1. Active Listening Article by Rogers and Farson Presented by Adam Fleming

2. “We have been given two ears and but a single mouth, in order that we may hear more and talk less. ” - Zeno the Citum

3.  “active” – listener has definite responsibility  Help speaker work out their problems  Way of approaching those day-to-day problems Active Listening – What is it?

4. Carl R. Rogers  M.A. Columbia University  Ph.D. Columbia University, Psychotherapy  Father of humanistic psychology  Known for the person-centered approach (PCA)  Authored over a hundred publications explaining his theory of personality development. Authors

5.  Masters degree University of Minnesota  Ph.D. University of Chicago, psychology  president of Western Behavioral Sciences Institute  became Rogers’ research assistant  intern and counselor at the Counseling Center and a research associate at the Industrial Relations Center. Richard E. Farson

6.  Goal – bring about changes in people  Avoid trying to change point of view  Listen for total meaning  Respond to feelings  Note all cues Active listening

7.  Not easy to acquire  Carries strong element of personal risk  Listener will often hear negative expressions directed at them  Listeners emotions are sometimes barrier  Must be able to listen to oneself before you can listen to others Problems

8.  Improve productivity  Best practices  Richest untapped source of power available Organizational goals

9. Knippen, Jay T., Green, Thad B. (Summer 1994) How the Manager Can Use Active Listening. Public Personnel Management, 23, 357-359.  Being an active listener requires 5 steps 1. Determine when to use active listening 2. Select appropriate technique 3. Use technique selected 4. Evaluate communicators response 5. Take appropriate action Reference 1

10. Management Training

11. Brownell, Judy (Fall 1990) Perceptions of Effective Listeners: A Management Study. The Journal of Business Communication, 27:4, 401-415.  Researchers know less about listening than speaking, reading or writing  60 percent of managers communication time is spent listening  Administered a 26 item questionnaire to middle managers and their subordinates in 6 hospitality organizations.  Findings:  Managers over 45 – perceived as poor listeners  Female managers – perceived as better listeners than males  Almost all managers rated themselves as “very good” or “good” listeners Discrepancy between managers’ self- perception Direct and frequent feedback is necessary Reference 2

12. Survey results

13. “He who knows does not speak; he who speaks does not know.” - Tao Teh Ching (56:1)

14. Ramsey, R D (Nov 2007). The most important skills for today's supervisors. Supervision, 68, 11. p.3  Managers have the toughest job in the business world  Takes a myriad of skills to become an effective manager  All good leaders are good listeners  When leader doesn’t listen, followers quit listening to the leader  The most effective supervisors understand that listening is life's greatest teacher  Effective listeners are made, not born.  Listen as defined in the dictionary “to make an effort to hear something…to pay attention; heed” Reference 3

15.  Decision to listen is up to each manager  Development of listening skills  Listen to all language  Open door policy  Viewed as a good manager, effective leader Conclusion

16. Questions / Comments?