Active Listening for Active Leading
by Dr. Karen Markel
I

am the newly appointed Dean for the College of Business and Public Policy (CBPP) at the University of Alaska Anchorage (UAA), and this past year has been one of personal firsts: It was my first appointment as a university Dean, and the first time moving my family to live in Alaska. While these were welcome firsts, the last 365 days were not without challenge. Reflecting on what will be important to continue success in this leadership role, one skill stands out: active listening. Having been an academic leader previously, I understand the importance of taking the time to not only listen to members of my internal and external community, but determine how to create channels for listening that will be essential to my team’s success.

Mindful Response in One-Way Communication
The role of active listening is stressed as critical in just about every leadership book. Effective leaders actively listen by using appropriate body language, repeating what is heard and asking the right questions to show others that their message is not just heard but digested in the act of conversation. However, listening means not just paying attention to what is happening in conversations, but also being aware of what is being said, discussed or debated outside of one’s presence.

Given the time demands of a college Dean, much communication occurs outside of traditional face-to-face dialogue. For example, during the peak of semester activities, I might receive more than 60 emails daily. It is both challenging and daunting to be responsive, thoughtful and engaging while listening in this medium. This is a work in progress, and in learning how to manage the volume of email I’ve realized that it is better to delay and write a thoughtful response rather than try and respond immediately.

Being mindful to craft an appropriate message reflective of my intention and state of mind often requires drafting, re-drafting and having a colleague review before sending a response. Also, given my role, I must consider that my email communication may be the only direct communication I have with an individual on a regular basis. I need to choose my words carefully because, without the luxury of immediate feedback from a recipient in a face-to-face interaction, there is greater potential for misread intent. With all conversation exchange, there should be interactivity and the intent that I am not talking to but with employees as part of the listening process.

Conscious Interactivity for Advancement
I spent the first several months meeting individually with members of my internal community within the college to listen to their thoughts, experiences and ideas for the CBPP. This was imperative to developing short-term tasks as well as long-term vision. Advisory boards were created to build new structures for regular listening sessions with those outside my routine meeting schedule. This ensured that interactive communication was developed with these key stakeholders.

In learning this new role, it was important to understand what existing and expected channels of communication were in place. While an extensive meeting structure was established within the college, the channels for dialogue, information transparency, inclusion and interactivity were limited. This limitation led to miscommunication, misunderstandings and mistaken conclusions. Changes were necessary to move away from traditional one-way methods of communication and meeting structures with report-outs, to communications tailored around opportunities for engagement, inclusion of ideas and the spirit of interactivity. This includes the Dean’s report now offering an opportunity to engage members of the college in a dialogue about college issues, challenges and tasks to be accomplished.

It is also important to be receptive to critics, which means really hearing what they may be sharing and welcoming the dialogue while staying open to constructive feedback. While one may not like what is being said, it is important to remain open, listen to the message and learn about opportunities for improvement. Engaging in interactive listening is essential in times of both celebration and challenge. This requires leaders to put aside any personal feelings and fears to focus on the intention of the feedback. It may require conscious focus to engage with the messenger and actively listen to the criticism, but it is worth the effort.

Listening and Looking Ahead
One cannot have leadership presence without truly hearing what others have to say (Su and Wilkins, 2014*). Looking into the future, interactive communication and active listening will be essential for success. The CBPP is an organization filled with amazing faculty, staff and students wanting to move the college forward. As change occurs, listening will be essential for us to identify opportunities, address challenges and build a successful future.
*Su, Amy Jen and Wilkins, Muriel Maignan (2014). “What Gets in the Way of Listening,” Harvard Business Review Communication.
Dr. Karen Markel

Dr. Karen Markel is Dean of the College of Business and Public Policy at the University of Alaska Anchorage and works with students, faculty, staff and business professionals to connect the College to the Alaska community. Accessibility in education, for her, means ensuring student success. She is an accomplished educator, a researcher, a certified human resource professional and a leader in business and public administration education.

Dr. Karen Markel is Dean of the College of Business and Public Policy at the University of Alaska Anchorage and works with students, faculty, staff and business professionals to connect the College to the Alaska community. Accessibility in education, for her, means ensuring student success. She is an accomplished educator, a researcher, a certified human resource professional and a leader in business and public administration education.