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Listening is an innate skill that we pick up as infants. Yet with all of the distractions we have in today's busy world, it is easy to lose focus when we should instead be engaged in conversation. Think about it. You come home from a long day and when your child is telling you a story about school your mind is still decompressing. Soon you hear the words, "Mom, you are not listening to me!"

Sure, you are listening to your child, but are you really listening to their words? Are you engaged in your conversation or are you distracted by the television, your other child or the sound your phone just made signaling that you have a new text? Perhaps you are thinking about not burning dinner or your to-do list. On the other hand, as parents, we know how frustrating it is when we are speaking to our children as they are focused on a show, video game or book and are only pretending to hear the words we are saying.

The same frustrations happen every day in the workplace. Are you really listening to your employees? Are your employees really listening to you? How is anything going to effectively get accomplished if the team is not listening to one another?

Listening is an important skill that is all too often taken for granted. Here are some tips for active listening:

Stop all unrelated activities before engaging in a conversation with someone. Turn down the volume or walk away from the other conversations so you will not be distracted.

Consider the subject of the discussion and quickly do a mental review of what you may already know about the subject. This will help you to keep your mind from wandering. You may also want to suggest that the conversation begins with a high level review of the topic.

Recognize your emotions and try to put them aside until after the conversation. If you simply cannot do so, consider acknowledging your emotional state to the person with whom you are speaking.

Focus your body towards the speaker. Face the person who is speaking and look him or her in the eyes.

Seek to understand what the speaker is saying to you. Try not to skip ahead or predict what the other person is going to say next.

Do not develop your responses while the other person is speaking.

Actively respond to the person with questions or reactions once he or she has finished. Do not interrupt as that is a clear sign that you are more concerned with what you have to ask than what the other person has to say.

Often it is helpful to summarize and paraphrase key points. This will confirm your understanding of the discussion and create a dialogue.

Listening is so much more than simply keeping your mouth closed. It is a sign of consideration and emotional intelligence. Whether you are having a conversation with your employer, employees or your family, active listening promotes mutual respect.

Networking has been and will continue to be a critical component to business and social communications. Certainly we have all relied on networking at some point in our career. What's interesting is how networking has changed and evolved with each generation.

Today, four generations of employees co-exist in the workplace. Their communication styles are all different and the way they utilize networks vary. Regardless of these differences, there is much to be learned and shared across generations around networking and relationship building.

Traditionalist (currently age 66 and above) prefer a more formal networking structure. They tend to build their network through existing business and personal relationships. They make introductions through others with whom they have established respect and trust. They prefer to network and communicate face-to-face. Traditionalists pride themselves on customer focus, dedication and loyalty. By achieving this, they are able to form long-standing relationships. They are also philanthropic and expand their network through participation in various voluntary capacities such as: religious affiliations, country clubs, non-profit organizations, etc. Traditionalist will network mostly within their own generation or the generation below them.

Baby Boomers (currently ages 48-65) are very relationship-oriented individuals. They utilize business and social networks for many reasons including the opportunity to meet and mentor others. This generation has seen the power of networking through cultural change that they were able to drive during their lifetime. In business, they are team oriented and use networks to establish and further relationships. Their emphasis on relationship building can cause frustration with younger generations who feel it takes too long to make decisions due to involving too many in the process.

Generation X (currently ages 30-47) use of networks is more inwardly focused. This generation is more likely to utilize networks for business opportunity and personal growth rather than socializing. That is not to say that all Gen Xers are self-centered or anti-social but research has shown that they have a smaller, tighter group of friends and networks. They focus more on internal networking within the company they are working, and then move onto external networking. They also favor more on-line networking resources.

Generation Y (currently ages 11-29) have embraced the concept of networking early on. Their use of networks starts for social purposes at an early age with the use of on-line resources such as My Space and Facebook. They are the first generation that will be able to maintain and keep a relationship network via the internet from the time they are young through their adult years. They have also been engaged in other forms of networking through extracurricular activities and volunteer opportunities. They really have brought a whole new light to networking and will continue to shape it well into the future. Gen Y has no problem including all generations in their network and can see the value from a diversity perspective.

Networking Tips to Share Across the Generations

The bottom line is that each generation networks in different ways, and for different reasons, but all four generations understand its importance and value. Following are some key networking tips that are beneficial across generations:

Leverage existing relationships

Value the power of diversity

Be willing to experience new ways of networking

Get involved in a variety of networks

Be an active listener

Pay it forward

We all crave acknowledgement for our hard work and dedication. Without recognition, people feel that their work is going unnoticed. This makes them feel undervalued and unappreciated. In turn, they may become apathetic about their work moving forward. This cycle can create an unproductive work environment.

The need for respect is at the core of every person. In a survey conducted by my company, K HR Solutions, respondents indicated that more than money, more than tangible gifts and more than awards, people simply want their boss to approach them and let them know that they have done a good job. There is some confusion, however, about the best ways to recognize good work among your employees.

