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Body language makes up the largest part of our non-verbal communication - eye contact, gestures, and facial expressions can convey powerful messages. As William Shakespeare said in Troilus and Cressida - 'There's language in her eye, her cheek, her lip'.

However, there are substantial cultural differences in how people use body language to communicate. Sometimes it is very obvious, many times very subtle.

Whether in a culturally diverse company or visiting emerging markets, understanding what people mean through their body language can be a challenge.

Greetings with a handshake

Even the simple handshake can vary from culture to culture. A handshake is widely accepted as the norm, however you'll need to vary the firmness depending on the location.

Western culture typically perceives a strong handshake as authoritative and confident, whereas many parts of the Far East perceive a strong handshake as aggressive, and usually bow instead.

In parts of Northern Europe, a quick, firm handshake is the norm. In parts of Southern Europe, Central and South America, a handshake is longer and warmer, with the left hand usually touching the clasped hands or elbow.

Beware that in Turkey, a firm handshake is considered rude and aggressive. In certain African countries, a limp handshake is the standard ( Guide to African handshakes). Men in Islamic countries never shake the hands of women outside the family.

Facial expressions

Many facial expressions appear to be universal and recognised all over the globe.

Research carried out by the Paul Ekman Group, an American Psychologist, showed that over 90% of common facial expressions were identified by people in very different cultures. Over 10,000 facial expressions were created for the study and shown to different western cultures and isolated, pre-literate African groups.

In general, there are seven different facial expressions which correspond to distinct universal facial emotions:

Happiness - Raising and lowering of mouth corners, cheeks raised, and muscles around the eyes are tightened.

Sadness - lowering of mouth corners and raising inner portion of brows.

Surprise - Arching of eyebrows, eyelids pulled up and sclera exposed, mouth open.

Fear - Brows arched and pulled together, eyes wide open, mouth slightly open.

Disgust - Eyebrows lowered, upper lip raised, nose wrinkled, cheeks raised.

Anger - Brows lowered, eyes bulging, lips pressed firmly.

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Hand gestures

We use gestures as a way to emphasize points and illustrate what we are saying.

Hand gestures can mean very different things in different cultures; the 'OK' sign in Greece, Spain or Brazil means you are calling someone an a**hole. In Turkey, it's meant to be an insult towards gay people.

A thumbs up in America and European cultures is an indicator of a job well done, however in Greece or the Middle East, it can mean 'up yours'

Curling the index finger with the palm facing up is a common gesture that people in United States and parts of Europe use to beckon someone to come closer.

However, it is considered rude in China, East Asia, Malaysia, Singapore, the Philippines, and many other parts of the world. It's also considered extremely impolite to use this gesture with people. It is used only to beckon dogs in many Asian countries - and using it in the Philippines can get you arrested.

On Inauguration Day 2005, President George W. Bush raised his fist, with the index and little finger extended, in the shape of the Texas Longhorn football team logo. Newspapers around the world expressed their astonishment at the use of such a gesture. In many Mediterranean and Latin countries, such as Argentina, Brazil, Colombia, Cuba, Spain, Italy, and Portugal, to make this sign at someone is to tell them that their spouse is cheating on them.

Eye contact

In most western countries, eye contact is a sign of confidence and attentiveness. We tend to assume that if someone looks away while we are talking to them, they're disinterested and looking for someone else to talk to.

In many Middle Eastern countries, same-gender eye contact tends to be more sustained and intense than the western standard. In some of these countries, eye contact beyond a brief glance between the sexes is deemed inappropriate.

In many Asian, African, and Latin American countries, however, this unbroken eye contact would be considered aggressive and confrontational. These cultures tend to be quite conscious of hierarchy, and avoiding eye contact is a sign of respect for bosses and elders.

In these parts of the world, children won't look at an adult who is speaking to them, and nor will employees to their bosses.

Eye contact variation by culture:

Used a lot in regions such as the Middle East, Mediterranean cultures, Europeans, and Latin Americans.

Used often in much of Northern Europe and North America

Used somewhat carefully in cultures in Africa, Middle East, Korea and Thailand

Used carefully in most of the Far East

Learn how to use body language to improve your professional relationships. Practice what you learn in virtual reality exercises. Learn more about the body language course.
Moving your head

In some parts of India, people tilt their head from side to side to confirm something and demonstrate that they are actively listening. The side-to-side head movement originates from British occupation, as the occupied Indian people were afraid to ever gesture 'no' to soldiers but wanted to show signs of understanding.

