Managers Hot Seat 7: Listening Skills

Managers Hot Seat 7 Listening Skills Yeah Whateverview The Abov

Manager's Hot Seat #7: "Listening Skills: Yeah, Whatever" View the above Manager's Hot Seat available in the Course Documents tab, read and work through all tabs (Profiles, References, Scenario, Dossier). Profiles: Pilar Grimault - Manager, Miguel Valentino is the employee who is called into Pilar's office regarding client complaint Harassment References: The Communication Process, Active Listening Processes, Communication Networks, IP Scenario: View the Meeting video, afterthoughts, assessment Dossier: Emails and Letters, Voicemail message to Miguel harassment, etc write a brief paper (approx 1 page) grading the manager, Pilar, on her management skills, techniques and overall performance. Include concrete instructions on how you'd do it differently or better.

Paper For Above instruction

The scenario involving Pilar Grimault provides a valuable case study for evaluating managerial listening skills and overall communication effectiveness, particularly in sensitive issues like harassment complaints. Based on the information provided, Pilar’s handling of the situation reveals significant strengths and areas for improvement in her management approach, especially regarding active listening and empathetic communication.

Pilar’s primary role as a manager emphasizes the importance of active listening, which involves fully concentrating, understanding, responding, and remembering what the employee says (Rogers & Farson, 1957). From the scenario, her initial engagement appears somewhat dismissive or minimal, possibly signaling a lack of genuine interest in Miguel’s concerns. This could stem from a tendency to interrupt, show signs of impatience, or dismiss non-verbal cues that indicate discomfort or distress. Effective listening entails giving undivided attention, maintaining appropriate eye contact, and providing verbal affirmations that demonstrate understanding (Brownell, 2012). Unfortunately, Pilar seems to miss opportunities to validate Miguel’s feelings, which could hinder trust and open communication.

Furthermore, Pilar’s management of the conversation appears to lack empathy, which is crucial when addressing sensitive topics like harassment allegations. Empathetic listening involves acknowledging the speaker’s emotions, demonstrating understanding, and providing reassurance (Goleman, 1998). Pilar might have benefited from paraphrasing Miguel’s concerns or asking open-ended questions to clarify the situation, ensuring that Miguel felt heard and supported. Her apparent focus on procedural or administrative responses might inadvertently reinforce a dismissive attitude, impairing the development of a safe environment for employees to express concerns.

In terms of communication techniques, Pilar should have employed more effective communication networks, such as establishing trust and rapport through active dialogue. According to the communication process model, feedback loops are essential for confirming understanding and avoiding miscommunication (Shannon & Weaver, 1949). Pilar could have utilized reflective listening, which involves paraphrasing or summarizing what Miguel shared, thus confirming her understanding and encouraging further disclosure. Additionally, her tone and body language are critical; open posture and empathetic expressions could have fostered a more supportive atmosphere that aligns with best practices in handling harassment complaints.

To improve her management skills, Pilar needs to develop better active listening practices and emotional intelligence. Training in conflict resolution and empathy can enhance her ability to navigate sensitive topics with care and professionalism. For instance, incorporating structured listening techniques like the SOLER method (squarely face the speaker, open posture, lean forward, eye contact, relax) can enhance engagement (Egan, 2002). Moreover, adopting a more patient and non-judgmental attitude in such conversations will help in building trust, encouraging employees like Miguel to speak openly without fear of dismissiveness or retaliation.

In conclusion, while Pilar’s initial approach may reflect common managerial shortcomings, targeted improvements in listening skills, empathy, and communication techniques can significantly enhance her effectiveness. By actively listening, validating employee concerns, and fostering an environment of trust, Pilar can better support her team and address complex issues like harassment complaints more constructively.

References

• Brownell, J. (2012). Listening: Attitudes, principles, and skills. Pearson Education.
• Egan, G. (2002). The Skilled Helper: A Problem Management and Opportunity Development Approach to Helping. Brooks/Cole.
• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Rogers, C. R., & Farson, R. E. (1957). Active listening. Industrial Relations Center, University of Minnesota.
• Shannon, C. E., & Weaver, W. (1949). The Mathematical Theory of Communication. University of Illinois Press.