Developing Leadership: Listening Skills

May 22, 2012

Schools Where Teachers Lead: What Successful Leaders Do, by John S. Bell, Tony Thacker, and Franklin P. Schargel, provides schools leaders with real-world, on-the-job ideas to improve their own skills and promote shared leadership among their staff. This tip provides four strategies for developing listening abilities, as well as a listening abilities questionnaire that school leaders can distribute to understand how their colleagues perceive their listening skills.

A community of learners is not likely to develop if the leader does not listen. No leader can have, or should appear to have, all of the answers. Strong leadership never means “all knowing.” An all-knowing leader is a dictator, not a leader of a learning community. Listen with integrity, with the full intent of hearing what others are saying.

Listen more than speak. Some of history’s finest leaders appeared to be introverts in meetings. John Kennedy spoke very little during the Cuban crisis cabinet meetings in 1962. Kennedy listened to others, weighed information, and then made decisions. When he spoke, his message included knowledge from those who knew more about policy, strategy, military capabilities, and outcomes. Remember, it is logical that a collection of teachers know more about teaching and learning than a single principal.
Listen intently, not passively. A strong leader listens with attention to another’s point of view. The speaker must see that the leader is “tuned in” and actually considering what is being said.
Let speakers know if timing is not good to give your full attention to their message. Principals are extremely busy people. Frequently, a teacher or parent may approach a principal and really need to share a concern when the principal cannot possibly give the speaker’s message full attention. Establish a time when you can give a person your full attention. Always follow through with the appointed time and give your full attention to what is being said. Leaders who establish a protocol of honesty related to listening are much respected by those they lead.
Learn about your listening abilities. A principal may not realize that listening is not one of his/her personal strengths. The important evaluation of a leader’s listening abilities is based on how others perceive the abilities. Ask faculty to answer the listening surveyshown on the next page. The survey should be distributed and collected to provide maximum anonymity.

Listening Abilities Questionnaire

Instructions: This questionnaire contains statements about your perception of my listening abilities as principal. Next to each statement, place the number that represents how strongly you feel about the statement using the following scoring system:

1. Usually Not True; 2. Rarely True; 3. Occasionally True; 4. Often True; 5. Most Often True

		Score

Ex	I am correct	3
1	I feel that when I speak with the principal I am heard.
2	When I speak with the principal, there is a followup if indicated.
3	I have ample opportunity to speak with the principal.
4	The principal allows others ample opportunity to speak in meetings.
5	The principal listens to multiple points of view before making decisions.
6	The principal listens as often as speaks.
7	The principal hears what I say.
8	I am at ease speaking with the principal.
9	Actions indicate that the principal hears what parents say.
10	My colleagues believe they are heard by the principal.

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Developing Leadership: Listening Skills

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