Focus on Listening

Written by Sandra Baptist


Do you really listen to others? Or do you simply hear what they're saying? "What'srepparttar difference?" I hear you say. Well, this is what I've learnt.

Persons speak to us and we don't listen! We hear them.

We listen 25% ofrepparttar 130339 time and hear and make uprepparttar 130340 rest ofrepparttar 130341 story 75% ofrepparttar 130342 time. And of course while they're talking, our mind is going at 25 miles per hour thinking of our next question, right?

Listen folks! When we listen and I mean truly listen we respectrepparttar 130343 other person and we respect their views and opinions. The speaker can be heard and his message can then be understood. The message is communicated in totality and with clarity.

As a child have you ever played that game where someone whispers something to someone else who in turn whispers what she hears to another person... and around it goes. But by timerepparttar 130344 message comes back torepparttar 130345 original person it is 'way off'.

This isrepparttar 130346 distortion ofrepparttar 130347 message and is what happens when we don't listen. We think we hear whatrepparttar 130348 previous person says.

My friends this is okay for a child's game but can you imaginerepparttar 130349 serious implications for us as adults when we don't listen?

When our boss doesn't listen to us… when rich countries don't listen torepparttar 130350 poor ones…whenrepparttar 130351 West doesn't listen torepparttar 130352 East or vice versa… when husbands don't listen to their wives..

Can you seerepparttar 130353 importance of listening?

The listener actually hears and understandsrepparttar 130354 message conveyed. This leads to increased vitality, freedom and more productive persons overall.

Accelerate the Learning Curve for More Success and Less Stress

Written by Susan Dunn, MA, Certified Emotional Intelligence Coach


Downsizing and technological advances put demands on us to learn more and learn it faster. As support staff and auxiliary positions disappear, job functions are consolidated, teamwork becomesrepparttar norm, and computer and other technologies keep proliferating, we are faced with a stressful amount of new things to learn in a diminishing amount of time.

Yetrepparttar 130338 faster you can learn new things,repparttar 130339 more valuable you will be to your employer, andrepparttar 130340 more likely you’ll be to advance in your career. It isn’t an option these days.

WHAT LEARNING CURVES HAVE IN COMMON

What can you do to accelerate your learning curve and increase your value to your employer? The interesting thing is that there are things all learning curves have in common, whether you’re learning how to facilitate team work, learning a new software program, learning a new language, or learning how to negotiate. The better you understandrepparttar 130341 mechanics of THE learning curve,repparttar 130342 better you’ll be able to deal withrepparttar 130343 individual ones that come along, and this is part of Emotional Intelligence.

GETTING RID OF THE FEAR

If you think back on things you’ve learned inrepparttar 130344 past, you’ll probably realize that one ofrepparttar 130345 things that slowed you down was fear. I can certainly think of examples in my own case.

An example of how fear can slow you down is evident if you’ve watched a young child learn how to ski. A child doesn’t fear failure nor success, nor do they fear falling down. New things are an every day occurrence for a child, and this is justrepparttar 130346 next one. In learning to ski, they fall repeatedly and bounce back like a rubber ball. They consider it all fun. Thus there is nothing slowing downrepparttar 130347 learning except their ability to masterrepparttar 130348 motor skills. What a relief!

Many ofrepparttar 130349 Emotional Intelligence competencies facilitate learning. One of them is flexibility. The skiing example shows a sort of physical flexibility, but this is applicable to mental tasks as well. We don’t all learn bestrepparttar 130350 same way. You may be sent to a seminar or training that doesn’t fit your learning style. If you’re flexible, and have learned how to learn (the learning curve), you’ll be able to shape things to your own benefit.

Take learning a new software program, for instance, something many of us are faced with almost monthly. One person may learn better by readingrepparttar 130351 manual, while another may do better by being shown. Yet another may be used torepparttar 130352 “throw them torepparttar 130353 wolves method,” or by hearing a tape or looking at an interactive video onrepparttar 130354 computer screen.

This has to do with your innate learning style which can be discovered through an assessment such asrepparttar 130355 StrengthsFinder® profile, by working with a coach, or by analyzing your own history. Generally when left to your own devices, you’ll do what comes naturally to you, which will always berepparttar 130356 quickest and easiest way for you to learn.

LEARNING HISTORIES

A client I’ll call Alicia learned how to type when she was 6 years old. Her mother let her ‘play’ onrepparttar 130357 family typewriter. Byrepparttar 130358 time she got to high school and took a typing class which attempted to teach her “touch typing,” it was too late to unlearnrepparttar 130359 old ways, yet she keyboards at over 100. Would anyone complain aboutrepparttar 130360 method?

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