It is becoming accepted that the way to get people to give of their best is to show them that they are cared for and listened to and as a result, recognised as an individual.  Studies conducted as far back as 1948 demonstrated that when people have felt loved, they have responded positively, even when adverse conditions existed.  This is in marked contrast to the attitudes of senior management in the vast majority of organizations where leadership styles are still based on autocracy and fear-based direction and where insufficient communication, due largely to inadequate listening or emotional incompetence, is endemic.  Managers who show themselves to be concerned for the well-being and interests of their people tend to produce a positive atmosphere that also reflects in customer relations and service and in turn, profits.

Other benefits such as improved productivity and reduced absenteeism, illness, wastage and staff turnover also go towards improving the bottom-line.  Such managers must also be prepared to learn and to alter practices in line with lessons learnt.  Effective change consultancy, (ie specialists who give expert advice or information on planning for, and implementing change), need to be at the forefront of these shifts and to alter practices in line with them.  Currently, one of the core skills needed is active listening by an open mind that can hear, digest, reflect, challenge and advise. It is extremely difficult for a member of an organization to apply this skill objectively and it is rare indeed to find someone who does.