listening

There are 3 posts tagged listening.

How to Give Feedback Effectively? What to do Before, During and After a Feedback Conversation?

Giving good quality feedback is an important skill to have in any organisation. Doing so regularly with our peers gives everyone an accurate understanding of how they are doing at work, and what needs to change / improve. However, I have always felt that the importance of feedback and how to effectively deliver it is something which is rarely stressed and communicated within companies. In this article I want to share some of the best practices I have learnt from different people and mentors over the years about giving feedback.

Why?

The first step to giving good feedback is to realise the importance and reason behind doing so. I believe that the only reason to provide feedback is to improve performance while working together. The purpose of giving feedback is never to measure performance, blame, to prove yourself right, to make others wrong or to put someone in his/her place.

I believe this is the most important aspect of feedback which we often miss. I see feedback as a ‘gift’ given from one person to another, with the only purpose of improving how they work together. When we see feedback as a ‘gift’, the feedback conversations tend to be more natural and less awkward.

Before (Preparation)

“Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”
― Abraham Lincoln

Like most things in life, doing some groundwork before giving feedback is critical. Over time I have come up with a list of steps which helps me prepare for a feedback conversation.

  1. The first step is to collect data and evidence to back up your feedback, and to make sure you have seen the situation from different angles and point of views. This might include gathering some tangible data like sales reports, code reviews, etc or validating your feedback with different set of people.
  2. Apart from remembering the why behind sharing the feedback, it is also very important to have an open mind going into the conversation. We must be willing to investigate / apologise if things turn out otherwise. If the person you are sharing the feedback with brings up new facts or information you weren’t aware of, make sure to acknowledge them and take a time out to investigate rather than thrusting your feedback upon the person.
  3. Create a comfortable space for providing the feedback. Allow enough time so that none of you feel rushed. Depending on the type of feedback, choose an appropriate setting for the feedback. For example – do not choose a place which is overly conspicuous, and never give negative feedback in public. If the feedback is on a trivial issue, you can do it while walking back from a meeting, or in a vehicle driving to another destination to make it less formal. But if your conversation is more difficult, you might want to do it in a meeting room. The important thing to realise is that there is no one right place to deliver feedback, and you should choose based on the type of feedback.
  4. Sleep on it! If you feeling angry, upset or feel an urge to provide feedback; it is often better to sleep on it. Giving feedback at the wrong time can often do more harm than good. Once your emotions are more settled and you have gathered your thoughts, you can then share the feedback as soon as possible.

During (Process)

While you can do all the preparation you want, receiving feedback can still be a stressful experience for people (especially if it is critical). To ensure that the conversation goes smoothly you can follow a few guidelines :-

  1. Criticise in Private, Praise in Public. Use this as a golden rule for any feedback conversation.
  2. Never attach adjectives to people. Start by stating why you are providing feedback, which is always to improve performance (of the person, team, organisation). You demonstrate that by stressing on the impact of the person’s actions (on the team and their performance) and not on the person themselves. For example – Instead of saying “you are a weak communicator”, say “your communication style can be refined to make a better impact in team meetings”.
  3. Be specific in your feedback. Give examples. Do not be vague in your statements.
  4. Be aware of the other person’s body language. Notice if they are getting defensive, angry, upset and change course if necessary.
  5. Be prepared for an emotional reaction. But do not react yourself. Do not get into a game of arguments and justifications. Stay silent and let people vent out their emotions (if any).
  6. Listen and paraphrase what you hear to ensure there is no confusion and misunderstanding. Understand the situation from the other person’s point of view.
  7. Use non-conflicting language. Use “I” instead of “you”. For example – Say “I felt disappointed when you did that.” rather than “You disappointed me by doing that.”
  8. Don’t Push – When you push people, they will push back. Present your thoughts without trying to push them through. Give people a choice to accept or reject your feedback, as you cannot force them to your point of view anyway.
  9. Give more positive feedback than negative, and always be sincere when giving positive feedback. Remember that there are always positives about people to acknowledge.
  10. Thank them for listening to your feedback. End the conversation on a positive note, with the other person thinking about the next steps. He/she should see the feedback as a stepping stone, not as a stumbling block.