A video decoding Indian headshakes went viral, attracting over a million hits in a week.

Touch

Northern Europe and the Far East as classed as non-contact cultures. There is very little physical contact beyond a handshake with people we don't know well. Even accidentally brushing someone's arm on the street warrants an apology.

An innocent hug made headlines around the world in 2009 when America's first lady, Michelle Obama, broke royal protocol on a visit to Britain by hugging the Queen.

By comparison, in the high-contact cultures of the Middle East, Latin America, and southern Europe, physical touch is a big part of socialising.

In much of the Arab world, men hold hands and kiss each other in greeting, but would never do the same with a woman.

In Thailand and Laos, it is taboo to touch anyone's head, even children. In South Korea, elders can touch younger people with force when trying to get through a crowd, but younger people can't do the same.

Physical contact variation by culture:

High Contact cultures tend to stand close when speaking and make physical contact more often. Latin America, Southern Europe, and most Middle Eastern nations are examples.

Medium Contact cultures stand quite close when speaking and will touch on occasion. Such cultures include Northern Europe and North America.

Low Contact cultures stand at a greater distance and generally avoid physical contact. The Far East is an example.

These rules are usually quite complex. They may differ depending on the age, gender, ethnicity, profession, and status of the people involved.

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Sitting positions

Be aware of your posture when you attend meetings or are dining. Sitting cross-legged is seen as disrespectful in Japan, especially in the presence of someone older or more respected than you.

Showing the soles of your shoes or feet can offend people in parts of the Middle East and India. That is why throwing shoes at someone is a form of protest and an insult in many parts of the world - as former U.S. President George W. Bush famously discovered on a visit to Iraq in 2008.

Silence

Though it can feel like a void in communication, silence can be very meaningful in different cultural contexts. Western cultures, especially North America and the UK, tend to view silence as problematic. In our interactions at work, school, or with friends, silence is uncomfortable. It is often perceived as a sign of inattentiveness or disinterest.

In other cultures, however, silence is not viewed as a negative circumstance. In China, silence can be used to show agreement and receptiveness. In many aboriginal cultures, a question will be answered only after a period of contemplative silence. In Japan, silence from women can be considered an expression of femininity.

Gender

In many cultures, what is acceptable for a man may not be acceptable for a woman. The most obvious example is the issue of covering your head in some Muslim countries but also, within religions such as Islam and Hinduism, shaking a woman's hand can be considered offensive.

Conclusion

Modern transportation and an increase in expendable income allow us to visit a huge range of cultures. We've discussed how gestures, eye contact, greetings, and physical contact can have very different meanings in different countries and cultures so you'll want to learn as much as you can about the country's etiquette, values, and styles of communication before you visit.

Being able to understand cultural differences will improve your working relationships and potentially make you more successful in an increasingly globalized, multi-cultural working world.

Popular travel location etiquette guides:

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Cultural Differences in Body Language to be Aware of

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Body language makes up the largest part of our non-verbal communication - eye contact, gestures, and facial expressions can convey powerful messages. As William Shakespeare said in Troilus and Cressida - 'There's language in her eye, her cheek, her lip'. However, there are substantial cultural differences in how people use body language to communicate.

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The impact of making eye contact around the world

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Conventional wisdom says that assertive people get ahead. They tell people what they think, request the resources they need, ask for raises, and don't take no for an answer. So what are non-assertive people supposed to do if their company's culture rewards these actions? If you're shy or reserved, don't fret. You can ask for what you need and get what you want, while still being yourself.

What the Experts Say
Managers need some degree of self-confidence to be effective. "The right amount of assertiveness, respect for others, and intelligence is what makes a great leader," says Lauren Zander, co-founder and chairman of the Handel Group, an executive coaching firm in New York City, and author of "Designing Your Life," a course taught through MIT. Yet, there needs to be a balance. "There's a sweet spot for assertiveness. If you're below the range, you're not going to get your way. If you're above it, you're not getting along with others," says Daniel Ames, a professor of management at Columbia Business School and author of " Pushing Up to a Point: Assertiveness and Effectiveness in Leadership and Interpersonal Dynamics." The good news is, "Being shy is not a permanent condition. Assertiveness can be learned," says Zander. The key is to understand the context, assess your behavior, and then make the appropriate adjustments.

