Are you a bad listener?

Listening is a crucial part of being a leader. And in a noisy, busy world, it can be difficult to devote your full attention.

Fast Company shares the following six barriers that keep you from listening well.

1. Comparing: “It happened to me!” When a conversation seems to inspire you to share your own similar experiences, you spend time mentally preparing your anecdote rather than appreciating the speaker’s experiences.
2. Competing: “That’s nothing—I have had it much tougher than that!” If a co-worker complains about 200 unread emails in his or her inbox and you jump in to say you have 1,000 unread emails, your need to compete will make you come across as unsympathetic or self-absorbed.
3. Mind reading: “I know what you’re going to say.” When you think you know what someone is going to say, you are focusing on your own assumptions rather than the views and interests of others.
4. Unsolicited advice: “If I were in your shoes . . .” When team members confide in you regarding a difficult situation, it’s possible they’re looking for suggestions. However, sometimes, they just want you to sympathize and commiserate. If you’re just trying to solve the problem, you may not be really listening.
5. Priority status: “I know best.” If you believe you can contribute your expertise to a conversation, you may stop listening and rush to share your ideas. Even if you may be trying to help, when you believe your expertise gives you priority status, you are likely not listening.
6. Time poverty: “I don’t have time for this.” Time can feel like it is in short supply, and that can interfere with concentration and focus. This can make you seem impatient, and people will believe you do not value what they have to say.

To practice being a good listener, you can focus on noticing, which requires listeners to be attentive during conversations; quieting, which brings calm to the conversation through silences and strategic pauses; accepting, which is openness to what others may bring to the conversation; acknowledging, which involves recognizing the efforts, perspectives and principles of the other person; and questioning, which is asking thought-provoking questions to show interest.