Executive Listening And Communication Gaps

Bluckert, P. (2005). Critical factors in executive coaching- the coaching relationship. Industrial and Commercial Training, 37(7), 336-340. doi:10.1108/00197850510626785

Listening skills play a significant role in evaluating communication capabilities in the workplace throughout the globe. It affects all kinds of interactions and becomes part of problem solving. Thought communication encounters, workers are able to learn why they trust or distrust each

In our fast-paced society, finding time is a difficult task; however, throughout my interviews with leaders from various professions, I have been reminded me of the correlation between time and growth. Not only is time essential for developing trust, but it is also critical to growth. Many of the leaders I interviewed have learned to spent significant amounts of time disciplining themselves practice their skills, learn from others, and challenge their beliefs. Although I have always enjoyed learning, I have found that I have isolated myself in my learning experiences. At times, I have ignored and failed to appreciate the contributions of others. My ignorance has blinded me from trying new ideas, challenging old beliefs, and trusting others enough to cultivate

Moreover, it is imperative that you understand the values of leader-follower communication for laying the foundation of any type of successful business. Additionally, without communication, it would simply be impossible to communicate with the various levels and ranks that are involved in any type of business. Consequently, this happens whenever “employees feel that speaking up about issues and problems is futile, or worse yet, dangerous” (Morrison & Milliken, 2000, pg.721). Therefore, it is important for team members to understand about the organization, its culture, its products and services, and its response to any negative issues, thus. they improve their job and continue to serve as representatives to their community, their friends, their

The report is limited to the single communication topic of interpersonal communication. The three skills that are in focus, associated with interpersonal communication are listening feedback and questioning. This is then applied through the specific discipline of coaching.

In Susan Tardanio’s Forbes Magazine article, “5 Habits of Highly Effective Communicators”, she tries to demonstrate how important communication skills are for people to be successful leaders. This article is intended to help individuals who are interested in honing their leadership skills, particularly while in a business setting.

The principle of coaching is to provide the tools and practices which alter the client’s structure of interpretation (Flaherty, 2011). As a matter of convention, the traditional coaching relationship is generally focused on the achievement of specific executive related goals. The coaching process will normally address the individual behavior that causes managerial or personal conflict and attempt to modify that behavior. Today, one of the key roles of a leader is to help their subordinates modify their behavior to improve their productivity, contribute more to the growth of the company, and to become a peak performer within the organization (Kilburg, 1996).

Successful leaders today have no choice but to be strong communicators. The current workforce is ever-changing, it is becoming more diverse and the avenues for communication and information are increasing. The days of writing a memo or making a call on a rotary phone are long gone, thanks to technology and the information age we now live in a society where communication is instant and constant. With all the new avenues to communicate, leaders must focus more closely on the three step communication process and the cause and effects of communication barriers. Most leaders work with very diverse teams so it’s crucial that they know how to effectively communicate to all members.

Introduction: The introduction will explain the significance of active listening and effective communication methods with nursing care at the bedside. In this area the reader will learn what topics will be discussed throughout the paper.

Many people have never considered the fact that effective listening is a vital part of the communication process. As learned, listening consists of the following activities: selecting, attending, understanding, remembering, and responding. In conjunction with that, there are several skills that individuals need to possess in order to assist them with effectively listening to others during the communication process. I think the most important skill that I possess is listening to understand both major ideas and details. This is a skill that I have to work on continuously to become good at. Learning how to ask clarifying questions pertaining to major themes and underlining information helps me to problem solve quickly and effectively. In my profession, I have lead teams that have consisted of anywhere from 35-250 employees. In my various leadership positions, making leadership decisions by actively listening to my associates is key when trying to accomplish the company’s vision, goals, and directives. Giving a person my full attention when they are speaking was difficult for me for some time. However, I have learned that many conversations need to happen behind closed doors, with no distractions for true understanding to

The authors further discuss what coaching isn’t. In order to understand the concept of coaching it is necessary to know what coaching is not, and to review some of the practices that are infrequently confused with it. Coaching is not training. Coaching is centered on context and design to respond to the needs of the individual learner. Coaching is not mentoring although effective mentors use coaching skills and strategies.

Active listening is an attentive and interactive form of listening. One of the primary objectives of active listening is establishing and achieving empathy among all parties engaged in communication together. The words a person uses during communication are important, yet active listening includes listening to a person's words as well as interpreting and intuiting what a person feels and thinks. Active listening is a highly engaging activity. Active listening requires the person doing the listening to have a very keen awareness of all aspects of the communication. Active listening then is a sensory activity that challenges the listener to see, hear, sense, perceive, understand, feel, empathize, and reciprocate.

My experiences with my professional coaching sessions were very challenging to say the least. When I decided to begin graduate school, I never imagined I would be coaching my peers and they would be coaching me during my first quarter. Nonetheless, I enjoyed the experience and I learned a lot while participating. In my circle of friends, I am the one always handing out advice whether it is solicited or not. Because of this, I assumed these sessions would come natural to me. However, I learned by me forcing my opinion and advise on others I was trying to control them. Whitmore (2009), states

Workplace coaching is a term that refers to the process of equipping people in the working environment with necessary tools, opportunities, and knowledge for total development in order to enhance their effectiveness from an individual, organizational, and work perspective. Workplace coaching has emerged as a major concept in modern organizations since leaders, researchers, and organizations have identified it as a crucial competency in leadership and management (Cacioppe, n.d.). The increase in this practice has also been attributed to the fact that employees continue to request for coaching. As an important competency in leadership and management, workplace coaching has assumed different perspectives and approaches because of the existence of various coaching models such as Systemic Psychodynamic Coaching model.

Jim Anderson developed a 6 week training program on listening and communication skills to improve management at a large pharmaceutical company (Northouse, 2013). Jim decided to train the middle level managers from research and development first. The managers are highly skilled, but skeptical of the value of the seminar. After the third week, Jim begins to notice problems. Attendance has dropped and the attendees are frequently late or leave early. Jim is unsure how to turn the problem around.