The importance of listening: for effective leading, engaging and serving Dr Louise Parkes ACSA National Conference, Sydney, September 2011 e: louise.parkes@voiceproject.com.au p: 02 8875 2803
listen up... • Why listen? • Are we listening? • Why don’t we listen? • Tips for effective listening 2
why listen? “voice” - providing a means to communicate and influence the decision-making process in organisations In order to improve • workplace productivity or service quality, and performance • workplace conditions and employee wellbeing Exit Voice Neglect Loyalty Through our research and consulting in over 3,000 organisations we have ‘given a voice’ to 700,000 employees, leaders and clients in a wide range of industries and countries 3
believe, belong & achieve participation leadership recruitment cross-unit cooperation learning & development involvement reward & recognition appraisal supervision purpose career opportunities passion / organisation direction engagement results focus mission & values organisation commitment ethics job satisfaction role clarity intention to stay diversity progress organisation objectives change & innovation customer satisfaction And Langford, P. H., Parkes, L. P., & Metcalf, L. (2006). Based on Langford, P. H. (2009). Measuring Developing a structural equation model of organisational organisational climate and employee performance and employee engagement. Proceedings of engagement: Evidence for a 7 Ps model of work the joint conference of the Australian Psychological Society practices and outcomes. Australian Journal of and the New Zealand Psychological Society, Auckland, New Psychology , 61, 185-198. | Zealand. 4
individual performance 5
safety ‘Leaders should listen and listen and listen. Only through listening can they find out what’s really going on. If someone comes in to raise an issue ... and the leader does not allow the individual to state their case fully and to get emotions out in the open, the leader is likely to understand only a piece of the story and the problem probably will not be solved.’ Testimony from Smith, M. (2003). In Report of the Columbia Accident Investigation Board, Vol I. www.nasa.gov/columbia 6
continuous improvement The Minister for Innovation, Industry, Science and Research Senator Kim Carr: ‘… Maybe it is time we started thinking this way again— especially given the evidence that workplace democracy increases productivity and cuts downtime by involving workers directly in the innovation process, reducing supervisory overheads, empowering workers to employ the knowledge that only they have, and creating decentralised lines of communication that make it easier to fix problems as soon as they arise. The cause of continuous improvement is best served by cooperation rather than confrontation, and it is most likely to succeed when it involves the whole enterprise, from the boardroom to the factory floor.’ Carr, K. 2009, ‘Innovation and social democracy’ A speech delivered to the John Curtin Institute of Public Policy, Perth, 28 August 7
a listening revolution http://www.youtube.com/user/voiceprojectvideo?feature=mhee 8
are we listening? At the interpersonal level - person-centred philosophy • treated as unique individuals • considers whole person • empowers more involvement in decisions about their lives • Views quality of the interaction between staff and person as more important than getting the tasks done 9
gap analysis for aged care sector Ideally, management practices should rest in the oval where there is a good match between performance and importance maintain promote higher Role Clarity Organisation Direction Mission & Values Safety Processes Performance Results Focus Work/Life Balance Resources Ethics Performance Teamwork Appraisal Diversity Learning & Development Technology Career Opportunities Facilities Leadership Talent Cross-Unit Cooperation Motivation & Initiative Involvement Supervision Recruitment & Selection Wellness Rewards & lower Recognition limit prioritise Importance lower higher
engaging Get staff involved in decision making even in just small ways e.g.input have more in developing forms that confidence in we use ourselves us and take account of our suggestions listen to staff and work with teams more involvement to problem solve from people that and support will be directly affected listen to the workers, managers are not always right 11
leading 3.5 3.7 3.9 4.1 4.3 4.5 High Expectations Happiness Verbal Influence Advocacy Quality Recognition Developing Others 1,248 employees Optimism rating 211 leaders Empathy on task, people Speed and change Cooperation Vision & Inspiration management Problem-solving behaviours Health & Safety Continuous Improvement Time Management Stress Management Work/Life Balance Risk-Taking Intellectual Stimulation Performance Correction Receiving Feedback 12
serving people • capability • caring • coordination • contact client OUTCOMES product passion DRIVERS • quality • innovation • speed company • cost • facilities progress partnership • external communications • responsiveness • complaint handling • ethics | 13
drivers & gaps for service quality Examined the impact of 15 drivers of perceived service quality on satisfaction for 3,798 consumers maintain promote higher Facilities Staff Capability performance Quality Staff Coordination External Communications Staff Contact Staff Caring Social Responsibility Speed Ethics Innovation Responsiveness Environmental Complaint Handling lower Responsibility Cost limit prioritise importance lower higher
family/carer service quality Top quartile • Respects my family member’s privacy • Staff are polite and friendly • Acts responsibly • Provides a safe and secure environment • Facilities are accessible / in good condition Bottom quartile • Helps me connect with other families & carers • Helps my family member connect with others • Communicates often enough • Acts on my suggestions and ideas • Lets me know what’s going on 15
why don’t we listen? at the mercy of management Donoghue et al (2011) Employee participation in the healthcare industry: The experience of three case studies. Asia Pacific Journal of Human Resources 49 ( 2) 193-212. 16
head matters Command & Control Listening Leader Telling, assuming, directing, identifying asking, listening, guiding, facilitating, problems and mandating solutions, steering, helping others recognise and having all the answers, controlling solve problems, asking for ideas, supporting others while maintaining accountability Task leadership People leadership – connect, enjoy know what and how Change leadership – voice, innovate The Leader’s Checklist (2011) Take charge Chilean Mining Rescue Act decisively Build a diverse top team ... collectively Communicate persuasively capable of resolving the key challenges Dampen over-optimism Motivate the troops 17
heart matters • Vulnerability � Randall White, ‘Learning leader’ (don’t know what or how) � Brene Brown http://www.youtube.com/watch?v=X4Qm9cGRub0 • Humility � Jim Collins, Level 5 Leadership • Trust � Cycle of mistrust -> need for control 18
practical matters • Frailty, communication difficulties, intellectual disabilities, dementia • What do you like best about HWNS? � everything; too many to name - eg really nice staff, listen to me � HWNS asks what i want to do in my spare time, what do i want to do in my future, what do i want to learn � people at hand to help me out and listen to me. Not just sitting down with me, but really listening to me and my needs � Having a coffee with someone that listens 19
effective listening “Active listening” Requires Direct communication • • Demonstration of understanding • A response 20
listening and acting • Organisations that 100% provide feedback 90% and take action score 80% 78% substantially higher Employee Engagement 80% on employee 70% engagement 60% 50% 44% 42% Listening cultures • 40% act on survey results 30% and show far higher engagement 20% 10% 0% No Yes Acted On Survey Results Provided feedback of survey results Made improvements based on results 21
free resources: “voice bites” • In response to identified practitioner need • Suggested actions for organisational development based on scientific evidence • Case study of successful client change • Follow-up resources • Go to www.voiceproject.com.au and link to Library: “Voice Bites” 22
free resources: “self service” surveys • We’re offering 5 free “self service” surveys, including our engagement survey as well as our leadership 360 and service quality surveys • Fully automated online tool - you can set up our surveys in minutes, receive automated response rate updates, and your report will be ready for download when the survey closes • Great for assessing work units or individual leaders • Go to www.voiceproject.com.au and link to “Self Service” 23
questions experiences Dr Louise Parkes e: louise.parkes@voiceproject.com.au p: 02 8875 2803 24
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