Usually, we're most interested in communicating outwardly; getting our messages out to others. But finding ways to hear what's going on around us can be just as important.Let's start by identifying three different types of listening we do. The first type - informal listening - comes naturally, as in listening to another person. I take in what you have to say, and how you say it.
A second type, competitive intelligence, is a systematic process for monitoring sources and gathering information. That information is aggregated, processed to bring out
important points, and distributed to others who can use it to make decisions.
In this article, we look at a third type, a less rigorous approach to competitive intelligence, one that falls somewhere between simple listening and formal competitive intelligence. Call it strategic listening, a relatively simple way to stay on top of issues that affect your organization.
Let's start with objectives, which we normally do when looking at something strategically. Ask two key questions, "Why are we doing this?" and "What will we do with
information we gather?"
The first question focuses our efforts by putting them into
context of our overall goals. The second question, "What will we do with
information we gather?" relates to more immediate issues. It helps us articulate how we will use
material, and that in turn, affects
way we see our objectives.