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Customer Relations Management MA 61300

Professor: John Noble Masi, MBA


Student: Jorge Yeshayahu Gonzales-Lara

Listen to Your Customer


Search It Out: What Do We Know about Listening Styles?
Try a Listening Log.
Which habits seem to pop up in your listening?
What can you do to replace these habits with more productive behaviors?
Describe anything else that you have discovered about your listening skills.
Search It Out: What Do We Know about Listening Styles?
Consider this Case
Storytelling Helps Listeners

Consider this Case


The Boss’s Great Idea
HOMEWORK II Listen to Your Customer

By Jorge Yeshayahu Gonzales-Lara

1 Search It Out: What Do We Know about Listening Styles?

Try a Listening Log.

Which habits seem to pop up in your listening?


What can you do to replace these habits with more productive behaviors?
Describe anything else that you have discovered about your listening skills.

Listening is an act which requires thorough concentration and any lapse in concentration leads to
misinterpretation of communication. Although it seems to be very important but the human
behavior is such that the mind diverts very frequently and you tend to miss some of the points that
may be conversed with you. Some of the habits that pop up while listening are:

a. Thinking about something else while somebody is conversing with you. This happens when
you are not interested or are bored from the conversation and switch your mind to somewhere else.

b. Acting on the conversation without listening to the completely conversation. This happens
when you are confident that you know what the other person is talking about and start doing the
work required without listening to the complete conversation.

These habits are very common and can be overcome by the following behaviors which can
prove productive.

a. The level of concentration should be increased which makes you more aware of what is
happening and does not divert your mind. Meditation is one such practice which helps the
concentration levels and would make you a better listener.

b. In order to help yourself from acting upon things before even listening to the complete
conversation, you should build patience within yourself. Patience in an individual is very key
especially when they are in jobs which includes lot of pressure. Meditation can be one exercise
which makes you calmer and relaxes your mind thereby keeping it fresh.

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Ask to Discover

3.- Search It Out: What Do We Know about Listening Styles?

Listening is a skill that most of us take for granted. At school, they teach us how to read and write,
but not how to listen. It is as if all that is required is a set of ears. In the real world, we know that
some of us excel in listening and others not. The three most common types of listening in
interpersonal communication are: Listen informatively (Listen to learn), Listen critically (Listen
to evaluate and analyze), Listen with understanding or Empathy (Listen to understand the feeling
and emotion),

There are four listening styles that people use when listening, depending on their preferences and
purpose.
Oriented to people, those who are oriented to people show great concern for others and their
feelings. They are external in their approach, get their energy from others and find much meaning
in relationships, talking about 'us' instead of 'you' or 'them'. They will try to understand the life
stories of others and use the stories themselves as a means of understanding. They will focus on
the emotions, they will be empathetic, and they will use the appeal to emotion in their arguments.
They may appear vulnerable and will use this to demonstrate that they are harmless.

They may encounter problems when they get too involved with others and become "native". This
can affect their sense of judgment and their ability to discriminate. They can associate so strongly
with others who see no limitations or failures and can be drawn into reckless relationships. They
can also be intruders when they seek to connect with others who are not so relationship-oriented.

Content-oriented people who are content-oriented are more interested in what is said, in who says
it or feels it. They evaluate people more for how believable they are and try to test experience and
truthfulness. They focus on facts and evidence and happily probe the details. They are cautious in
their evaluation, trying to understand the cause in effect and sound proof before accepting

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something as true. They look for pros and cons in the arguments and look for solid logical
arguments.

Focused on the action, the listeners focus first on what will be done, what actions will happen,
when and who will do it. They look for "so what?" In your questions and look for action plans.
They like clear and clear descriptions and answers that are based on concrete reality. They like the
structure, the bulleted points and the numbered action items.

They can be impatient and rush the speakers to draw conclusions. They can also criticize people
who start with a general vision and talk about ideas or concepts. This can lead them to seem overly
concerned about control and less about the well-being of other people. Oriented to time, people
who are oriented to time have their eyes constantly on the clock. They organize their day in clean
compartments and allocate time to listen, although they will be very worried if those sessions are
exceeded.

Consider this Case


Storytelling Helps Listeners

Probes:

1. Why is it easier for most of us to listen to stories as opposed to other forms of information?
Listening to history is an easier way to communicate. The truth is that orality is the oldest form of
communication. From my point of view there is no manual to be a storyteller; because there is no
technique other than having something to tell.

The art of storytelling is true that it is not limited to this "simple" fact but goes beyond human
understanding to understand that behind each person there is a story or many.

