Page 121 - Becoming a Successful Manager

112 ESTABLISHING A SOLID DEPARTMENTAL FOUNDATION

you say as you intended. That is where the art comes in. The
message they receive from the question you ask is dependent on
your attitude, body language, and framing of the question. These
are all easier if you think in the back of your mind, “The person
I am speaking to right now is the most important person in my
world.” It sounds crazy, but watch how it changes how you listen
and respond.
Make sure your body language does not contradict your ques-
tion. If you start with “I am interested, so can you tell me about
. . . ?” be sure you are not doing something else that makes
you look uninterested. Some tips on body language may differ
depending on the culture, but some are universal.
One suggestion is to make eye contact both when you talk
and when you listen. When you look at your employees, it demon-
strates that you value them. A second suggestion would be to take
notes. It is often appropriate to record key points of your talks with
staff members. Again, when you write down people’s words, you
demonstrate that you value the comments—and the speaker. Be
sure to accompany your note taking with an explanation such as
“That’s important” or “I didn’t know that.” Thoughtful, respon-
sive note taking is respectful and when done well can serve as
fodder for follow-up questions and conversations.

Confirm, Clarify, or Expand

Asking the right questions in the right ways will put you in close
touch with your employees. The right way will depend on your
intentions, so be sure of what you want to do: do you want to con-
fi rm, clarify, or expand?