For many employees, the performance review is a conversation they dread. The main reason for this is that the employees’ expectations for the meeting are not met by their manager. As employees it is important to make sure that you take an active role in your performance. Following are some tips to help during the discussion with your manager.

Be well prepared and be ready to provide input - Review past performance review documents; compile key accomplishments you have made during the past year as well as what you have done to develop yourself. If your manager does not request you to provide him or her with input prior to your performance review discussion, then take the initative and send it to them directly.

Practice active listening - During the meeting, maintain good eye contact and positive (and non-defensive) body language. Listen to what your manager has to say and really be engaged in the conversation. Summarize where needed to ensure that you understand.

Ask questions for clarity - Don’t be afraid to ask your manager for examples or to provide more specifics. Remember, this is your meeting. You want to make sure you know and understand the key messages that are being conveyed to you.

Share responsibility and take ownership - Be ready and willing to ask for and receive support from your manager. Tell them what you need to be successful in your current position and to develop yourself for future ones. Also, explain to them what you will do yourself.

Agree upon next steps - This is a great way to wrap up the meeting. Review the next steps and ask to schedule a follow-up meeting. I suggest 2-3 weeks later so that you have each had time to reflect on the conversation and are prepared to discuss implementation of the action plans.

Using these tips can help turn the discussion into one that is valuable and effective. Take the time to plan and prepare for your performance review. You need to be an active participant in navigating your career.

Each year about this time employees participate in a Performance Review with their manager. The review is intended to provide the employee with feedback regarding their prior year’s performance against objectives. For many employees, the performance review is a conversation they dread. The main reason for this is that the employees’ expectations for the meeting are not met by their manager. Surprisingly, a large majority of managers are not well skilled nor are they comfortable with giving feedback and having effective performance discussions. This can have a significant impact on employee engagement and morale.

Use these tips to make the discussion as valuable as possible.

Be well prepared -managers should review notes from previous performance reviews and discussions, stakeholder feedback and employee self-assessments. Be prepared to provide specific examples regarding the employee's work activities.

Keep it private and positive - host the discussion in a quiet, private and comfortable environment.  Keep a positive tone throughout the conversation using good eye contact and body language.

Make it a two-way conversation - focus on making the conversation interactive and ask for the employee's feedback. Manager's should not do all of the talking.

Focus on strengths and identify areas of growth and opportunity - research has shown that employees are more likely to improve in their areas of strengths. Focus 80% of the discussion on strengths and 20% on growth areas. Pick one or two areas that the employee can develop. Then, seek agreement from the employee.

Offer support and agree upon next steps - the employee needs your support and guidance. Ask them how you can help them be successful. Plan a follow up meeting for 2-3 weeks later and discuss implementation and execution in the upcoming year.

Performance reviews don't have to be dreaded or difficult. You can make it a positive experience for both you and the employee by planning ahead and being prepared.

Check back next week for Employee Tips.

Happy New Year. It is 2012 and business leaders continue to face a more diverse, multigenerational workforce. This trend will continue for many more years so it is important to embrace these demographic changes and recognize the value they bring.

Generations really do not think the same way from one to the next. Each generation has a different set of expectations and preferences with regards to how they communicate, how they want to be managed, what they are looking for in their job and how they approach their work.

By now you have probably read something about the different generations. Perhaps you even attended a seminar or workshop. Fortunately, you can learn to leverage the strengths of each generation in your company to excel in business and exceed expectations.

Simply put, today's leaders will need to adapt to the multi-generational workforce. Rather than concentrating on problem areas, focusing on the unique strengths between the generations will allow you to connect with employees in an entirely new and productive way. As always, leaders need to respect all employees, providing everyone with equal opportunities and recognize both ability and accomplishment. Yet, leaders should be treating the generations differently. One of the primary tasks as a leader is to inspire and motivate the people who work for them. Their approach, communication style and personal interactions should flex depending on whom they are addressing.

Whether you are the CEO, an executive, a manager or a supervisor, you can utilize simple strategies to lead your multigenerational workforce. Here are the six strategies that I provide in my book GENerate Performance:  Unleashing the Power of a Multigenerational Workforce.

Strategy #1: Celebrate Differences
Strategy #2: Invest Time
Strategy #3: Leverage Strengths
Strategy #4: Show Respect
Strategy #5: Pay Attention
Strategy #6: Embrace Change

These strategies are simple yet critical and often times overlooked. Try using them on a consistent basis and you will be amazed at the impact you can have on others.

As strong leaders in the workplace you need to be able to develop solid relationships with your team. Relationships breed trust and trust is a leaders stock in trade.You need to develop trust so your team will follow your lead.

