Category Archives: Networking

The DOs & DON’Ts of Curious Listening: Tell Me More

Posted on July 8, 2014 | 9 comments

If you are a leader, you are in the relationship business. Whether a colleague, client, vendor, front-line worker, or networking connection, you interact with people every day. If, in your interactions, you are mindful about making a human connection, you will establish the foundation for a positive, beneficial relationship. A key to making that connection is listening—and listening takes practice.

Curious Listening

Edgar Schein refers to Humble Inquiry as asking questions from an attitude of genuine curiosity and interest about the other person. In this post, we will focus on the listening part of Humble Inquiry. We call it “curious listening.” This type of listening is more than just hearing or being attentive and it is not the kind of listening where you expect to gain knowledge. It is a higher level of listening that Otto Scharmer describes as “seeing from our deepest source” and what Daniel Goleman refers to as “emotional empathy.”

Perfecting the skill of curious listening takes time and it takes active energy. Practice by being intentional about the following DOs & DON'Ts:

 

The aim of curious listening is not about what we hear, per se; it is about the other person feeling valued.

If leaders approach an interaction with the mindset that the conversation is worthwhile, then the other person will feel “listened to” and a connection is made.

Preparing to Listen: Mindful Mindsets

Prepare for curious listening by taking the time to stop, slow down, and consider the following mindsets (or mantras, if you will):

  • This person is worth listening to
  • I don’t know how this conversation is going to unfold, but I want to connect with this person
  • I will listen for who they are and what they are about
  • I will be curious about what they say
  • I will try to sense their perspectives, feelings, actions, and desires
How to Get Better at Curious Listening

Perfecting the skill of curious listening takes time and it takes active energy. Practice by being intentional about the following DOs & DON’Ts:

DO:
  • ignore your internal noise and thoughts
  • listen to the other person’s words and their impact on you
  • sense how the other person is feeling
DON’T:
  • formulate a response in your mind
  • think about advice, opinions, or solutions
  • silently judge or criticize the person or what they are saying
  • feel the need to memorize anything they say

Questions to Deepen Thinking

What would happen to your interactions if you focused on curiosity and did not think ahead about your response?
What will you get if you try this script the next time you interact with someone? “Hmm… Tell me more!”
What are the consequences of not truly listening to the people you interact with?

Credits

Brady, M. (Ed.). (2003). The wisdom of listening. Boston: Wisdom Publications.
Goleman, D. (2013, December). The Focused Leader:How effective executives direct their own – and their organization’s – attention. Harvard Business Review.
Scharmer, O. Theory U. Retrieved June 17, 2014, from Presencing Institute: https://www.presencing.com/theoryu#sthash.FJ1oQJk3.dpuf
Schein, E. (2013). Humble inquiry: The gentle art of asking instead of telling. San Francisco: Berrett-Koehler Publishers, Inc.

Related Posts

Networking: 4 Steps to Making Strategic Connections
Thinking Partners: A Concept and a Compact
Mutual Inquiry: 8 Steps to Deepen & Shift Thinking

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Networking: 4 Steps to Making Strategic Connections

Posted on June 24, 2014 | 5 comments

Strategic contacts are often people with whom you have no mutual connection. The bad news: For many, reaching out to these people is an overwhelming task that causes high anxiety. The good news: It can be mastered with structure and practice and it has a high return on investment.  

Once you have identified people to connect with, what do you say to them? How do you introduce yourself? The more you practice the following steps the easier it will get and the more likely you are to make it part of your ongoing leadership practice.4 steps to making strategic connections: Initial Contact, Curious Listening, 2-minute story, & follow-up

4 Steps to Make a Connection

1. Initial Contact: Whether in person or electronically, use your commitment statement as a way to introduce yourself and ask for a meeting. Tell them what you are committed to, what you are passionate about, and what you are working towards. Mention your common connection and request some time to meet. For example:

“I got your name from … I am committed to … so that … Can we meet for coffee to talk more?”

2. Your Story: During the “get-acquainted” meeting, share your 2-minute story of commitment so the other person can learn about you. Tell them about a challenge you overcame, your shared purpose, and your desired future. For example:

“I’d like to tell you a story… I share this because … is important to us … Imagine if … Please join me … ”

3. Their Story: Use curious listening to learn about the other person. Everyone has a story to tell. Encourage them to share theirs. Ask questions and listen. Look for something that resonates with you– work or non work related. People most often bond through interactions about personal interests, not technical ones. For example:

“I’m curious … Tell me more … Go on … That is interesting … ”

4. Follow-up: Show your appreciation by thanking them for the meeting using ongoing regard. Describe specifics about the meeting and then describe what impact it had on you. Written notes are best, but email also works. For example:

“Thank you … I appreciate …What you said/did … It made a difference in …”

 Questions to Deepen Thinking

  • How are you doing with making new connections?
  • What would happen to your leadership practice if you stopped strategic networking?
  • Have you ever tried to make a connection simply by being curious about the other person?Credits
Battilana, J. & Casciaro, T. (2013, July-August). The network secrets of great change agents. Harvard Business Review.
Ibarra, H. & Hunter, M. (2007, January). How leaders create and use networks. Harvard Business review.
Kegan, R. &. Lahey, L. (2001). How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation. San Francisco: Jossey-Bass.
Schein, E. (2013). Humble inquiry: The gentle art of asking instead of telling. San Francisco: Berrett-Koehler Publishers, Inc.
Uzzi, B. & Dunlap, S. (2005, December). How to build your network. Harvard Business Review.

