Very often it falls on us to offer feedback to a co-worker, partner, or subordinate. If you want peoplelisten to really hear what you’re saying, you need to listen, too. Research suggests a manager’s attentive, nonjudgmental listening makes an employee more relaxed, more self-aware, and less defensive. The next time you’re coaching someone, listen carefully and thoughtfully to everything they say. Don’t jump to conclusions or interrupt. Give the person space to express themselves, and ask good questions to encourage them to keep talking. When people sense that others are truly hearing them, they’re much more likely to open up. Use eye contact and body language to signal that you’re focused on your employee and want to hear their thoughts. And refrain from suggesting solutions to problems. Even with feedback, your role should be to help the employee discover solutions themselves.