I had a meeting with my senior manager the other day, which was the day I was told that I would be transferred out from my current place. The funny thing about the transfer discussion was that somehow it didn’t work the way I thought it was supposed to be. I didn’t know the meeting was about a transfer when I was told she wanted to see me.
The meeting started out with her beating aroud the bush, talking about what has been happening in and around the office. Then she went off the beaten path when she started pouring her heart out to me about the lack of support she perceives from her downlines, the rebel-rousers amongst us, and the pressure she faces when dealing with her boss.
Hmm, am I the counsellor or what? After two-and-half hours of this droning did she tell me of my impending transfer, which was already decided upon and wasn’t really negotiable!
Here’s my beef: if I’m the one being transferred, logically she should be the one doing the listening, with me airing my concerns on the matter, right? Somehow, that didn’t go according to plan, which makes me question her leadership and listening skills. Managers are supposed to listen more and talk less when dealing with downlines (and occasionally uplines too).
Listening ensures that they know you do understand their wants and needs, grievances and demands, fears and hopes. It is good to let them tell you how they feel, and for you to tell them that you do understand it. Clearly it didn’t happen here because I was her downline and I was doing the listening. Hmm…
The Coolbert Principle needs managers to listen more and talk less, and when listening, really ‘listen’ to understand, not just ‘hear’ it out.
