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Imagine a colleague is faced with a high-stakes decision. They’re likely stressed, conflicted, and overwhelmed. In these situations, many of us default to the role of problem-solver. We try to support our colleague by providing our opinion or offering a solution. But to effectively support decision makers in your organization, you need to step back from your own ego and just listen. This article outlines practical strategies for exercising four types of active listening: emotional, informational, analytical, and reflective. Active listening can be hard to do, but it’s a great skill to practice. It allows you to strengthen key relationships while giving decision makers the space to make decisions for themselves.
Arnaldo was the chief operating officer at a successful investment firm. Recently, the firm’s results had been underperforming expectations. This poor performance was due to one large investment that the chief investment officer, Russ, was committed to holding. Arnaldo had fielded several calls from investors who wanted Russ to sell the money-losing investment. So, when Russ asked for a meeting to discuss the fund’s performance, Arnaldo’s instinct was to make a pitch to sell — to solve the problem.
