Category Archives: Employee Development

I must admit, I almost didn’t write this article.  Really!  To think that any leader would struggle with getting their followers to listen to he or she is almost laughable. 

Sadly, just in the past few months, my observations have confirmed that some leaders are challenged with their followers NOT listening…at least not listening actively.  Thus, I begrudgingly moved to address any remedies I might conjure up for construction leaders, of all job titles by the way, to empower them to gain the listening attention of their followers.  So, here we go.

First, you must have something worth saying.

OK, not exactly “PhD” stuff, right?  Yet, the leader who just talks a lot, mixing important information amongst a greater amount of less than critical “stuff” will lose his or her audience.  It’s not that you shouldn’t make small talk (I actually have a small chapter in my coaching book on how to accomplish this effort), but most workers enjoy working under and being led by those who are friendly, but more focused on insuring that important, accurate, and timely information is provided.  If, over time, the leader just seems to be a “babbling brook,” then many of the followers will subconsciously block out a portion of what they hear.  It will just turn into “back ground static”; in other words, the employees hear the words but aren’t listening with focus.  It’s just filler noise, like hearing a plane fly over or a generator operating just outside the trailer.

Second, it’s critical to look at those whom you are addressing.

Again, not rocket science but I observe leaders, from the company President to the front-line Foreman, looking everywhere else but at the people whom they are speaking.  I have never understood this failure in human relations.  For an active and focused interaction to take place, the speaker must look at the individuals whom they hope is listening!  Not looking at the individual whom you are talking to sends signals that you are preoccupied with other thoughts, not interested in their current situation, or simply not respectful of their position.  That’s the power of eye contact when speaking to others.

Third, begin your conversation with asking a few questions.

Some of the questions may be personal in nature, such as, “How are you doing today?”  Other questions may be more specific and to the point, such as, “So, can you explain to me what happened?”  Asking a question draws the other person into the conversation sooner and immediately stages the conversation to be interactive.

Fourth, take a few notes while you are listening.

It still impresses me when a more senior leader, in their effort to engage employees, takes notes on those sharing information.  Psychologist have found that taking notes not only increases a person’s retention level of what is being spoken but also makes the individual speaking that they are important.  So, as leaders, take notes when engaging your workers and watch their respect, and attention, grow for you and what you have to say.

Fifth, give credit where credit is due.

A sure reason that employees may not always listen to their leaders is if they feel like the boss never really allows the people who have solved a problem, fixed a short coming, or put in the hours needed to pull off the “miracle,” get the credit.  If your workers believe that you are only out for yourself, they will give you the bare minimum amount of respect in their listening.

Sixth, follow-up with individuals after you have spoken.

A leader might be surprised just how much their workers are listening to them even while the workers may not demonstrate great listening techniques.  I have observed workers who seldom make eye contact when listening yet they clearly were listening because they did exactly what was discussed.  Don’t be fooled by those who display far-off looks when listening, they may just be visualizing the consequences of the discussions message.

Seventh, circle back to restate what you have already spoken.

This effort may initially appear to be degrading others, not trusting that they heard and understood what you said.  However, most leaders have found that they may have to repeat their comments more than once to insure the message was received.  In fact, long-time motivational speaker, Zig Ziglar, practiced a three-part effort when trying to convey his message.  He advised leaders to, “Tell them what you are going to say; Say it; and the, Tell them what you said.”  Now, this trio of saying something was intended for presenters but the psychology works for almost any important interaction.

Finally, sincerely respect your workers.

OK, this is not a subtle slap of the hand.  Yet, respect is a greatly needed value that leaders must embrace and demonstrate first.  Sure, leaders want and need to be respected but the process of respect must begin with those in levels of greater responsibility.  This isn’t a slap of the hand but more of a word of encouragement to sincerely respect those to whom you depend to fulfill work safely and profitably!

Listening is a lost art in our world today.  We’re too accustomed to observing multiple parties over-talking one another to where there is little civil discussions.  I think this culture reality probably influences many workers today who may think, “Well, they probably don’t want to hear my ideas any way.”  Don’t laugh, I’ve actually had workers confess that they do not feel that their leaders are interested in their ideas or solutions, much less want to know how they are doing in their personal lives.

Getting your employees to listen to you may depend more on how you listen to them.  Remember, listening to your workers may do more to confirm that you do respect them!

Here’s to listening to your workers first; maybe then they will listen to you!

Brad Humphrey

The Contractor’s Best Friend