Session 6: Active Listening Skills

Paying close attention to what someone is saying, both verbally and nonverbally, and seeking to understand their message completely.

Restating the meaning of what someone said using different words to show understanding of the main message.

Asking questions to gain a more precise understanding of something said by the speaker.

Restating the speaker's feelings and understanding to show empathy and validation.

Concisely restating the main points of a conversation or discussion.

Emotional distractions or habits that hinder effective listening.

Strategies to improve the ability to understand the speaker and their perspective.

Words that accurately describe emotions and perspectives.

A structured approach to providing feedback, focusing on introduction, content, and conclusion using a metaphor.

A form to record observations and feedback; a structured format used to collect data on listening and communication skills.

A practice exercise to enhance listening skills in a controlled environment.

Different frameworks explaining what drives human behavior and desires.

Actions or behaviors that hinder effective listening in communication. These include diverting the conversation, evaluating, interrupting, and fixing.

Changing the subject or focusing on one's own agenda during a conversation, rather than actively listening.

Judging or criticizing the speaker's comments, instead of listening empathetically.

Cutting off the speaker mid-sentence, which prevents complete communication and shows lack of respect for the speaker.

Trying to immediately solve the speaker's problem or offering unsolicited advice, instead of listening to their concerns.

A method for providing constructive feedback by starting with positive points, transitioning to areas needing improvement, and concluding with more positive points.

Extrinsic elements related to the work environment that, while not directly motivating, can cause dissatisfaction if inadequate.

Actively focusing on understanding the speaker's message, both words and feelings.

Matching the speaker's tone, speed, and body language to build rapport and connection.

Understanding and managing your own emotions; acknowledging and interpreting the speaker's emotions.

Concisely restating the speaker's main points to ensure understanding.

Questions that encourage the speaker to elaborate and provide more detail.

Behaviors that hinder understanding and connection, like interrupting or judging.

Understanding and responding to the emotional component of the speaker's message.

Increased productivity resulting from awareness of being observed, not necessarily from changes in the workplace.

A theory explaining how individuals decide on actions, based on their beliefs of effort leading to performance, performance leading to rewards, and the value of those rewards.

The belief that one's effort will lead to a desired performance level.

The belief that achieving a desired performance will lead to certain outcomes or rewards.

The value an individual places on the expected rewards or outcomes.

A theory explaining how people interpret and explain the causes of their own and other's behaviors.

Whether a cause of an event is internal (within the person) or external (outside factors).

Whether the cause of an event is stable (unchanging) or unstable (variable).

Whether the cause of an event is controllable (under the person's influence) or uncontrollable (beyond their control).

Explaining events by finding reasons behind them. Linking success or failure to specific factors, e.g., ability or effort.

Explanations of events stemming from a person's characteristics or abilities.

Reasons that remain constant over time. If someone fails because of lack of ability, it's likely a stable quality.

Reasons a person can influence, such as their effort.

Listening attentively to understand another's feelings and perspective, not just words.

Restating information using different words to confirm understanding and build trust.

Asking questions to gain further detail about what someone is saying.

Sharing back the feelings expressed by another person to show empathy and understanding.

Abilities in relating to and interacting effectively with other people.

The recruiting of potential employees.

Helping employees transition when they are let go from a job.

Different emotional states make it hard to truly listen to others.

If you are angry, the opposite of active listening is needed.

Actions that stop you from understanding a person fully.

Trying to solve someone's problem or give advice when they are talking.

Judging or criticizing the person talking.

Changing the subject during a conversation.

Cutting someone off before they finish talking.

Personal level of importance on a scale of 1 to 100.

Someone else's urgency, not your own.

Shows urgency and importance in a conversation.

Cancels previous statements.

A better way to connect ideas than "but".

Giving only 2 pieces of feedback at a time.

The active listener observes instead of focusing on ideas or feelings.

In some cases, the client/customer takes the role of a listener.

A Feedback Method using 3 parts: Introduction, Content, Conclusion.

A structured format to record observations and feedback.

NLP Techniques focus on nonverbal cues (eye movements).

By offering two alternatives, make the other person feel more participative.

Protecting oneself often by crossing arms during interaction.

Recognizing and expressing the other person's emotions.

The middle child in a coaching environment should focus on observations.