Leaders often say ‘I communicate’ when, in fact, they mean ‘I tell’. Yet being able to really listen is the key to growth and results. The Listening Leader provides a clear framework for taking action to implement a communicative leadership style. By actively listening to your organisation and external stakeholders you will be able to better navigate today’s VUCA (volatile, uncertain, complex and ambiguous) economy and digitally transparent world; make a genuine difference to the performance of your organization; better respond to the expectations and needs of their stakeholders and dramatically increase your competitiveness in the market. The full text downloaded to your computer. With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends Print 5 pages at a time Compatible for PCs and MACs No expiry (offline access will remain whilst the Bookshelf software is installed. eBooks are downloaded to your computer and accessible either offline through the VitalSource Bookshelf (available as a free download), available online and also via the iPad/Android app. When the eBook is purchased, you will receive an email with your access code. Simply go to http://bookshelf.vitalsource.com/ to download the FREE Bookshelf software. After installation, enter your access code for your eBook. Time limit The VitalSource products do not have an expiry date. You will continue to access your VitalSource products whilst you have your VitalSource Bookshelf installed.

How organisations listen, learn, and adapt to their environment drives success and long-term sustainability. This book focuses on internal stakeholders and how employers can use the voice of their people to improve decision-making, innovation, and performance. It is about why listening to employees matters and how to do it well. Leading the Listening Organisation reveals not just the practices and processes that underpin effective listening but also the leadership characteristics and mindsets necessary to create resilient organisations that feel fair to work in, where people want to speak up, and where new ideas can flourish. It is based on extensive international research with leaders across over 500 organisations before, during, and after the pandemic. The authors bring decades of international experience and expertise in communicating with employees across public, private, and third sector organisations. Rich in practical tools, processes, and working frameworks and brought to life with case studies and insights from leaders and communicators, this book provides a complete guide to understanding the barriers to, and implementation plans for, leading a listening organisation. This comprehensive guide will resonate with leadership, internal communications, human resources, and organisational development professionals.

We live in a world of noise. Everywhere we go, we hear sounds that compete for our minds and hearts. Listening to God requires a deliberate choice to shut out the chaos around us and focus our thoughts. Listen, by Rueben P. Job, is a 40-day experience created to offer help to those new to prayer, those with a daily prayer routine, and those whose lives seem too busy to pray. With a focus on listening prayer and prayer as a two-way conversation, the experience will assist individuals and groups in building and deepening a personal prayer practice and spiritual discernment. As we learn to listen, we find a new depth and fulfillment in our relationship with God and a new experience of God as guide and companion in our lives. The daily prayer pattern includes an invitation, silence, Bible reading, a story, guided time for reflecting and listening, and practical help for developing six specific prayer practices. Listen is perfect for use by individuals, small groups, or congregations during Lent, Easter, or any time of year.

This book is an exploration of intentional listening as an essential skill for coaches. It introduces the Head, Heart, and Hands Listening model as a vital tool to amplify effective listening in coaching practice. Accessible and applicable, the book explores the three listening modalities of Head, Heart, and Hands as active, though largely unconscious, lenses that inform the potency of our listening. Dakin-Neal argues that once coaches identify "how" they listen, they can assist their clients in more targeted ways to positively impact their personal and professional lives. Chapters are divided into the three listening modalities, Head, Heart, and Hands, and are filled with case studies, stories, reflective questions, and exercises from the author’s experience to help coaches strengthen their listening skills. The book also includes a comprehensive listening assessment for coaches to use in practice. This book is essential reading for coaches in practice and in training as well as organizational psychologists, HR professionals, and those working within corporations.

The Trinity can be understood as a social community with members speaking and listening to one another in love, or, as Luther understood the Trinity, as conversation, then God's mission essentially involves in mission-in-dialogue. Byungohk Lee contends the church has to embrace the dialogical dimension in missional terms because the triune God is the subject of mission. The missional church conversation has taken it for granted that local churches should speak and listen to their neighbors. In contrast, for many churches in Asia, including Korea, mission has generally tended to be practiced in a monological, rather than dialogical, manner. The neighbor has not been regarded as a conversational partner of the church, but only as the object for its mission. In Listening to the Neighbor Lee shows that some local churches have participated in God's mission by listening to their neighbors. He argues that listening is not a technique, but a multifaceted learning process in missional terms. The church must nurture its hearts, eyes, and ears in order to listen to the sigh of its neighbors.

Listening is so simple, yet so difficult. Many times, listening is taken for granted. One could therefore say that listening is the forgotten part of communication. Although organizations have more digital and analog communication channels than ever, too little time is spent listening to customers, employees, and other influential groups. It is a shame that listening is not given more attention, as it is linked to many positive values. Examples include better conversations, increased trust and confidence, more outstanding commitment and job satisfaction, lower absenteeism due to illness, higher productivity and quality of work, increased sales, better relationships with customers and employees, and many other positive effects. To the extent that listening takes place, organizations rarely take a holistic approach to it. Strategic listening means a given objective for listening, thoughts about who should listen, when it should happen, and so on. An organization’s listening must become a strategic issue to exploit the great potential of increased listening. This book provides answers to the following: Why is listening important? What are the barriers to listening? How can both individuals and organizations become better at listening? How can organizations develop strategic listening skills? How does one build a system to improve an organization’s strategic listening?

Listening explores the process and role of listening in human communication as a cognitive process, as a social function, and as a critical professional competency. While introducing students the theory and research of listening scholarship, Worthington and Fitch-Hauser also help students to build practical skills and achieve the desired outcomes of effective listening.

Many pupils were studying meditation under the Zen master Sengai. One of them used to arise at night, climb over the temple wall, and go to town on a pleasure jaunt. Sengai, inspecting the dormitory quarters, found this pupil missing one night and also discovered the high stool he had used to scale the wall. Sengai removed the stool and knelt in its place. When the wanderer returned, not knowing that Sengai was the stool, he put his feet on the master's head and jumped down into the grounds. Discovering what he had done, he was aghast. Sengai said, "It is very chilly in the early morning. Do be careful not to catch cold." The pupil never went out at night again. (Adapted from Zen Flesh, Zen Bones compiled by Paul Reps)