We give trust to our experiences that have kept us safe, but in the world of work, this can let us down sometimes and we fail to make the best of people because of it.
Often what people say means something very different to them than it might to you. As a manager, you have the luxury of being able to detach from worrying too much about this, as your people will generally follow what you tell them to do – up to a point.
But this isn’t your whole answer. You need your people to be onside when it comes to the information you give out to them, so that they are aligned with the expectations you have of them.
More, when they don’t clearly understand what you mean, they will become frustrated when they do what they hear you want, only to find out subsequently, that this wasn’t really the case. This can seriously damage any relationship you have with them, especially when it happens more than once.
On the other hand, as a manager, it’s easy to place your interpretation on what you hear said and create assumptions based on this. Your beliefs about people can be spoiled by your interpretation of what was said, rather than making the effort to get under the skin of the detail and work really hard to understand what they really meant.
On both sides then, dissemination of information, attitudes and even simple comment is wide open to misinformation, because our ears are not theirs. The words that are said do not necessarily have the same meaning as what we hear. Whilst a solution to this is to double-check both that what you say is clearly understood by them and that what they say you have clearly understood, there is a further consideration to make.
Sometimes, you need to stand in a different place than you have always done. Your appreciation of what is said is subject to your own filters through which you hear the world. It’s vital sometimes to appreciate that the words you hear and interpret for yourself don’t have the edge that you imagine. That your ‘spin’ is yours and not theirs.
This requires a step-change in your ability to shift your own thinking and by doing this, you are much more likely to get the real value of the thinking and ideas that are being shared. And you are better equipped for maximizing the relationships you build, rather than wasting time and energy frustrated by the words that others use and hearing them only through your own, filtered and consequently tainted ears.
(c) 2010 Martin Haworth, Business and Management Coach and trainer, is the author of Super Successful Manager, an easy to use, step-by-step weekly development program for managers of EVERY skill level. Find out more athttp://www.SuperSuccessfulManager.com.
Article from articlesbase.com