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 Neglect Voice 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 purpose organisation direction results focus mission & values ethics role clarity diversity participation leadership recruitment cross-unit cooperation learning & development involvement reward & recognition appraisal supervision career opportunities passion / engagement organisation commitment job satisfaction intention to stay progress organisation objectives change & innovation customer satisfaction Based on Langford, P. H. (2009). Measuring organisational climate and employee engagement: Evidence for a 7 Ps model of work practices and outcomes. Australian Journal of Psychology, 61, 185-198. And Langford, P. H., Parkes, L. P., & Metcalf, L. (2006). Developing a structural equation model of organisational performance and employee engagement. Proceedings of the joint conference of the Australian Psychological Society and the New Zealand Psychological Society, Auckland, New 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 lower higher Performance Work/Life Balance Teamwork Talent Motivation & Initiative Organisation Direction Facilities Role Clarity Performance Appraisal Mission & Values Processes Resources Diversity Technology Supervision Safety Results Focus Cross-Unit Cooperation Recruitment & Selection Ethics Learning & Development Career Opportunities Wellness Rewards & Recognition Leadership Involvement limit lower Importance prioritise higher
engaging have more confidence in us and take account of our suggestions Get staff involved in decision making even in just small ways e.g.input in developing forms that we use ourselves more involvement from people that will be directly affected listen to staff and work with teams to problem solve and support 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 Optimism Empathy Speed Cooperation Vision & Inspiration Problem-solving Health & Safety Continuous Improvement Time Management Stress Management Work/Life Balance Risk-Taking Intellectual Stimulation Performance Correction Receiving Feedback 1,248 employees rating 211 leaders on task, people and change management behaviours 12
serving DRIVERS product quality innovation speed cost facilities people capability caring coordination contact OUTCOMES client passion company progress partnership external communications responsiveness complaint handling ethics 13
drivers & gaps for service quality Examined the impact of 15 driversof perceived service quality on satisfaction for 3,798 consumers maintain promote lower higher performance Environmental Responsibility Cost Innovation Facilities Social Responsibility Ethics Staf f Coordination Staf f Contact Complaint Handling Quality Speed Responsiveness Staf f Capability External Communications Staf f Caring limit lower importance prioritise 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 Telling, assuming, directing, identifying problems and mandating solutions, having all the answers, controlling Task leadership know whatand how The Leader s Checklist (2011) Take charge Act decisively Communicate persuasively Dampen over-optimism Motivate the troops Listening Leader asking, listening, guiding, facilitating, steering, helping others recognise and solve problems, asking for ideas, supporting others while maintaining accountability People leadership connect, enjoy Change leadership voice, innovate Chilean Mining Rescue Build a diverse top team... collectively capable of resolving the key challenges 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 provide feedback and take action score substantially higher on employee engagement Listening cultures act on survey results and show far higher engagement Employee Engagement 100% 90% 80% 70% 60% 50% 40% 30% 20% 44% 42% 78% 80% 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.auand 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
gap analysis for aged care sector This organisation is good at selecting the right people for the right jobs % Fav Impact On Impact On PASSION PROGRESS 47% This organisation fulfils its obligations to me 62% The rewards and recognition I receive from this job are fair 51% I am consulted before decisions that affect me are made 49% Senior management listen to other staff 57% 25
direct communication In a case study drawn from our consulting work (Langford, 2009a) employees of a large institution rated four levels of management ranging from senior executives through to frontline supervisors, as well as rating relationships with coworkers. % Fav Impact On Impact On PASSION PROGRESS Leadership - Principal Officers 57% Leadership - Senior Manager 61% Leadership - Manager 70% Leadership - Supervisor 74% Coworkers 90% 26