So You Think You’re a Good Listener

Boss: Why is Janet leaving? Colleague: She’s been unhappy for months. Boss: Why didn’t she tell me? Colleague: She tried. Conversations like that are all too common. Why is it that bosses often seem unable to hear tough messages? A key reason, we found, is that managers have skewed perceptions about their openness to challenging […]

by

Patrick Barwise

and

Seán Meehan

by

Patrick Barwise

and

Seán Meehan

From the Magazine (April 2008)

Summary.

Reprint: F0804B

Managers are less receptive to bad news and contrary viewpoints than they think they are, and they often send subtle signals that discourage frank input. The solution: 360-degree surveys of peers and subordinates that generate feedback specific to individual managers.

Conversations like that are all too common. Why is it that bosses often seem unable to hear tough messages? A key reason, we found, is that managers have skewed perceptions about their openness to challenging news.

A version of this article appeared in the April 2008 issue of Harvard Business Review.

PB

Patrick Barwise is an emeritus professor of management and marketing at London Business School.
SM

Seán Meehan is the Martin Hilti Professor of Marketing and Change Management at IMD. Their latest book, Beyond the Familiar: Long-Term Growth Through Customer Focus and Innovation, will be published by Jossey-Bass in March 2011.

So You Think You’re a Good Listener

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