Tag Archives: leadership change

Appreciative Listening

23 Mar

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Lots to think about this week. One of the things I did notice was the idea of listening.

Listening is complicated. It is the sign of a good leader. This week we have done some work on this skill.

Active listeners are listening both with an emphasis on enhancing the interpersonal relationship and to gather information. People have natural listening styles or ways that they process what they’ve heard. A Comprehensive listener will listen to gather information and put it together to create the big picture. An Evaluative listener is automatically judging the information they are listening to. Discerning listeners have a natural style that sifts and sorts fact from fiction. An Empathic listening style helps the listener tap into the feelings of the person they are listening to.

Listeners who have an Appreciative listening style listen for the entertainment and enjoyment of listening, not necessarily to gather information. Understanding our own personal listening strengths and our opportunities for growth is tapping into the power of listening. Almost everyone who experiences being listened to appreciatively, reports that it feels good to feel so deeply heard and respected.

 I find like most leaders, talking is what characterizes our days. Answering questions. Setting direction. Speaking with people about what needs to be done.   It is not unusual for a leader to want to find the “speed up” button when people are speaking or to be multi-tasking.   This links me back to the social discipline window which I am now using a great deal.

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Consequently, it is not uncommon for leaders to feel impatient with speakers and to view listening only as too passive a form of influence in their busy schedule.

However, Appreciative Listening is not passive. It is a highly active, totally focused form of attention.  It is not active listening, repackaged. Unlike in active listening where you’re expected to repeat or confirm that you’ve understood what’s been said, appreciative listening asks you to show that you understand the person.

What is Appreciative Listening?

It is listening with the sole purpose of identifying qualities, strengths and values of the speaker that you respect.

Your commitment to do this only needs to be 3 to 5 minutes of focused time.

The payoff is high in terms of increased understanding, improved rapport and in building a more positive work relationship.

The consequences will be that everything begins to work better simply because you have a better understanding of what really matters to the other person.

Appreciative Listening Opens Door to Changed Relationships

Appreciative Listening offers two profound benefits:

  1. It increases the common ground in all your work relationships– even the ones which feel least susceptible to any positive change.
  2. It changes you the listener.

How do you rate as a listener? What role does it play in your work as a leader?

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Head of Faculty Inquiry

24 May

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I am finding Maslows model useful in my own inquiry. It considers what the teachers need from the leader and outlines “a set of knowledge, skills and dispositions required for meeting those needs”. During the leader’s ascension, toward the apex there are key checkpoints, questions that leaders need to ask themselves for the vision realised. This is my simplified version of Knuth & Banks strategy:

First Level: Your actions match your words
Leaders model core values and principles. You are able to inspire trust and articulate vision. Principle-centred leaders inspire trust by displaying consistency between core values, words and actions.

Leader Checkpoint 3: Is your internal compass in or out of alignment?
If your words and actions don’t match there’s no need to go any further.

Second Level: My physical and material needs matter to you
The work environment is clean and attractive. Sound, air-quality and safety needs are considered. Teachers have the resources they need to do their job well.

Third level: I am appreciated for my contribution
Leaders actively foster a sense of belonging. Encouragement and recognition is personalised. They put a human face on policies and systems.

Checkpoint 2: Is it your priority to ensure the basic needs of your people are met?
Without valuing people, clear systems, policies and training for staff, a leader’s energy is consumed by chaos or disorganisation and probably interpersonal conflict.

Fourth level: We’re on a journey together
As a community we own the vision, good systems are in place and we are able to direct our collective energies to our core mission.

Checkpoint 1: Do you feel like settling?
It’s all humming along nicely now, let’s just enjoy this. The fourth level is considered the ‘false apex’.

The Apex: Higher order change
This is rarely linear, rational or comfortable. It is disruptive, chaotic and tested by ambiguity. Leaders here demonstrate adaptive leadership skills. This is where the disruption happens. Remember: it isn’t actually an end point.

Fullan & Langworthy (2014) – A Rich Seam: How new pedagogies find deep learning
(Ch 6 The New change leadership)

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