Executives regularly say that poor communication is the biggest problem in business.
But the real problem may be listening.
The truth is, we humans are poor listeners. And it appears we are getting worse. Goldfish have longer attention spans than we do.
Cool article! Whoever did the infographic, did a good job. A name please?
John Walston says
Sammi, Nick Pipitone did the research. The illustration was done by Michael Credle. Both are credited on the post.
Erhard Wiedemann says
RJ Shipley says
So what are the most effective ways in which we can improve our own listening habits / skills as well as the listening skills of those around us?
I would suggest that, first, implicit in this discussion is the distinction between listening to background vs. listening to something important – e.g. discussion of what is expected of oneself by client, superior, etc.
Like anything else, one has to make a commitment, make the listening a priority. Take notes, even if you never refer to them the act of taking notes strengthens the memory, at least for me.
Obviously much more can be said – anybody else?
Don Billingsley says
Reading this article in no way qualifies you as a good listener…
John Walston says
Pretty funny. And sounds familiar, too.
Preston childress says
Bob Gately says
Creating an engaged workforce is not hard to do, see steps below.
Step 1. Have the CEO do her job well all of the time.
Step 2. Have all the CEO’s direct reports (executives) do their jobs well all of the time.
Step 3. Have all the managers do their jobs well all of the time.
Step 4. Have all the supervisors do their jobs well all of the time.
Step 5. All employees will do their jobs well all of the time if all the others are doing their jobs well all of the time. Oh wait, it is too hard to get the CEO, executives, managers and supervisors to do their jobs well all of the time so we’ll just expect / demand / cajole / bribe / reward the employees to do their jobs well all of the time. Oops, that will not create engaged employees; never mind.
80% of employees are not well suited to their jobs including supervisor, managers, executives, and CEOs. We keep hiring the wrong people to be managers and above.
The 20% who fit their jobs as managers can create an engaged workforce but if the executives are ill-suited to their jobs success may be fleeting.
Every Organization Is Unique; This is a shibboleth (def. a custom, principle, or belief distinguishing a particular class or group of people, esp. a long-standing one regarded as outmoded or no longer important.) that needs to go away. All organizations have one thing in common that makes them not unique; all employees are people.
There are many factors to consider when hiring talent but first we need to define talent unless “hiring talent” means “hiring employees.” Everyone wants to hire for talent but if we can’t answer the five questions below with specificity, we can’t hire for talent nor manage talent effectively.
1. How do you define talent?
2. How do you measure talent?
3. How do you know a candidate’s talent?
4. How do you know what talent is required for each job?
5. How do you match a candidate’s talent to the talent demanded by the job?
Employers need to assess for:
– Cultural Match (Cultural Fit)
– Skills Match (Competence)
– Job Match (Talent)
Some employers assess for all three.
Potential is identified during the Job Match evaluation.
Lissa Lehman says
Couldn’t agree with you more. We suffer from that 80% issue and the 20% have to pull that wagon that gets heavier and heavier.
The 5 questions on talent struck a chord with me. We’re in the car business and we need to focus on answer all five of those questions. We have focused on the cultural fit with some success, but the talent required needs to better defined. It has to be more than just “good at sales”, which has been the qualifier for a long time. We need to define what “good at sales” means and I believe that will reveal break down into talents.
Liked your answer. Insightful. Thanks.
john weaver says
It’s moreso, how you say it opposed to what you say?
Lori Matchell says
My observation has been that if you’re not saying what they want to hear, they don’t hear it. And this can apply in business and in personal life.
Erik Hansen says
That is the main problem. Reality clearly dictates that important things will be said that are not popular. We have to work past and get rid of the “it’s all about me” mentality in the organization. That level of toxicity can destroy even the best teams.
Jay Frasier says
I really like this a great deal, with the exception of one of the graphics: the one that has the Mehrabian statistics on it (55-38-7). These statistics are almost always inaccurate. There is plenty of information about this online. Here is one brief article that summarizes the research pretty well: https://www.ianbrodie.com/debunking-the-myths-of-non-verbal-communication/. I hope you will edit that graphic out of the presentation because it is overall very good.
John Walston says
Thanks for the info.