Module 3: Discussion - H.E.A.R.

Sep 10, 2020, 2:12PM
Jenna Browne

Browne, Jenna

     I just got back from vacation on Monday. After reviewing the business results for my
store, I knew that I had to talk with one of my shift supervisors that was leading the
store during my absence. Over the weekend I was read the first 2 chapters on dialogue
as well as the H.E.A.R article so I wanted to see how well I would be at being an active
listener during our conversation. I was able to get some feedback about my approach
as well as my notes on what I needed to address before my conversation with my shift
supervisor on Tuesday.
     I realized during the conversation that I was so focused on listening to her that she
repeated herself multiple times. I believe this was because of my focus on listening to
what she was saying and so there would be some pauses because I wanted her to be
able to say everything, she needed to say without being interrupted. I did make sure I
repeated back to her what exactly what I heard her say and then I explained what I
understood from what she had just told me so that there was no confusion about how
to problem solve. At this point, the conversation was going well because I she had
suddenly seemed more comfortable about what we were talking about. I believe this
was from her feeling that I genuinely wanted to understand her and what and how she
was feeling about her performance.
     I didn't ask too many more questions as when I repeated what I heard and explained
what I understood from what I heard it didn't seem there was more to understand. I
explained to her what next steps must be at this point and that we must plan to get to
where we need to be. After this we went collaborated on a plan to improve her
performance and decided on a date on when these improvements need to happen by
and how she will be held accountable if the improvements have not been made by that
date.
Though the conversation went longer that I wanted it to, it felt good to visibly see the
change in her demeanor when she noticed the change in my approach to the
conversation. She did feel more confident by the end of the conversation. Unfortunately,
today, the supervisor felt it was best for her as well as the business that she steps down
from her position. I do believe this was the best decision and I am happy that it did not
take as long as we were going to give it. I think having the conversation the way we did
was the determining factor on her having the courage to come to me with that decision.
     This could be one of the things that give my team the confidence to be more
vulnerable and open with me. If I continue to be more thoughtful about my
conversations the way I was with my supervisor I could get a lot more honesty and great
feedback for the business as well as myself to be better.
Bohm, David. On Dialogue. Routledge: London, 2004.