“Criticism may not be agreeable, but it is necessary. It fulfils the same function as pain in the human body. It calls attention to an unhealthy state of things.”
– Winston Churchill

After (Follow Up)

To make sure that the feedback is serving its intended purpose, i.e., to improve performance, it is important to take a few follow up steps after the feedback conversation :-

  1. Send a brief summation of your meeting if it was important and critical enough. Also summarise any action points both of you agreed in a follow up email.
  2. The other person might need some time to process what you discussed. Give them that space. Follow up after a few days for any additional thoughts. Ask for feedback about how you provided the feedback. Anything they would like you to do differently the next time? Let your people know it is ok for them to give you useful feedback.
  3. Make sure to act on your action points, or share your progress on them. If you don’t walk your talk, you lose trust. If that happens, you have bigger problems to worry about.
  4. Follow up and ask for progress on the other person’s action points. Offer your support and help in any way you can.
  5. Thank the person and commend him/her for any change in future behaviour. Remember you can never give enough of positive feedback.

To conclude, feedback sharing sessions, when done well, are an incredible tool to build healthy relationships and make teams stronger. By listening and working on feedback, people can learn about themselves (self awareness) and be more conscious about their choices and decisions (career development). When you encourage people to give and share feedback, it helps create a culture of feedback, which eventually increases the strength and effectiveness of teams in your organisation.

How To (and not to) Deal with an Emotional Employee

As I wrote previously, every human emotion is valid. However, the story behind them might not be, and we always have the choice of how to respond to an emotion. If we want to master how to deal with others’ emotions, our own emotional mastery is the prerequisite.

Studies have shown that emotions like frustration, cynicism, enthusiasm, etc are as contagious as germs. I believe each human being acts like a tuning fork. Every emotion is like a wave, which when reaches others, either accentuates or dies down depending on whether the frequencies match or not.

When two people are emotionally reactive, even a small argument can quickly escalate into a fight. When we learn to master our own emotions, it gives us an opportunity to deal with any situation confidently. It will dampen any emotional waves and allows collaboration, even in the face of disagreement. We can strengthen our relationships with others, even in the most stressful and difficult situations.

When dealing with people, remember you are not dealing with creatures of logic, but with creatures of emotion. - Dale Carnegie

When dealing with people, remember you are not dealing with creatures of logic, but with creatures of emotion. – Dale Carnegie

1. Learn to Notice Emotional Build Up
Emotions are like storms. Just as we can forecast most weather storms before they strike, we can always notice and predict “emotional” storms too. If an emotional outburst of an employee is a surprise, then there were some signs we missed.

Emotional reactions don’t come out of nowhere. Just like storms, they build up over time. There are always signs, physical and behavioural, which we can observe and watch out for. If we notice these signs, we can get an advance notice of emotional build-up in people.

For example – If we notice tightening of muscles and a red face, the person might be getting angry or frustrated. If we notice a trembling voice, sweating and defensive body language, someone might be feeling scared or anxious. If we notice smiles, laughter and a relaxed body language, the person might be happy about something in his/her life.

2. Act Early. Validate What You Notice
When we notice physical signs of emotional build up in others, we must act early and validate our assumptions. Obviously, we can’t read another’s mind so whatever we assume about another’s emotional state might or might not be true. So the most prudent way is to state our assumption as just that, and ask the other person for validation.

For example – If your colleague has been quiet and detached since a few days, you can approach them and say – “I see that you have been quiet lately. You seem a bit tensed too. Am I right? Is there something which I don’t know, or can help with?” Never walk up to someone and pass a judgement, “Why are you sad? What’s upsetting you?”

Remember our assessments about others’ emotional state are just that – assessments. Mistaking them for truth could trigger an emotional reaction and make them defensive, which we don’t want to. What works for me is to state my assessment tentatively, and to always ask for verification.

3. Listen And Acknowledge. Don’t Judge And React

It is only human to be emotional. When someone opens up about their emotions to you, it is an act of courage. Don’t dishonour that act by rushing to judgement or suggestion. Just like our own emotions, acknowledge them by listening and understanding their point of view. Try to stand in their shoes and sympathetically feel what they feel.

