The seven leadership listening styles
This is the second in a three-part blog focusing on the impact of listening on leadership competence. The first in the series addressed ‘seven ways that listening transforms the art of leadership’ and the final offering focuses on ‘seven things that listening says about your leadership brand’.
Listening is a powerful and highly effective form of communication. Much as the practice of listening implies passivity, to the extent that the listener is expected to be silent, the posture of leadership is very much active and vocal.
As this blog sets out, there are a multiplicity of listening styles that can be deployed and tailored to different circumstances and situations. These methods not only empower leaders to know how they should listen, but also ensures that the process of listening achieves the desired outcomes.
The expression of a diverse range of listening styles is evidence of competent and adaptable leadership. However, the degree to which these styles are present, as well as the way in which they are presented, will depend on the personality and character of each leader.
Set out below are seven leadership listening styles.
1. The antennae
Able to filter out substance from noise, the ‘antennae’ is notable for the fact that it can tune in to any frequency, at any time and pick up ‘chatter’. As a listening style, the ‘antennae’ is the one most sensitive to the mood of others. Therefore, those who utilise this approach are well placed to alight on issues that require attention, long before they appear on anyone else’s radar. This ensures that urgent action can be taken in a timely way. Unlike other methods, the ‘antennae’ is not situation specific, rather it is generic and therefore applicable to all scenarios.
2. The democrat
The ‘democrat’ listening style is geared towards establishing a consensus with respect to the majority view. Through the canvassing of opinion, the ‘democrat’ method carefully weighs and measures information, is adept at understanding competing interests and draws its validation from the proverbial ‘show of hands’. Deliberate, conciliatory and determined, the ‘democrat’ style of listening is predicated on the idea that, whilst the views of the minority must always be respected, it is the will of the majority that must ultimately prevail.
3. The pluralist
In the absence of a majority opinion, the ‘pluralist’ approach aims to determine whether a consensus can be built around a minority view. Thoughtful, rational, pragmatic and realistic, the ‘pluralist’ method focuses on likelihood and probability and is comfortable holding risk. With the ‘pluralist’ approach, listening is a tactical and economical exercise that is intended to achieve the best outcome from the opportunities available. To that extent, it quickly orientates towards what is possible, not what is desirable and does not expend effort if it is unlikely to produce tangible results.
4. The sounding board
The ‘sounding board’ listening style is exemplified by its surgical approach. It is specifically deployed to seek out the views of those with unique, often technical, expertise on a given topic or issue. Whenever there is a need to subject a proposition to intense scrutiny, the ‘sounding board’ method focuses on those best placed to offer the most useful feedback. It is because this style of listening is specifically targeted to capture insights from experts, it is not appropriate for those with uninformed opinions or untrained ears.
5. The encourager
For the ‘encourager’ style, the purpose of listening is to form deep connections with others. This approach is often deployed in moments of upheaval, when people are experiencing crisis and need reassurance. Emotionally intelligent, patient, empathetic and compassionate, the ‘encourager’ method enables leaders to form meaningful relationships in a way that builds confidence and wins trust. It is because the ‘encourager’ listens with genuine care and concern for the wellbeing of those around them that they are seen as inspirational, possessing the capacity to motivate those with whom they interact.
6. The deep thinker
Of all the various listening styles described in this blog, it is that of the ‘deep thinker’ that demands most of the listener. Highly analytical, logical and driven by facts, the ‘deep thinker’ approach reflects and pattern-spots to reach a thorough understanding of issues. Adept at critical reasoning, the ‘deep thinker’ style is deliberate, thoughtful and ensures that leaders do not rush to judgement or make decisions that ill-thought through. This listening style is best deployed when dealing with complexity and ambiguity as it requires time to evaluate information and reach evidence-based conclusions.
7. The interpreter
The ‘interpreter’ exemplifies active listening. To that extent, it is the most ‘vocal’ listening style. Through the systematic use of feedback and confirmation, the ‘interpreter’ provides assurance to both speaker and listener. With the ability to capture nuance, ‘read the room’ and summarise salient points, the ‘interpreter’ method works best in high-pressure environments, where delay could be costly and when clarity is necessary to achieve objectives or correct errors. More than any other approach, the ‘interpreter’ works most effectively in the moment, when leaders need to think on their feet.
As suggested in this blog, capable and effective leaders should be adept at knowing when to deploy these listening styles and transition deftly from one method to another, depending on what is required. But here’s the rub; there are lots of reasons why leaders need to listen eg: to learn, advise, direct, challenge, comfort etc. Therefore, before deciding how they should listen [the method], those in leadership should first understand why they are listening [the purpose].