It is important to understand that behind each group of people there are several stories and that
behind each campaign of a brand there can be as many stories as consumers have that brand.
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The rebound, will be in the stories that non-consumers and leads interpret when those who are
already consumers of that brand explain, tell them and can live almost in first person what that
brand can transmit if they consume it, if They make use of it. But it is evident that it is not enough,
because we must understand the basis of all narrative, that is, that there is a beginning, a link and
an outcome in each story that we have.

We can never leave a half story, unless, of course, there are several outcomes that allow the user
to decide the end of that story. In which case, we will have achieved one of our objectives, engaging
the user by making them share in our history that will have become theirs. And this will mean that,
indeed, we have managed to get that user, that person, to become part of the brand and, in addition,
feel it.

2. What can you do to use stories or vivid anecdotes and thus help others listen?

We all tell stories about ourselves. The stories define us. To know someone well is to know their
history: the experiences that have molded it, the tests and the inflection points that have put it to
the test.

When we want someone to know us, we share stories of our childhood, our families, our school
years, our first loves, the development of our political points of view, etc. However, a good story
is rarely needed, as when a great change in professional direction is under way: when we leave A
without having abandoned it and moving towards B without having arrived yet. In such a
disturbing moment of transition, telling a compelling story to co-workers, bosses, friends or
relatives, or strangers in a conference room, inspires belief in our motives, character and ability to
achieve the goals we have set.

We must be clear: by exhorting the use of an effective narrative, we are not opening the door to
extravagant stories. By "history" we do not mean "something made to make a bad situation look
good". Rather, we are talking about accounts that are profoundly true and so attractive that listeners
feel they have an interest in our success.

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Without a story, there was no context to make sense of professional facts, no promise of a third act
in which to achieve A goal, for example getting a job, would solve the drama. Creating and telling
a story that resonates also helps us believe in ourselves.

We need a good story to make sure that our plans make sense. A good story, then, is essential to
make a successful transition. However, most of us, like those in the networking event, do not use
the power of storytelling in pursuit of our cause. Or, when we make a story, we do it wrong. In
part, this may be because many of us have forgotten how to tell stories.

Consider this Case


The Boss’s Great Idea

Probes

1. What should Mario do to get his employees thinking about the better listening ideas
described in the chart?

Mario must first be a good listener, so that his employees learn to share ideas and think of better
ideas to improve the quality of work and relations between workers. It is recommended that Mario
make quick, agile meetings before the workday and create scenarios for employees to share with
ideas. Mario can create scenarios that can occur in the company, and present proposals on how to
solve and give examples to make your employees think about the best idea and what it means. In
this way, employees can contribute ideas and feel part of the Project.

2. How likely is it that people will recognize and change their behaviors based on this
brief message? What else could Mario do?

Messages are important because they invite reflection. The compositions can be modified and / or
changed, when it is recognized and allowed to reflect on them. In addition, these must be reinforced
for the competition of a better performance at work, with incentives, such as recollection to the
employee of the month, the best employee of customer services, certificates or gift cards,

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recollections to the best employees of the month, space parking in VIP area, job training for
promotion in the company.

Organizational designers broadly agree that reporting structures, management and operational
processes, and measurement procedures—setting targets, measuring performance, and granting
financial and nonfinancial rewards—must be consistent with the behavior that people are asked to
embrace. When a company’s goals for new behavior are not reinforced, employees are less likely
to adopt it consistently; if managers are urged to spend more time coaching junior staff, for
instance, but coaching doesn’t figure in the performance scorecards of managers, they are not
likely to bother.

3. What do you think of Marilyn’s listening, based on this brief description? Do you
know people who communicate like she did? How do you react?

In my professional opinion, the brief description is that Marilyn is a horrible listener. "Marylin,
you always think problem can be solved with simple quick massages." Oh well, no harm looking
at this”. The chart reported and noticed few poor listening. Marylin suffers from a productive and
positive way of communicating. Known some people that have a poor way of communicator and
poor listener. I would reacted by ignored a bad o malice comment.

4. To what extent are your own listening skills reflective of the poor or effective listener
described in the chart?

In personal life and in the workplace, self-assessment is a critical skill, but our ability to evaluate
our actions and attitudes are not always as honest or accurate as they could be. Many consider
listening successful when it accomplishes at least three things: not interrupting the speaker, using
facial expressions to denote listening, and the ability to repeat back. Recent research indicates that
there’s far more to active listening than many of us acknowledge.

Four Qualities of Good Listeners

 Listeners ask questions that allow the speaker to share additional knowledge, creating a
two-way dialogue.

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 Listeners who remain engaged in a conversation create a safe environment for sharing ideas
and discussing options.
 Listeners share feedback and question prior assumptions, offering the opportunity for
dialogue, rather than a full-scale argument.
 Listeners include skillful feedback throughout the conversation designed to create new
ways to consider a situation.

I comply with almost all the characteristics in the chart of the effective listener.

Miami, September18, 2018

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