Effective Listening skills for Agile Coaches

Introduction

Agile coaches need effective coaching skills. Van Nieuwerburgh (2017) explains that effective listening is one of the fundamental skills for a coach to grasp. Listening skills may appear trivial on the outset since it is used in daily conversations. However, the real success of an Agile coach goes beyond conversational listening. Instead, it relies on effective listening. So, what is effective listening and how can it be used by an Agile Coach?

Effective Listening

According to Starr’ (2008), there are four levels of listening: (1) Cosmetic, (2) Conversational, (3) Active and (4) Deep listening.

Listening Model, Starr (2008)

Cosmetic and Conversational listening levels are day-to-day listening skills and therefore not particularly relevant in Effective listening. However, Active listening and Deep listening are the two levels in which Effective listening operates.

Let’s understand what ‘Active listening’ and ‘Deep listening’ skills entail.

Active listening skills

Active listening in Starr’s model is about being completely focussed and paying attention to what is being said, so that it is fully understood. This concept of attention has also been extensively elaborated by Kline (1999). She explains that attention is the key to a thinking environment and indicates that “listening of this calibre ignites the human mind”.

Through Active listening, an Agile Coach can forge a connection based on mutual understanding with the coachee and create a conducive environment for change to happen. However, to be a truly effective coach and a change agent, an Agile Coach needs to move beyond Active listening and tap into Starr’s next listening level.

Deep listening skills

Deep listening is the last level of listening in Starr’s model of listening. This level goes beyond simply being fully attentive and sharing a mutual understanding.

At this level, the Agile Coach deeply connects with the coachee and ultimately makes a positive impact. To facilitate Deep listening, the Agile Coach needs these three skills:

Presence skills

Presence goes beyond being fully attentive. Silsbee (2010) explains that presence is state of awareness in the here and now, whilst Gallwey (1986) describes that it is being in the zone. Inherently, our mind does wander at times, and it may well do so whilst we are listening. However, with presence, we are better equipped to keep our focus on what the coachee says.

Non-judgmental skills

In coaching terms, being non-judgmental essentially means to avoid making an opinion on the coachee and what is being said. Nhat Hanh (2013) explains that we should be able listen without analysing and judging. Non-judgemental listening can be challenging to do initially. However, if we can listen without attaching any labels, we can then hear what is being said for what it is instead of what we want it to be.

Empathy skills

Empathy is about feeling what someone feels. In coaching, this means that coaches put themselves into the coachee’s shoes. Incidentally, Hawkins and Smith (2006) identified ‘Empathic listening’ as a level of listening, which involves “listening not only to the words being spoken, but also to the feelings being conveyed”. In Empathic listening, the coachee can therefore feel heard, understood and valued.

Summary

Effective Listening skills, comprised of Active and Deep listening, help Agile coaches to build an environment of trust and mutual respect.

To become a truly effective coach, an Agile coach needs to move beyond Active listening and operate at a deeper level of listening. Deep listening is a challenging skill to grasp, but with practice this skill should become more natural to the Agile coach.

Agile coaches should therefore strive to gradually integrate effective listening skills into their ‘way of being’ to become efficient in coaching and, ultimately, facilitate Agile changes.

References

• Gallwey, W.T. (1986) The Inner Game of Tennis. London: Pan Books

• Kline, N. (1999) Time to Think. London: Ward Lock

• Nhat Hanh, T (2013) The Art of Communicating. UK: Rider

• Silsbee, D. (2010) Presence based coaching. San Francisco: Jossey-Bass

• Starr. J. (2008) The Coaching Manual. 2nd ed. Harlow: Pearson

• Van Nieuwerburgh, C. (2017) An Introduction to Coaching Skills. 2nd ed. London: Sage