Page 121 - stephen covey The seven habits of highly effective people

THE SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE Brought to you by FlyHeart

to expose my opinions and experiences and my tender feelings. Who knows what will happen?
But unless I open up with you, unless you understand me and my unique situation and feelings, you
won't know how to advise or counsel me. What you say is good and fine, but it doesn't quite pertain
to me.
You may say you care about and appreciate me. I desperately want to believe that. But how can
you appreciate me when you don't even understand me? All I have are your words, and I can't trust
words.
I'm too angry and defensive -- perhaps too guilty and afraid -- to be influenced, even though inside I
know I need what you could tell me.
Unless you're influenced by my uniqueness, I'm not going to be influenced by your advice. So if
you want to be really effective in the habit of interpersonal communication, you cannot do it with
technique alone. You have to build the skills of empathic listening on a base of character that inspires
openness and trust. And you have to build the Emotional Bank Accounts that create a commerce
between hearts.

Empathic Listening

"Seek first to understand" involves a very deep shift in paradigm. We typically seek first to be
understood. Most people do not listen with the intent to understand; they listen with the intent to
reply. They're either speaking or preparing to speak. They're filtering everything through their own
paradigms, reading their autobiography into other people's lives.
"Oh, I know exactly how you feel!"
"I went through the very same thing. Let me tell you about my experience."
They're constantly projecting their own home movies onto other people's behavior. They prescribe
their own glasses for everyone with whom they interact.
If they have a problem with someone -- a son, a daughter, a spouse, an employee -- their attitude is,
"That person just doesn't understand."
A father once told me, "I can't understand my kid. He just won't listen to me at all."
"Let me restate what you just said," I replied. "You don't understand your son because he won't
listen to you?"
"That's right," he replied.
"Let me try again," I said. "You don't understand your son because he won't listen to you?"
"That's what I said," he impatiently replied.
"I thought that to understand another person, you needed to listen to him," I suggested.
"OH!" he said. There was a long pause. "Oh!" he said again, as the light began to dawn. "Oh,
yeah! But I do understand him. I know what he's going through. I went through the same thing
myself. I guess what I don't understand is why he won't listen to me."
This man didn't have the vaguest idea of what was really going on inside his boy's head. He
looked into his own head and thought he saw the world, including his boy.
That's the case with so many of us. We're filled with our own rightness, our own autobiography.
We want to be understood. Our conversations become collective monologues, and we never really
understand what's going on inside another human being.
When another person speaks, we're usually "listening" at one of four levels. We may be ignoring
another person, not really listening at all. We may practice pretending. "Yeah. Uh-huh. Right."
We may practice selective listening, hearing only certain parts of the constant chatter of a preschool
child. Or we may even practice attentive listening, paying attention and focusing energy on the words
that are being said. But very few of us ever practice the fifth level, the highest form of listening,
empathic listening.