The reward of an organization that practices active listening and speaking around chords is very lively. A team synchronized with all members is a team capable of working with optimal strength. Fourth, clean up broken chords: no one is perfect, and sometimes you find yourself in a situation that prevents you from complying with your agreement. If this happens, take responsibility and make no apologies. If the agreements are broken, this can be an opportunity to re-engage in the team and ask the parties involved how you can do it properly. Try to find out all the underlying problems that contributed to the reason you broke the agreement. This will help you stay on track. Dan Pallotta, author of the Harvard Business Review, describes the listener`s dilemma in How to Fix Misunderstandings in Work and in Life: “Landmark Education, a human performance and development company, describes the phenomenon as listening”already “always”. It is a counterproductive listening in which one does not really listen to the other. Instead, listen to what the voice in your head says about what the other person is saying. He or she is trapped in the prison of your prejudices, caught in your “listening” and can never appear to you in any other way. In the sense of “establishment,” there are some good practices for listening and speaking, for making clear and achievable agreements for all parties involved. I train in my own organization and advise my clients to do the same in all their interactions.
Instead, it is our assumptions about what is communicated that make us derail the most. We assume that people understand us perfectly when we speak. And conversely, by listening, we think we understand everything. But, as we know, this is not the case very often. Our lives are animated by the multitude of agreements we make every day. Second, agree: the ultimate part of showing someone you`ve listened to and fully understood the expectations is your action. If you respect the agreements, you cement not only as a good communicator, but also as a person of integrity who keeps his word. If we assume that other people know what we think and what we expect of them, we do them a real disservice.
Assuming we were aware of what we wanted, we would blame them if things do not go as planned. Third, renegotiating agreements that you may not be able to respect: familiarizing with colleagues can lead to tacit assumptions that they do not object to you launching a deadline or providing only part of what you have promised. This is an imaginary and tacit agreement that may not be true at all. If you have to break a deal, you renegotiate first with all the players involved and have enough time for everyone to adapt again. Then move forward in good faith. First, as a speaker, ask your listeners, “What have you heard” or “What are you going to do with this conversation?” When an agreement is reached, you ask, “Who is going to do what until when?” Another way to ask is “what steps are you going to take as a result of this meeting?” If you feel discomfort or tension, you give your listeners permission to give honest feedback. You might also ask, “Is there anything you want to tell me that I don`t want to hear?” or “Are there elephants in the room that we need to talk about?” Communication breakdowns in agreements are so frequent that one would expect it.