Communication and engagement part 4: listening

Communication is a core skill for stakeholder engagement.Earlier blogs in this series introduced the communication spectrum and looked in more depth at its engagement and appreciation aspects. This post explores how listening fits with the communication spectrum.

Listening, as with communication, is generic. The communication spectrum helps us to be more specific about the type of communication we want to use, and the same principle applies with listening. For those who haven’t had some sort of coaching or training in listening (the majority of us?), listening is undifferentiated. Some may have learned about active listening. Part of the problem is that good listening, while outwardly passive, takes a lot of focus and discipline, and it’s a little hard to simultaneously listen, and stand back an observe yourself in action.

The neutral zone

Using the communication spectrum, we can identify three zones of listening. In the neutral zone, our listening can be passive and possibly not very effective. We might be disinterested or bored. If our interest is piqued, we might either move towards being more engaged or, on the other hand toward debate and conflict.

The red zone

If our listening heads south towards the red zone we begin to listen for what is wrong. You have probably caught yourself doing this – what started off as a conversation, at some stage became a contest. A clear sign is that you find yourself trying to score points and the communication takes on the pattern of strike and counter-strike of a rally in a tennis match. In formal debates, speakers have their own material to present, but are also listening to find fault in the arguments of the opposition. Debate in our democracies unfortunately operates on this premise, often yielding more heat than light.

The green zone

If the communication heads for the green zone, the listener will draw on skills of rapport building, empathic listening or active listening. For some, these skills have developed non-consciously, others work at them. Expressing appreciation to others needs to be preceded by either observing, or listening for what is right about that person.

Listening for engagement

Communication skills are a core competence for any organisation aspiring to better stakeholder engagement. Improving staff communication skills, in either listening, speaking or writing, equips your staff to engage better internally and externally. One skill especially relevant is empathy. When working with people on engagement processes such as stakeholder mapping, or identifying materiality, I encourage them to think from the stakeholder’s perspective. It takes some practice – it is very easy for people to revert to their own perspective. I suspect this is because most of us are keen to maximise advantage for our organisation. Stakeholder communication calls us to be more nimble and inclusive in our thinking, listening and speaking.

1 comment

  1. I agree with most stuff on the stakeholder engagement and communication models posted here. With my experience stakeholders will only engage once they know they are heard and listened to and the only way is to be honest with them by providing feedback in time. This is crucial to this process.

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