Soft Skill/Competency: Listening

(Refer our High Quality Management Encyclopedia “Management Universe” at: http://management-universe.blogspot.com/)

Also read “Shyam Bhatawdekar’s Musings” at http://shyam-bhatawdekar-musings.blogspot.com/)

Refer previous sixteen posts to read the detailed explanations on competencies "Result Orientation", "Problem Solving", “Self Confidence”, “Self Development”, "Action Orientation", "Creativity", "Interpersonal Skills", "Communication Skills", "Composure or Coolness", "Decision Making",
"Integrity", "Team Work and Team Building", "Developing People", "Conflict Management", "Leadership" and "Motivation".

Explanation of the Competency "Listening"

• Considers listening as one of the important human skills and an important subset of the communication skills.
• Believes that listening strengthens the quality of communication, interpersonal relations, human relations, emotional intelligence, conflict management and team management.
• Every interaction requires one to respond and since the quality of response depends on the quality of listening, tries to improve quality of his listening constantly.
• Listens more and more within the sphere of other’s HSoftware (overall mental frame consisting of values, knowledge, paradigms and will power) rather than within the sphere of his own HSoftware. (Refer for more details the book titled "HSoftware- Shyam Bhatawdekar's effectiveness Model":http://www.amazon.com/s/ref=nb_sb_noss?url=search-alias%3Dstripbooks&field-keywords=hsoftware&x=16&y=21)
• Thus, listens to understand the other person and not just to react, reply, control or manipulate the other person. By understanding the other person properly, can respond or act in the best possible manner.
• Does not ignore the other person by showing indifference or by pretending to listen.
• Generally respects other people and demonstrates openness and trust through his body language and spoken words.
• Encourages two way communication.
• Focuses on what the other person is saying and pays attention and tries to understand what the other person is saying.
• Tries to understand what the other person is saying by being interactive with him by giving him the feedback of his understanding.
• He tends to be empathic in his listening the others. Puts himself in other person's shoes.
• In becoming an empathic listener, listens not only with his ears but also with his eyes and with his heart.
• Listens for feeling and meaning.
• Understands that every human being needs psychological survival- one wants to be understood and appreciated by others, one wants others' affirmation and validation. By being an empathic listener, satisfies this need of other human beings.
• Then, paves way to influencing the people in right directions by diagnosing the issues and concerns of others in a better way for effective problem solving.
• Promotes a more participative style of managing by involving people.

Pitfalls to be Avoided

• May spend disproportionately more time in listening at the cost of other equally important functions.
• In order to promote participation may tend to allow people to speak out whatever they wish to even when they are at tangent and thus mismanaging the time.
• May be seen by many people as person always available to offer shoulder to cry on.
• Being listened to intently may be construed by the speakers as if what they are speaking is being accepted by the listener as correct though in fact they may be wrong.

For free tutorials on "Train the Trainers" program, refer: http://train-trainers.blogspot.com/

Soft Skill/Competency: Motivation

(Refer our High Quality Management Encyclopedia “Management Universe” at: http://management-universe.blogspot.com/)

Also read “Shyam Bhatawdekar’s Musings” at http://shyam-bhatawdekar-musings.blogspot.com/)

Refer previous fifteen posts to read the detailed explanations on competencies "Result Orientation", "Problem Solving", “Self Confidence”, “Self Development”, "Action Orientation", "Creativity", "Interpersonal Skills", "Communication Skills", "Composure or Coolness", "Decision Making",
"Integrity", "Team Work and Team Building", "Developing People", "Conflict Management" and "Leadership".

Explanation of the Competency "Motivation"

• Appreciates the need for motivating self and others.
• Believes that by motivating the people they are in a position to give out their best i.e. they try their best to achieve their maximum potential for action, expression, growth, and achievement.
• Gives high degree of emphasis equally on "concern for people" as well as on "accomplishment of tasks".
• Analyzes the factors that motivate the people.
• Knows that different people are motivated by different factors and their weightages are not the same.
• Therefore, tries to analyze at each individual level what motivates each individual including self.
• Employs formal surveys and informal observations for understanding the motivational needs of the people.
• Is fully conversant with Maslow's need hierarchy theory, Herzberg's two-factor theory and other theories of motivation.
• Accordingly, incorporates the required challenges and responsibilities in the jobs of self and other individuals in addition to providing continually improving working relations and conditions.
• Provides appropriate freedom and autonomy on job as per individual's requirements.
• Helps in structuring and designing the various human resources and other policies of the organization keeping in mind the motivational requirement of its employees.
• Provides adequate and appropriate psychological strokes to the direct reports as well as all the other associates.
• On completion of projects and jobs by teams and individuals, celebrates the success and gives due recognition to them openly.
• Incorporates required combination of motivational factors so that people give their best as individuals as well as the teams.
• Generally respects all the people.
• Is a good listener.

Pitfalls to be Avoided

• May show a very softening or compromising attitude towards the people giving them a wrong impression of being a weak leader.
• May spend disproportionately more time in trying to sort out even those motivational aspects that are of very minor nature or which in fact are imaginary and not real.
• May tend to attribute failure of employees as their lack of motivation even when other factors may be primarily responsible for their failures.

For free tutorials on "Train the Trainers" program, refer: http://train-trainers.blogspot.com/