In today's workplace we rely heavily on technology for communication.Technology plays an important role but it is not always the most efficient or effective way to communicate. Email correspondence is appropriate with employees for fast and easy conversation but it is not going build trust with your team. A poorly worded or wrongly interpreted email can cause a lot of wasted time and energy. The way to build real trust is through face-to-face conversation. Let me explain a bit further.

Email gives abridged information.  We simply don't write the way we speak.In emails we shorten the information and highlight the important points, leaving out supporting data, explanations, examples and clarifications.The person receiving the information does not receive all the information he or she would have had from a verbal conversation.

Furthermore, verbal dialogue is stimulating because it is quick, intense and two-sided, feeding on the interactions between the parties involved.With email you cannot see the other person's facial expression or body language to know how they are responding to your communication. To lead effectively, you need to not only pay attention to what your employee is saying but also to what they are not saying.

Have an employee who works remotely? Try to have regular dialogue by phone and schedule time to meet face-to-face when possible. Use video conferencing or Skype as a method of communicating with remote employees. Take the time to build and maintain their trust.

If you have important information to convey, go see the person, video-conference or at the very least, pick up the phone. Be responsible to provide your team with all the information they need to do their jobs well. The bottom line is not to use email as an escape, but as a tool.Otherwise, take the time and effort necessary for face-to-face communication.

The generations in today’s workplace are different and those differences can be a source of great opportunity. Leverage your team’s strengths by doing a careful examination of your team. To do so, use the following four steps:

Observe
Spend time personally observing your staff. Find out which types of projects your employees want to work. Discover where they are applying extra effort. Listen to the issues or topics they bring up. By observing them you may just discover their power and their passion.

Ask
Don’t try to guess a person’s strengths. Ask them what they perceive their own strengths to be and find out if they think those strengths are being fully utilized. In most circumstances, individuals know their own strengths better than anyone else.

Focus
Having discovered what each person’s strengths are, it is also vital to then focus on leveraging those strengths. Too often, managers focus on what they think employees should be doing better. You will never turn weaknesses into strengths so focusing on the strengths will inspire and motivate.

Identify
Find the projects, opportunities and assignments which utilize each person’s key strengths. Try to funnel work to your team based on the tasks which will leverage their passion and their power.

With these steps in mind, ask yourself if you know each of your employees’ strengths and how you can leverage the generational strengths on your team. Think about what opportunities you can create for your employees to exercise their power and their passion. If you do so, your team will be energized with excitement and engagement at every level. Innovation will flourish. Team dynamics will improve and productivity will soar.

Years ago, companies had a general script they used for recruiting purposes, to tell prospective employees why they should want to work for the company and the benefits that the company provided. In today’s workplace those scripts no longer work because each generation wants something different in an employer. Providing an identical script to everyone is certain to alienate someone.

In order to get great employees to value your company, vary your recruiting message to appeal to what each generation would find desirable in an employer.

Here are some tips for each generation:

Traditionalists value:
• Respect for experience
• Clear roles and responsibilities
• A reputable organization
• Organizational structure

Baby Boomers value:
• Ethical practices
• Leadership opportunities
• A warm, caring culture
• An emphasis on quality and means

Generation X values:
• Flexibility
• Opportunities to grow and develop
• Quality products or services
• Efficient processes
• Competent people

Generation Y values:
• Fun and flexibility
• Opportunities to continue learning
• Corporate responsibility
• Up-to-date technology
• Collaboration

Tailor your recruiting message to recognize what people value and how they express that value. When you can present a potential employee with what they value in a way that they will understand and receive they are all the more likely to select your company for their next opportunity.

To put it simply, today’s leaders need to motivate their employees and change their styles to meet the needs of those employees. It may be a tall order, but it is vital to the success of the organization.

There is no shortcut to getting to know your employees and some leaders may find this uncomfortable. After all, it was not that long ago when managers were trained to keep their employees at arm’s length.

In today’s workplace, however, employees expect their managers to know about them on a personal level, to understand what motivates them at work. It is about relationship building.

You can begin by asking yourself how well you know your employees. Rate your knowledge of each person on a scale of one to five with one as not having a clue how the employee thinks and five being a clear understanding of what makes that person tick. Once you have completed that step, ask yourself what practical steps you can take to get to know the people who you rated on the lower end of the scale.

Strong leaders not only get to know their employees but they also do something about it. As a leader, you play the prime role in letting your employees know that they are cared for and supported. You are the person who is most responsible for creating a culture of engagement. Yes, your employees are responsible for their actions but they will take clues from you as a leader.

Each generation deals with authority quite differently. As you get to know the people in your office better, on a more personal level and become comfortable flexing your style, you will also be able to make excellent judgment calls on how to treat people whom you don’t know on the basis of that person’s generation.

So, get to know your employees, grasp how they think and work and act on their preferences. Soon you will notice a more unified, efficient and motivated team emerging.