“In our experience, most people think good listening comes down to doing three things:
- Not talking when others are speaking
- Letting others know you’re listening through facial expressions and verbal sounds (“Mmm-hmm”)
- Being able to repeat what others have said, practically word-for-word
… However, recent research that we conducted suggests that these behaviors fall far short of describing good listening skills.
We analyzed data describing the behavior of 3,492 participants in a development program designed to help managers become better coaches. … we identified the differences between great and average listeners and analyzed the data to determine what characteristics their colleagues identified as the behaviors that made them outstanding listeners. …
- Good listening is much more than being silent while the other person talks. To the contrary, people perceive the best listeners to be those who periodically ask questions that promote discovery and insight. … Sitting there silently nodding does not provide sure evidence that a person is listening, but asking a good question tells the speaker the listener has not only heard what was said, but that they comprehended it well enough to want additional information. …
- Good listening included interactions that build a person’s self-esteem. The best listeners made the conversation a positive experience for the other party, which doesn’t happen when the listener is passive (or, for that matter, critical!). Good listeners made the other person feel supported and conveyed confidence in them. …
- Good listening was seen as a cooperative conversation. In these interactions, feedback flowed smoothly in both directions with neither party becoming defensive about comments the other made. … the person being listened to feels the listener is trying to help, not wanting to win an argument.
- Good listeners tended to make suggestions. Good listening invariably included some feedback provided in a way others would accept and that opened up alternative paths to consider. This finding somewhat surprised us, since it’s not uncommon to hear complaints that ‘So-and-so didn’t listen, he just jumped in and tried to solve the problem.’ Perhaps what the data is telling us is that making suggestions is not itself the problem; it may be the skill with which those suggestions are made. Another possibility is that we’re more likely to accept suggestions from people we already think are good listeners. Someone who is silent for the whole conversation and then jumps in with a suggestion may not be seen as credible.”