Challenging others’ emotions is often counter-productive and makes them feel alienated and disrespected. If their emotion is directed at you or they feel your behaviour led to the emotion, you might be tempted to justify yourself. But that never helps anyone. If you can stay calm and relaxed, any emotional attack will eventually diffuse itself.

Emotions are the result of an internal fire. Reacting emotionally only adds fuel to that fire. Instead, let we can let it run out of fuel by allowing others to express themselves fully while we listen empathically.

Remember, mastering your own emotions is a prerequisite before handling others' emotions.

Remember, mastering your own emotions is a prerequisite before handling others’ emotions.

4. Let The Storm Pass. Take A Time Out
When there is damage due to a weather related storm, we don’t rush out to do repairs while the storm is still on. We wait for the storm to pass before assessing the damage, and doing any repairs. Similarly, if we notice an emotional storm, it is always best to wait for it to pass before jumping in to help.

There have been many instances when I have been sucked in to respond to an emotional employee. I have always regretted it later as it only made the situation worse. Taking a time out often works for me. A few moments to breathe often allows both parties to stay with their emotions and come to peace with them.

I believe the best way to understand someone else’s emotions is to observe our own. Becoming aware of our own emotions can help us empathise with others. When we feel compassion for others’ emotional states, regardless of whether we agree with their reasons or not, then we are ready to take the next step — which is asking the right questions and coaching them.

5. Coach. Inquire. Ask the Right Questions
The next step is to ask coaching questions and help them understand their own emotions. By genuinely inquiring and listening to others, we can help them clarify their thoughts.

Coaching via asking open questions is about respecting people as individuals, and giving them a free choice to act in a way that is consistent with their values.

Coaching someone doesn’t mean fixing other’s problems. We don’t get to be a superhero through coaching. Coaching is about letting others find their own answers – ones they already know but have become masked behind their stirred emotions. Coaching begins with genuine care for your employees and colleagues. It is a skill which requires practice, and you get better at it with each conversation.

Depending on the emotion, the coaching questions you can ask will differ. Here are a few examples –
Sadness – What are you sad about? What did you lost? Why did that matter so much for you? How could you grieve or mourn for your loss? Is there something I can do for you to support you?
Fear – What is scaring you? What are the chances of that happening? How does that impacts you? How can you prepare better for it to minimise the damage? What else can you do to feel at peace?
Anger – Who hurt you? What boundaries did they cross? How can you express your complaint and act in a way consistent with your values? How can you put the issue behind? What would it take for you to forgive them, or let go?
Guilt – What did you do? What damage did it cause? Who have you hurt? How can you make amends? Have you apologised? How can you be at peace? Can you forgive yourself?

How our Listening Filters Create our Reality and Limit Us

One of my most vivid memories from my childhood is when my grandmother mistook me for my father. I first thought she had gone crazy, but I was relieved when it was diagnosed as cataract in her eyes. Within a few days and after a small surgery, I was back to being her grandson. That was an easy fix — I thought at that time.

I had no idea that many years later, I was to discover a kind of cataract — in my vision and listening. The cataract which I am talking about are our listening filters. As I shared briefly in my article about Listening, these filters helps each one of us create our own perceived reality which helps us in making every decision — big or small — of our lives. However, unless we know the various listening filters at play, we don’t see our reality as a perception but as the absolute truth.

Whenever we see or hear something, we select what to pay attention and what to ignore, often subconsciously, based on a certain set of filters. A simple example could be someone speaking our name. Even if we are in a crowded room, we will instantaneously pay attention if someone utters our name, even if they are behind or far away from us. Our filters make us give more attention to our name than any other word.

Similarly, other listening filters make us pay more attention to certain things and ignore others. They can make one of us cry and another laugh on hearing the same story. They allow us to make sense of the situation in front of us, which creates the foundation on which we base our decisions.

listening filters color our world

What color does your world look like?

What are these Listening Filters?

1. Parents
Our parents are our first contact with humanity. As we grow up, our parents influence us the most. As we try to understand the world around us, our parents tell us stories to make it easier for us to navigate it. Everything that we consider as our most basic self – our religion, language, values, our political affiliations — are shaped by our parents more than anyone else.

