What do you do if your colleagues' needs are not being addressed through active listening?

When your colleagues' needs remain unheard, the first sign will be their lack of interest in any meetings or decreased productivity. There may be other body languages indicating their frustration of not being heard. It is important to recognize the early signs to prevent further complications.

Si los colegas sienten que sus necesidades no son atendidas a través de la escucha activa, es crucial reconocer las se?ales tempranas de malestar. Esto podría manifestarse como frustración creciente, disminución en la productividad o falta de participación en las reuniones. Observar se?ales no verbales como el lenguaje corporal o cambios en los hábitos laborales puede ser revelador. Por ejemplo, si un colega solía ser participativo en las reuniones pero ahora parece distante, podría indicar que se siente ignorado. Abordar estas se?ales tempranas puede prevenir problemas mayores y mantener una dinámica positiva en el equipo.

There is no point in active listening without being preceded by an active and coercive examination of the reality in question. No one can be forced to listen to something that they do not first understand. In the second moment, after the collaborative examination of the problem situation, any form of dialogic communication, not just listening, is welcome. N?o tem sentido escuta ativa sem ser precedida de um exame ativo e coativo da realidade em quest?o. Ninguém pode ser obrigado a escutar algo que , primeiro n?o percebe. No segundo momento , depois do exame colaborativo da situa??o problema quaisquer forma de comunica??o dialógica, n?o só escuta, s?o bem vindos.

In my expertise and understanding of human dynamics, a skill we're slowly losing is active listening due to our short span attention, conditioned for year to quick rewards, quick deliveries, quick reels. If you noticed one of your colleagues isn't being listened, nor their needs addressed, it's on your leadership as an individual to create the space for them. It's okay to step up and it's okay to stand up for your teammates. A simple "I believe their needs haven't been addressed, and in order for us as a team to move forward and contribute thoroughly to the success of the business, I believe we should take a couple of minute to understand the root cause and put in place a solution that will avoid similar situations to hinder us the future."

Active listening is an essential skill in any circumstances in my opinion, however, there can be circumstances when its not properly used. In that case, if colleagues' needs aren't met through active listening, encourage open dialogue to understand their perspectives. Implement feedback mechanisms to ensure concerns are heard and addressed promptly, fostering a culture of empathy and collaboration for effective problem-solving and team cohesion. Perhaps, opting for feedback forms that can be anonymously provided may work. And this method has been in used for a while. Apart from that, 1 -1 meetings can be held to understand their needs, or how they can be supported.

When it becomes difficult for people to open up, we should create favourable environment and workplace where people can freely share their thoughts, feelings and observations. Most people tend not to speak up when they feel like they are in a hostile environment.

In my corporate experience, I had the privilege to lead teams of various sizes. When you understand each of your team mate's baseline data, how they perform at any given situation by building a good rapport. You can easily spot the deviations from their initial data. Their deviation might be due to many reasons like Personal relationship conflicts, environmental, behavioural, and much more. Whenever I spot the deviations from their usual behaviour, as a friend, colleague, well wisher, I would always invite them to talk in person. First and foremost thing to have this conversation is having built a good rapport and empathetic connection with the team mate, if you don't have this, the person will not feel comfortable to open up.

Indeed, there is not harm in starting with a casual conversation which will ultimately lead the person to unfold his/ her thoughts and feelings. Have a coffee together and be non-judgmental. Be genuine in your approach and be an active listener.

Una vez que hayas notado las se?ales, es fundamental iniciar un diálogo con tu colega. Busca un momento y lugar privado para expresar tus observaciones de manera empática y sin hacer suposiciones. Anímalos a compartir sus pensamientos y sentimientos sobre la situación. Esta conversación debe ser un espacio seguro donde puedan hablar libremente. Tu papel es escuchar activamente, mostrando atención plena, reconociendo sus puntos de vista y aclarando cualquier malentendido. Por ejemplo, podrías decir: "He notado que últimamente te has mostrado menos participativo en las reuniones. ?Hay algo en particular que te preocupe o que te gustaría discutir?"

Once you have noticed signs of concern, it is your approach to make them feel comfortable by providing a space to share their deepest concern without any hesitation. Listen without judgement and avoid jumping to conclusions to prevent any kind of misunderstandings.