Understand the context
Assertiveness is not universally understood to be a positive trait. Before you make changes to your behavior, know the context you are working in. Does the culture - national, regional, or organizational - truly value forcefulness? Or do you work in a situation where a persuasive, quiet approach is sometimes more esteemed? Whether your assertiveness will be rewarded also depends on your gender. Avivah Wittenberg-Cox, CEO of 20-first, one of the world's leading gender consulting firms, and author of How Women Mean Business warns that women who ask for what they want are often described as "bitchy and aggressive." Ames agrees: "The range of latitude for women is smaller for what they can get away with," he says. Consider the implications of your behavior before you alter it.

Evaluate your level of assertiveness
You can do this by either assessing your own behavior or asking others for input. Zander suggests you ask yourself: "Are you willing to talk to anyone about what you want?" Most people will answer this question with some qualifications, which indicates the need to overcome fear and express your opinion more often. Ames also suggests you complete "a success inventory" to understand whether your style is effective. Over a defined period of time - a few weeks or a month - before entering a discussion or meeting, ask yourself, "What do I want from this situation?" Then, afterwards, evaluate the results: "Did I get what I wanted?" This will create a track record of your success and indicate whether you need to adjust your style.

Objectively rating your own behavior can be difficult. "The connection between what we think we're doing and what others see is very weak. Often it's not greater than chance," says Ames. Therefore, it might help to get feedback from trusted colleagues or to conduct a 360-degree review.

Set goals and stick to them
If you find in your assessment that you are holding back in situations where you shouldn't, ask yourself what you aren't saying and why you're keeping quiet. Next time you enter a similar situation, rehearse what you are going to say and how you will say it beforehand. Ames and Zander both suggest you challenge yourself with a specific time-bounded behavioral goal. For example, give yourself a week to initiate three difficult conversations with colleagues. Or tell yourself that for the next two weeks, whenever you're in a group discussion, you'll speak up within the first two minutes. "Focused incremental changes add up to real change," Ames says. If you're successful, set another goal and stick to it. If it doesn't work, don't beat yourself up. Try a different one. "Approach it with an attitude of playfulness," he says.

Build relationships
Often times people hold back because they are uncomfortable in a situation, either because they don't know people or they're afraid of what others might think. "My experience with reserved, shy people is that the relational context matters to them," says Ames. Therefore, it can help to get to know people outside of work. "Connect with work colleagues who are only casual acquaintances. Socialize with colleagues in a way that breaks down barriers," Ames recommends. You may be less cautious about speaking up if you're at ease socially.

Stay true to yourself
Altering your style to be more assertive can feel inauthentic, but it doesn't have to be. You're not changing your character; you are making deliberate choices about how you behave. "Don't feel you have to muster interpersonal coldness to accompany your assertion. Feel free to be friendly and empathic while asking for your needs to be met," says Ames. Find your own style instead of trying to imitate others. This is especially true for women. "Women need to be aware that becoming more like men is not sustainable," says Cox. Nor do you need to be more assertive in every context every day. "You can bring out your competitive side when it's useful and you can dial back and be accommodating when it's helpful," says Ames.

There's a line - know when you've crossed it
Be careful that in your quest, you don't become a bully or a nuisance. Zander warns that being overly assertive is often interpreted as self-promotional or arrogant. Monitor the impact you have on others. "The costs of being overly assertive are not immediately apparent to us. If you yell at a subordinate, she may do what you asked but she may also go home and update her resume," says Ames. Be sure your efforts to push more are well intended. "Assertiveness is most appreciated when it's in the service of the team," says Zander.
Principles to Remember
Do:

Assess your own degree of assertiveness and ask others for feedback

Set realistic goals to make small changes in your behavior and stick to them

Forge relationships with colleagues outside of work so that you feel more comfortable speaking up

Don't:

Assume that assertiveness is always a good thing - the context you work in and your gender both matter

Try to imitate someone else's behavior - you can change while still being true to who you are

Overcompensate and become aggressive - balance assertiveness with consideration of others

Case Study #1: Make promises and keep them
Katie Torpey is a filmmaker and screenwriter. Assertive executives and insistent dealmakers dominate the industry she works in. Katie was successful, making several movies and television episodes, but she often held back in meetings, rarely saying what was on her mind. Instead she said what she thought others wanted to hear. "I was a people pleaser. I didn't want to piss anyone off or hurt anyone's feelings," she says.