Subconsciously we learn to listen to the outside world through them. Depending on what our parents think, and how they act, we learn to make our own choices, and judge other’s choices. We either end up see the world as they do, or rebelling against them and view the world contrary to how they see it.

2. Values and Beliefs
We filter everything we see and listen through our values (how we define right & wrong), and political, religious and other strong beliefs. For example – If a person has suffered racial discrimination in the past, he is likely to filter all future interactions with suspicion and caution.

If we hear what is in tune with our values and beliefs, we feel relaxed, joyful, and get an ego boost which can easily be seen in our body language. When we hear or see something contrary to our beliefs, we are surprised and might even feel pain and shock. We feel our muscles tightening, which can develop into stress, frustration and anger. Again, this is visible in our body language.

3. Culture – Language, Society, Religion
We behave in the world according to the religion we follow (or not), the languages we speak and are spoken around us, and the norms of the society we live in. Whether we are direct or vague in our communication, whether we are disciplined in our daily dealings or not, whether it is polite to accept a gift or not, and other subtle things in our daily life — are shaped by the culture of the land we live in.

4. Intentions, Expectations and Mood
We enter every conversation with an expectation of the outcome. For example – my expectations are very different when I talk to my colleague at work compared to when I run into him over the weekend. Similarly, my expectations differ when my wife calls me up at our usual time and when she calls up unexpectedly during the middle of the day. What we listen in these different circumstances is shaped by what we expect to happen.

Our listening is also shaped (or filtered) by our mood. At the end of a long day when we are tired, if we don’t get our expected response in a meeting, we might easily get frustrated and angry. But if we get the same response at the beginning of a day when we are fresh and energetic, we might respond in a totally different manner. The difference in both these cases is our mood impacting our listening.

5. Personal Prejudices
We all have certain personal prejudices, which can be racial, economical or something even more subtle – like the way one dresses. We listen and treat people differently based on these prejudices, most often on a subconscious level. An example is considering one colleague more ambitious than another based on how they are dressed. Another example is how we listen when we are approached by a homeless person on a street. Do we trust them when they approach us for money, or think about whether they are just going to use the money to get drunk?

We all have such personal prejudices formed over the years which live in our subconscious and give us a filtered view of the world around us. We are likely to ignore anything that opposes these prejudices, and very likely to agree and bond with anyone who shares the same prejudice as us. For instance, if we have a personal dislike for a person, we are likely to be dismissive about his ideas. On the contrary, when we interact with people we admire, we might behave over-optimistically in situations which warrant more caution.

We Don’t See Things As They Are, We See Them As We Are

We Don’t See Things As They Are, We See Them As We Are

Does everyone have the same filters?
Absolutely not. Just like our fingerprints, each one of us has unique listening filters. Based on our past, we all filter how we experience the present and make meaning of what we see and hear. Furthermore, our listening filters are changing (or evolving) daily based on new people we meet, successes and failures we have, and prejudices we form.

Our listening filters give each one of us a unique view of the world around us. These filters are almost like glasses through which we view the world. We put on our black glasses, and then complain the world around us is black. Not only that, we argue and fight with others wearing red glasses that the world is black and not red. Sounds silly, isn’t it! Yet we all do it.

What can we do about them?
Every decision we make, whether it is trivial or a life changing one, depends on how we assess the situation. Our listening filters help us create this assessment, which in turn limits the options in front of us. If two people act differently in the same situation, the difference is in their assessment of it. Reality is the shaky foundation on which we all rest our decisions.

As you read this article, and understand it through your own filters, don’t be led to believe that there is something wrong with having them. Instead, they are very useful in giving us a set of options in each situation which help us navigate through life. However, we are normally blind to the fact that these filters give us our perspective of life in each moment. If more aware, we are likely to understand how others see things differently.

Knowing that others may see the same situation differently can help us stay humble in challenging times. Being aware that our listening filters limit our available options can give us a big picture view and bring a smile on our face in stressful situations. In doing so, we don’t have to throw away our coloured glasses through which we view the world, we just have to be aware of them. And perhaps, try different ones for a while.

Making an attempt to sincerely view a situation from the other person’s point of view is what Real Listening is all about. If we can do so, we will make our conversations a bit more constructive, our days a bit more fun, and our relationships a bit more meaningful.