| It's a big enough challenge for some managers | | | | 3.Recognize that life is a perceptual experience. |
| and leaders to be willing to really listen to their | | | | Whatever perceptions (true or false) your |
| rank and file employees, but it's altogether more | | | | employees have, these perceptions are true for |
| challenging to listen when you disagree with what | | | | them. |
| is communicated. Yet you have a much better | | | | 4.Play with the idea that no one is ever really |
| shot at dealing with the reality of your | | | | wrong. They just need more information to come |
| department or company if: | | | | to a different conclusion. This could be the |
| 1.Your corporate culture is open and receptive. | | | | employee - or it could be you. |
| 2.You validate their ideas or suggestions. | | | | 5.Learn to accept others for who they are, what |
| 3.You encourage the upward flow of honest | | | | they think, how they feel and what they believe. |
| information. | | | | 6.Encourage your employees not to edit what |
| 4.You reward honesty and quality vs. negative | | | | they tell you. |
| employee traits. | | | | 7.Believe that your employees have your |
| 5.Employees believe you really want the truth or | | | | organization's best interests at heart. |
| the information they have to give you. | | | | 8.Don't rely on a single source in your organization |
| Here are a few ideas to help you succeed in | | | | for accurate information. |
| listening to "the bad news" or whatever doesn't | | | | 9.Be consistent in your behavior regardless of |
| match your own thinking or expectations: | | | | how difficult it might be at certain times. |
| 1.Keep your ego out of the way of | | | | 10.Pay close attention to rumors, the grapevine, |
| communication. | | | | and hearsay - they communicate information you |
| 2.Set aside your own prejudices, opinions, values, | | | | might not get otherwise. |
| judgments, and expectations. | | | | |