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When we coach, we offer the rare gift of listening deeply. The first time I shared the Three Layers of Deep Listening Model (adapted from chapter 3 of Co-Active Coaching, by Laura Whitworth, Karen Kimsey-House, Henry Kimsey-House and Phillip Sandahl) with workshop participants, I asked them to remember the last time they had listened to someone at ...read more.

Organizations face more complexity in the type of work they do, the problems they face, and the markets they interact with. This is due to increasing connections between everyone and everything. To deal with this complexity, organizations should loosen hierarchies and strengthen networks. This challenges command and control management as well as the concept that those in leadership positions are special. Leadership in networks is an emergent property.

In networks, everyone can be a contributor within a transparent environment. Effective networks are diverse and open. Anyone can lead in a network, if there are willing followers. Those who have consensus to lead have to actively listen and make sense of what is happening. They are in service to the network, to help keep it resilient through transparency, diversity of ideas, and openness. Servant leaders help to set the context around them and build consensus around emergent practices.

Traditional management and planning models strive for order and use periodic change management to deal with complexity and chaos. But complexity is becoming the more common state in the network era. This means shifting the focus from analyzing situations, to making constant experiments and learning from them.

Learn more / En savoir plus / Mehr erfahren:

http://www.scoop.it/t/21st-century-learning-and-teaching/?&tag=listening

http://www.scoop.it/t/21st-century-learning-and-teaching/?&tag=LeaderShip

Running a business is an inherently emotional experience. Even the most stoic leaders are bound to find themselves becoming invested not only in outcomes, but in people and processes as well.

While emotional leadership is often regarded as a liability, lack of personal investment can also bring about negative outcomes.

I’ve learned that the best leaders are those who can recognize emotionally-charged situations, rise above the passions of the movement, and maintain a level head. Good leaders are quick to listen and slow to anger.

Ineffective listening can lead to damaged relationships, inefficient use of time and energy, and silos between key people in an organization. Here's how to improve your listening skills - fast!

CEOs need to get out of the "bubble" where all information confirms their beliefs, as a recent HBR article argued. But random questions are not as valuable as gathering information about the company's key assumptions.

Speaking less and listening more can quickly turn a conversation about what’s wrong into a conversation about what we can do to make things better.

There is no leadership, personal or organizational, without listening. In fact, ability to truly listen (and not just hear) is the foundation of having a conversation, building trust, influencing others, resolving conflicts, driving your vision, building relationships, implementing change and...

Learn more / En savoir plus / Mehr erfahren:

http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=listening

Hearing, for the most part, is a no-brainer. When we listen, that’s when the neurons really fire.

What is active listening? Learn how to improve your communication skills at work and at home with these phrases.

For some, managing others is a welcomed challenge and a true calling but for others, it's a chore and a cavernous time suck. There are many facets to

Why executives should talk less and ask more questions

I was at a dinner and someone told me, “if you are even thinking of a response while someone is talking, then you aren’t really listening.” I thought about it a lot afterwards. For a long time I felt…

If you want to connect with people, you have to let them know you're listening. Here's how.

As a leader, communicating can sometimes feel like Groundhog Day. No matter how hard you try to get your message across, it is all too easy to find the next day that you face the same blank stares, predictable objections, and questions that indicate that you failed to make it stick — that people just aren’t getting it. One reason leaders find themselves in this cycle is that their approach to communication is based on an outdated mental model. It’s a model best described as a “post office.” They view themselves as the sender of a message and others as the receivers. If problems arise, leaders look for disruption somewhere along the route.

The post office model focuses most leaders’ attention on the sending process, rather than the give-and-take of effective conversations. Even if they invite people to ask questions and truly value their buy-in, these leaders are still preoccupied with their message. This leaves them ignorant about the larger context and reality on the ground, including emerging issues and game-changing opportunities. In the extreme, thinking in terms of the post office model causes leaders to make decisions in isolation or miss the early warning signs of dysfunctional momentum.