Encouraging feedback from colleagues is a good way to help create positive change. By listening to feedback it becomes easy to know how and when to offer assistance to colleagues.

Incentivar la retroalimentación de todos los miembros del equipo es crucial para considerar las necesidades de todos. Crea oportunidades para que tus colegas brinden su opinión sobre diversos aspectos del trabajo, desde la planificación de proyectos hasta la cultura de la oficina. Esto puede ser a través de reuniones regulares, buzones de sugerencias anónimas o reuniones individuales. Cuando las personas sienten que su retroalimentación es valorada y se toman medidas al respecto, se fomenta un sentido de pertenencia y compromiso. Por ejemplo, podrías implementar una sesión mensual de retroalimentación abierta donde todos los miembros del equipo puedan compartir ideas y preocupaciones de manera constructiva.

Most people feel unmotivated to speak up in the workplace, and this is sometimes due to lack of preparation. One of the best ways to empower people and promote advocacy is to help people prepare adequately for meetings and presentations. People tend to communicate effectively when they are well prepared.

As important as it is to actively listen to your colleagues' concerns, it is just as, if not more, important to take action afterwards. When colleagues' needs are not being addressed at work, that paves the way for resentment, lack of motivation and engagement, and lower productivity. Feeling heard does help but it will not make a big difference if adjustments aren't made to improve the work environment. By making changes that address your colleagues' needs, you demonstrate that you care and are committed to creating a better workplace.

If active listening isn't effective, forcing a team member to listen won't work either. In such situations, give them space and time. Don't impose your point of view under the guise of offering help or support. Remember, most of us value our own perspectives above others' and believe we're doing a favor by imposing our preferences. Instead, refrain from giving unsolicited advice. Let the team member know that your door is always open when they're ready to talk. Check in on them subtly without trying to be their savior.

Ask questions! If active listening is not effective, it means you’re not clear in what’s requested, ask! Figure what they are NOT saying by cross checking. That will form a clarify on what they are actually asking / wanting. Because most of the time, we aren’t clear on what we want anyways.

There are two sides to this story one is that the active listening has helped them clarify the doubts and people are looking into adaptable solutions. The other side is that people have been actively listening to the things but there is no intent to put the changes in the place. In case there is an opportunity to implement these changes it would be best to understand the challenges that are holding the implementation back. In case there is no say it will be advisable to check with the authorities as what is viable and what is not and how far things can be implemented. A regular follow up can atleast keep the ball rolling. Whatever is possible one should strive for it.

First you need to find out whether you understood their exact concern or not and this can be done by asking questions to get deep into their real concern. Show that you understand their emotions, which is important for their wellbeing. Understanding the needs and taking action should be followed with regular feedbacks to ensure that the changes made are effective.

It can be helpful to approach the situation with empathy and understanding. You can consider having a one-on-one conversation with your colleagues to express your observations and concerns, and to offer support. Sometimes, people may not feel comfortable speaking up or may not be aware of how to effectively communicate their needs. By creating a safe and open space for dialogue, you can encourage them to share their thoughts and feelings. Additionally, if appropriate, you can bring these concerns to the attention of a supervisor or HR representative in a respectful and constructive manner. It's important to advocate for a supportive and inclusive work environment where everyone's needs are valued and addressed.

Si las necesidades de tus compa?eros no se abordan con la escucha activa, sigue estos pasos: ? Evalúa tu técnica de escucha y solicita retroalimentación. ? Fomenta un ambiente abierto y seguro para compartir. ? Desarrolla empatía poniéndote en su lugar y expresando comprensión. ? Haz preguntas clarificadoras y parafrasea para asegurar comprensión. ? Toma medidas concretas basadas en el feedback y sigue los compromisos. ? Revisa y ajusta tu enfoque según sea necesario. ? Participa en formación adicional sobre habilidades de comunicación. Siguiendo estos pasos, mejorarás tu capacidad para entender y abordar las necesidades de tus compa?eros, fortaleciendo la comunicación y la colaboración en el equipo.

Some people are not good at listening or ecpressing themselves. Maybe they would do better by writing thrir issues/questions or showing/demonstrating what is going on. Some people are so used to not being heard in their life, that they seem to give up on expressing themselves.