When Katie pitched work to producers they often lowballed her. "I was getting work, but I was not getting what I was worth." She blames no one but herself. "I would take what they offered because I was afraid to demand my asking price," she says. She was worried the project would fall through or they'd find another director. It became clear to Katie that this was hindering her career.

To change, she made a promise to herself: if she left a situation without saying what she really wanted, she would have to remedy it within 24 hours. For example, when she walked away from a meeting without telling her boss that a product wasn't actually ready, she forced herself to contact him within 24 hours to fess up. This practice paid off. After cleaning up several of her messes, she realized it was much easier to be assertive from the outset. "Living a life where you speak what you think and feel is so much more freeing than holding everything in," she says.

This has changed her career for the better. "People respect me. I still have the same abilities but I now have more confidence. People know that I won't take a job unless my heart's in it and I'm paid well," she says. And if producers ask her to take a lower price, she stands up for herself, saying, "I will do an excellent job for you, but you have to pay me my asking price."

Case Study #2: Put yourself out there
Jigar Parikh was working as an attorney at a New York law firm, and hated his job so he hired a personal coach to help him find a new profession. He soon, however, realized that the problem wasn't his field; it was his firm. His coach encouraged him to build his network and secure enough clients to quit his job and start his own law practice. But Jigar was shy and uncomfortable reaching out to people he didn't know. "I was someone who really held back," he says.

So Jigar started small. He made a commitment to talk about his budding law practice with one or two people each day. This proved to be harder than he thought. "I didn't want my current employer to find out, so I had to be especially careful," he says. And he struggled at the networking events he attended three or four times a week. But he didn't want to fall down on his pledge so he soon found himself talking to strangers on the subway or in a restaurant. "I once talked to a doctor who was an entrepreneur himself and he gave me some great advice," he says. "I had some amazing conversations."

This all gave him the confidence he needed to leave the firm. "When you're not assertive, you settle for things and I had a high tolerance for being in places where I was unhappy," he says. Now he feels like a very different person. "Anyone who knows me now is shocked to find out that I was shy. But it's not always easy. I still have to remind myself to get out there," he says.

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How to Be Assertive (Without Losing Yourself)

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Conventional wisdom says that assertive people get ahead. They tell people what they think, request the resources they need, ask for raises, and don't take no for an answer. So what are non-assertive people supposed to do if their company's culture rewards these actions? If you're shy or reserved, don't fret.

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How to Navigate Cross-Cultural Communication

As a people manager, you inevitably face a lot of challenges. Working in a team comes with benefits. If the team cohesion is high and the communication is smooth, team members can collaborate efficiently, achieve a high level of productivity, and accomplish their goals.

Things get more challenging when team members are of different nationalities and cultures. Every country has its traditions and culture which, even though they are constantly changing, are specific to that country. All of these have an impact on communication. There are tacit assumptions, for instance, how body language is interpreted. Moreover, cultural values will have an important influence on face-to-face communication.

To be successful in a world that is rapidly changing, you need to communicate effectively. But when there are people with different backgrounds and cultural norms, making yourself understood can turn out to be a real challenge. Cross-cultural communication is important because it helps you prevent conflicts and misunderstandings. In this article, you will discover the 8 most effective tips for effective cross-cultural communication.

Cross-Cultural Communication Tip #1: Do Your Research

If you know ahead that you will meet and work with people that have a different background and culture as you do, the first step would be to do your research. Experts in communication who offer essay writing help say that every culture has its own etiquette.

There is also a difference in the degree of formality and informality the first meeting has. So, it is important to know a few things about the communication of other cultures prior to meeting people of that country.

2. Be Open to Learn

Effective cross-cultural communication might not go well for the first time, but this depends on your willingness and openness to learning. When interacting with people from different cultures, you might not get every assumption or body-language sign, but asking for more details or clarifications can be helpful.

This also shows the others that you are interested in getting to know about their country. That you want to discover their cultural norms and the way they communicate. This information will also help you to adapt to another communication style.

Cross-Cultural Communication Tip #3: Keep Communication Simple

No matter how proficient you are in English, using complex syntagms and words can make communication even harder. Cross-cultural communication can be made effective if you do not use big words. Instead, simple and concise ways of sending your ideas and feelings are easier to understand.

