professionals suggest?
Listening for Employee
Relations
9 Control
the environment so you can hear.
9 Understand what they
y are saying.
y g
9 Remember previous conversations and
situations.
9 See, feel and hear the situation from THEIR
p p
perspective.
9 Evaluate from objective criteria.
9 Respond ONLY after the first five steps.
steps