Time to Listen

There are many corporations that have instruments to listen to their employees, whether through questionnaires, tests, objective assessments, etc.; But is listening enough? Is it possible to expand the sense of hearing to a listening condition that goes beyond the literality of words and perceives the implicit meanings?

In our company, listening emerges as a spontaneous and fluid communication channel that forms the pillar of trust relationships in the corporate environment, enabling employees to seek help to solve problems that are transcendent to the professional relationship, but which, in their own assessment, have the potential to harm the work environment.

Within the company's strict technical and ethical limits, problems raised that go beyond the boundaries of the professional – respecting the confidentiality of both the “listener” and the “listened” – sometimes result in the recommendation of specialized psychological/psychoanalytical care, outside the company, where the environment can better meet the expectations and needs of those seeking help.

Before seeing it as a merely pathological issue, psychological anxieties and demands, welcoming without estrangement and in a disarming way, preserving ethical principles and limits of competence, and listening (or more appropriately, “prior listening”) are organically produced differences that the company leverages with the intention of being an instrument for fulfilling desires throughout the construction of its history.