Keep in mind that cultures are different and people from different ones might have a hard time understanding an idea that is spoken in ambiguous and complex language.

4. Listen Actively

When communicating cross-cultural, it is essential to pay attention to the cues other people are sending. Not all people are proficient in English, even though it is a language spoken internationally. Listening actively is a skill you need to develop, especially in the cases when face-to-face interaction is not possible.

Nowadays, more people are working remotely than ever before, so communication is mostly online. Paying attention to what other people say will improve cross-cultural communication and make it effective.

Cross-Cultural Communication Tip #5: Humour

Humour is quite variable depending on the people and their culture. Be aware that jokes that are funny in one culture could cause offence in another. Even though humour can make a conversation more relaxed and the atmosphere friendlier, paying attention to how you incorporate it into cross-cultural communication is important.

6. Be Aware of Cultural Stereotypes

Culture and traditions might teach you that some other cultures are bad. This conflict usually arises when one culture does not approve of the other, so stereotypes about people that come from that culture are formed. It is important to avoid stereotypes, they are often inaccurate and offer a false view of a culture.

Being aware of these cultural stereotypes is important and can make cross-communication more effective. Because leaving them behind makes you more open to what others are saying.

Cross-Cultural Communication Tip #7: Avoid Slang Words

If you spend a lot of time in a culture you will inevitably become familiar with slang phrases. However, this is not always possible when working with people from different backgrounds. Using slang words in cross-cultural communication can make it more complex and difficult to understand.

Even though almost all slang words are known independently to English speakers, their meaning usually changes in slang English. Ideas and opinions can cause misunderstanding and confusion. This is something you should aim to avoid to ensure that cross-cultural communication is effective.

8. Be Supportive

As experts from do my assignment have learned from the essay writing service reviews they have received, people who are not native English speakers often feel anxious when communicating. They are well aware of the fact that they are not proficient and this makes them nervous. Some might not trust their communication skills, so this is why it is important to be supportive.

For cross-cultural communication to be effective it needs to have a base of trust. You can easily earn the trust of people from other cultures if you are supportive, listen to what they want to say, give them the time to express their ideas, and encourage them when they respond. Cross-cultural communication will thus be smoother.

Conclusion

Nowadays, more and more teams are working remotely with team members that come from many different cultures. These factors can make cross-cultural communication more difficult to happen. It is thus important to listen attentively and use simple language.

Avoid slang words and idioms and be aware of cultural stereotypes. Be open to learn more about other cultures and do your research first. Use humour cautiously and support others.

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8 Tips for Effective Cross-Cultural Communication

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As a people manager, you inevitably face a lot of challenges. Working in a team comes with benefits. If the team cohesion is high and the communication is smooth, team members can collaborate efficiently, achieve a high level of productivity, and accomplish their goals.

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Celeste Headlee: 10 ways to have a better conversation | TED Talk

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When your job hinges on how well you talk to people, you learn a lot about how to have conversations -- and that most of us don’t converse very well. Celeste Headlee has worked as a radio host for decades, and she knows the ingredients of a great conversation: Honesty, brevity, clarity and a healthy…

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Active listening is a skill that can be acquired and developed with practice. However, active listening can be difficult to master and will, therefore, take time and patience to develop.

' Active listening' means, as its name suggests, actively listening. That is fully concentrating on what is being said rather than just passively 'hearing' the message of the speaker.

Active listening involves listening with all senses. As well as giving full attention to the speaker, it is important that the 'active listener' is also 'seen' to be listening - otherwise the speaker may conclude that what they are talking about is uninteresting to the listener.

Interest can be conveyed to the speaker by using both verbal and non-verbal messages such as maintaining eye contact, nodding your head and smiling, agreeing by saying 'Yes' or simply 'Mmm hmm' to encourage them to continue. By providing this 'feedback' the person speaking will usually feel more at ease and therefore communicate more easily, openly and honestly.

Listening is the most fundamental component of interpersonal communication skills.

Listening is not something that just happens (that is hearing), listening is an active process in which a conscious decision is made to listen to and understand the messages of the speaker.

Listeners should remain neutral and non-judgmental, this means trying not to take sides or form opinions, especially early in the conversation. Active listening is also about patience - pauses and short periods of silence should be accepted.

Listeners should not be tempted to jump in with questions or comments every time there are a few seconds of silence. Active listening involves giving the other person time to explore their thoughts and feelings, they should, therefore, be given adequate time for that.