Related Posts

Strategic Networking: ABCs of Choosing Your Connections
Networking: 5 Circles of Influence
How Leaders Inspire & Motivate: 2-Minute Story of Commitment
Setting Meaningful Goals: 3 Components of a Commitment
The DOs and DON’Ts of Curious Listening: Tell Me More
Ongoing Regard: Boost the Power of your Thank You 

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Networking: 5 Circles of Influence

Posted on April 22, 2014 | 2 comments

We underestimate the amount of resources it takes to achieve commitments. And we are reluctant to ask for support. But, we need to ask in a deliberate way. How can you motivate others to work with you in achieving your commitments? By creating a community of supportive relationships.

If you include networking as part of your routine, then you will have the resources you need to achieve your commitments.

This means being intentional with your work relationships and knowing how each person connects to a common purpose. Once you have crafted your 2-minute story of commitment, make a list of whom you will share it with.

Determine your Circles of Influence

Make a list of people who need to hear your commitment. From your employees, colleagues, and stakeholders select people who can, directly or indirectly, help you reach your goals. Be sure to include names in each of the 5 circles:

If you include networking as part of your routine, then you will have the resources you need to achieve your commitments.

 

1- Start with People you trust.

This can be anyone who fits into the other four categories. This is someone you are comfortable with and someone whom you trust explicitly to give you objective feedback. Examples: friends, family, boss, colleagues

2- People you lead.

This is includes your direct reports and others you lead indirectly. Examples: employees, staff, volunteers, members

3- People you work/collaborate with.

These are people you don’t lead “officially” but whom you work with. Examples: peers, other departments, other organizations, vendors

4- People you need.

This group includes people who are not in groups 1-3. It may be stakeholders, people you need on your side, or people who have something that can help, and most importantly: PEOPLE WHO WILL NETWORK ON YOUR BEHALF.

5- People from the larger community.

These are people (or groups of people) who exist outside of your organization who influence or are influenced by your organization. Examples: professional organizations, board of directors, a community action group, your town, state or county

Create your Community

Begin sharing with people you are most comfortable with and continue through group 5. Start with at least 3 connections from each group. Revise your 2-minute story of commitment each time you tell it depending on your audience. Over a period of weeks or months, you will create a community of supportive relationships.

Questions to Deepen Your Thinking:

  • How is networking working for you?
  • How diverse is your network?
  • Can you think of a different way to grow your network?

Credits

Ganz, M. (2007). TELLING YOUR PUBLIC STORY: Self, Us, Now. Cambridge: Kennedy School of Government.
Ibarra, H. & Hunter M. (2007, January). How leaders create and use networks. Harvard Business Review.
Uzzi, B. & Dunlap, S. (2005, December). How to build your network. Harvard Business Review.

Related Posts:

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How Leaders Inspire & Motivate: 2-Minute Story of Commitment

Posted on April 8, 2014 | 3 comments

How can leaders inspire & motivate when sharing goals? By making each goal a 3-part commitment and sharing it as a 2-minute story. It takes more than telling others what your goals are. It is about being intentional about the way you share your commitment and how you connect to others as you do so.

If you share your commitment as a story, then you are more likely to inspire and motivate others.

Shared values connect us to each other. Stories inspire. So, once you have built your 3-part commitment, construct a 2-minute narrative that tells the story of your challenge, what is important, and the desired future.

Get Attention & Connect with Others through a 2-Minute Narrative How Leaders Inspire & Motivate: 2-Minute Story of CommitmentPart 1. Challenge

The first 90 seconds of your 2-minute story should describe a challenge you overcame successfully. Starting with a story will quickly get attention. Include details about time and place and tell them the challenge, what you did, and what the result was. Start with, “I’d like to tell you a story…

Part 2. Values

The next 10 seconds of your story should describe your value and how it connects with the common purpose of your audience. Start with, “I share this because … is important to us…”

Part 3. Strategic Outcome

Describe what the future will look like when your commitment is fulfilled and ask others to take action to help you get there. Start with, “Imagine if…” and “Please join me…”

Questions to Deepen Your Thinking:

  • How is ‘sharing your vision with others’ working for you?
  • What would happen if you shared your goals as an “imagine if…” story?
  • What are the consequences of others not knowing what you are committed to?

Credits

Ganz, M. (2007). TELLING YOUR PUBLIC STORY: Self, Us, Now. Cambridge: Kennedy School of Government
Denning, S. (2007). The Secret Language of Leadership: How Leaders Inspire Action Through Narrative. San Francisco: Jossey-Bass.

Related Posts

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