Active listening not only means focusing fully on the speaker but also actively showing verbal and non-verbal signs of listening.

Generally speakers want listeners to demonstrate ' active listening ' by responding appropriately to what they are saying. Appropriate responses to listening can be both verbal and non-verbal, examples of which are listed below:

Signs of Active Listening

Non-Verbal Signs of Attentive or Active Listening

This is a generic list of non-verbal signs of listening, in other words people who are listening are more likely to display at least some of these signs. However these signs may not be appropriate in all situations and across all cultures.

Smile

Small smiles can be used to show that the listener is paying attention to what is being said or as a way of agreeing or being happy about the messages being received. Combined with nods of the head, smiles can be powerful in affirming that messages are being listened to and understood.

Eye Contact

It is normal and usually encouraging for the listener to look at the speaker. Eye contact can however be intimidating, especially for more shy speakers - gauge how much eye contact is appropriate for any given situation. Combine eye contact with smiles and other non-verbal messages to encourage the speaker.

Posture

Posture can tell a lot about the sender and receiver in interpersonal interactions. The attentive listener tends to lean slightly forward or sideways whilst sitting. Other signs of active listening may include a slight slant of the head or resting the head on one hand.

Mirroring

Automatic reflection/mirroring of any facial expressions used by the speaker can be a sign of attentive listening. These reflective expressions can help to show sympathy and empathy in more emotional situations. Attempting to consciously mimic facial expressions (i.e. not automatic reflection of expressions) can be a sign of inattention.

Distraction

The active listener will not be distracted and therefore will refrain from fidgeting, looking at a clock or watch, doodling, playing with their hair or picking their fingernails.

See our pages: Non-Verbal Communication, Body Language and Personal Appearance for more information.

Be Aware That:

It is perfectly possible to learn and mimic non-verbal signs of active listening and not actually be listening at all.

It is more difficult to mimic verbal signs of listening and comprehension.

Verbal Signs of Attentive or Active Listening

Positive Reinforcement

Although a strong signal of attentiveness, caution should be used when using positive verbal reinforcement.

Although some positive words of encouragement may be beneficial to the speaker the listener should use them sparingly so as not to distract from what is being said or place unnecessary emphasis on parts of the message.

Casual and frequent use of words and phrases, such as: ' very good', ' yes' or ' indeed ' can become irritating to the speaker. It is usually better to elaborate and explain why you are agreeing with a certain point.

Remembering

The human mind is notoriously bad at remembering details, especially for any length of time.

However, remembering a few key points, or even the name of the speaker, can help to reinforce that the messages sent have been received and understood - i.e. listening has been successful. Remembering details, ideas and concepts from previous conversations proves that attention was kept and is likely to encourage the speaker to continue. During longer exchanges it may be appropriate to make very brief notes to act as a memory jog when questioning or clarifying later.

See our page: Note-Taking.

Questioning

The listener can demonstrate that they have been paying attention by asking relevant questions and/or making statements that build or help to clarify what the speaker has said. By asking relevant questions the listener also helps to reinforce that they have an interest in what the speaker has been saying.

See our pages: Questioning and Types of Question for more information.

Reflection

Reflecting is closely repeating or paraphrasing what the speaker has said in order to show comprehension. Reflection is a powerful skill that can reinforce the message of the speaker and demonstrate understanding.

See our page: Reflection.

Clarification

Clarifying involves asking questions of the speaker to ensure that the correct message has been received. Clarification usually involves the use of open questions which enables the speaker to expand on certain points as necessary.

See our page on Clarification.

Summarisation

Repeating a summary of what has been said back to the speaker is a technique used by the listener to repeat what has been said in their own words. Summarising involves taking the main points of the received message and reiterating them in a logical and clear way, giving the speaker chance to correct if necessary.

Further Reading from Skills You Need
Our Communication Skills eBooks
Learn more about the key communication skills you need to be a more effective communicator.

Our eBooks are ideal for anyone who wants to learn about or develop their interpersonal skills and are full of easy-to-follow, practical information.

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Active listening is a skill that can be acquired and developed with practice. However, active listening can be difficult to master and will, therefore, take time and patience to develop. ' Active listening' means, as its name suggests, actively listening. That is fully concentrating on what is being said rather than just passively 'hearing' the message of the speaker.