There was once a power plant employee who was told not to use an elevator because of a fire that had broken out five stories above. However, the worker believed it was safe, entered the elevator, and burned to death. An airline pilot misinterpreted instruction, which led to a two-plane crash on a runway, causing numerous fatalities and permanently injuring others. A hospital patient had a near-death experience due to a nurse failing to follow a physician’s verbal orders. The common theme in each situation is the often-overlooked element of effective listening.
According to Crittenden and Crittenden (1985), poor listening has cost U.S. businesses billions of dollars a year (p. 4). It has also been noted as one of the primary causes of salesperson failure (Ingram, Schwepker, & Hutson, 1992). In Singapore, a study was done in which leaders ranked listening as more important than writing and speaking in the insurance industry (Goby & Lewis, 2000, p. 49). One of the biggest insurance companies in that country has as its motto, “Always listening, always understanding” (Goby & Lewis, 2000, p. 43). Studies have shown that when employees do not feel their leadership is listening, the outcomes are emotional exhaustion, high turnovers, and a decline in overall well-being (Lloyd, Boer, Keller, & Voelpel, 2014, p. 523).
The purpose of this article is to illustrate the impact listening has on strategy making and organizational outcomes. The article discusses the costly mistakes poor listening brings about for an organization. A description of a strategic leader is provided, as well as how poor listening can negatively impact their position within an organization. Several examples of CEOs of major corporations who practice effective listening are provided, along with examples of how they changed the environments of their organizations. Consideration is given to biblical leaders responsible for the lives of many and how they carried out their responsibilities by being quick to listen and slow to speak (Jas. 1:19). The article concludes with practical steps that leaders can use to grow their current listening capacity.
The Role of the Strategic Leader
Change is inevitable in the world in which we live, and it affects not only individuals but entire organizations. A product or service that was successful at one time may not be as successful as time progresses. However, if an organization desires to evolve, it must be willing to shift its thinking and way of doing things. To achieve enduring performance potential, organizations need to undergo an episodic transformation, and therefore strategic leadership requires successfully navigating and leading these changes (Hughes, Beatty, & Dinwoodie, 2014, p. 16). The role of the strategic leader requires one to excel in dealing with people, as they have the task of exhorting others to fully see and face present-day realities within an organization to divert future harmful consequences (Beerel, 1997, p. 136). Strategic leaders are also responsible for ensuring an alignment of organizational values, purpose, goals, objectives, and strategy.
An important way in which a strategic leader can find out if an organization is embracing strategy and working toward change is by listening (Ackermann & Eden, 2011, p.10). Effective listening enables a leader to evaluate if what was communicated has been comprehended (Ackermann & Eden, 2011, p. 22). Studies show that up to 95% of employees are unaware of or do not understand their organization’s strategy (Hughes et al., 2014, p. 230). Effective listening is a vital part of bridging the gaps between the strategic intents of executives and how those intents are carried out by the people throughout an organization.
David Abney is one such leader who credits much of his success to listening. Abney joined the United Parcel Service (UPS) at the age of 19 as a part-time package loader while in college. Forty years later, he had risen in the ranks and become the CEO of UPS, serving in that role for seven years. The first thing Abney did upon being named CEO was to go on a listening tour, asking employees and customers what they thought he should focus on going forward (The top 50 listening leaders, n.d.).
Another leader who practices effective listening is the former CEO of Tesco, Dave Lewis. On his first day as CEO, Lewis messaged every employee, asking them how they thought the declining business could be improved. This gesture alone encouraged half a million employees to email back with ideas and suggestions (The top 50 listening leaders, n.d.).
A third example of a leader who listens is Satya Nadella, CEO at Microsoft. When Satya stepped into that role, the first thing he did was transform the meeting culture. Instead of leaders doing all the talking, he created a three-rule method for better meetings: listen more, talk less, and be decisive when the time comes (The top 50 listening leaders, n.d.).
According to Macnamara (2015), organizational culture is a starting point for effective listening, and the most crucial factor in creating a listening culture in any organization is a CEO who embraces a structural design of listening in their organization (p. 9). Research shows that listening is effective because most people are happy just to be heard, have their opinion noted, get something off their chest, and ensure that the same negative things won’t happen again (Macnamara, 2015, p.10).
Listen Before You Build!
Noah was described as a righteous man, blameless among the people of his time and one of the only followers of God left on earth (Gen. 6). As a result of the wickedness that covered the earth, God instructed Noah to build an ark so that he and his family, along with animal life, would be preserved during the worldwide flood. Scripture states that Noah listened to God, and he built the ark, doing everything God asked him to do (Gen. 6:22). The instructions from God were detailed, so Noah needed to comprehend what was asked of him (Gen. 6:14–21). If Noah had not listened or had made significant mistakes in the building of the ark, everyone would have surely perished.
Nehemiah is another example of a leader who took time to listen to God (Neh. 2), as well as the people (Neh. 5); Nehemiah understood that the people of Israel wanted a fresh start and needed security to rebuild their city and nation. Nehemiah exhibited listening intelligence when he chose to ignore the voices of those who attempted to stop him from finishing the work with their words of discouragement (Neh. 4). God’s mission for Nehemiah and the people was simple: “Rebuild the wall.” Nehemiah assigned people to different sections of the wall based on their residence and their abilities (Neh. 3). The foundation of all that Nehemiah accomplished was rooted in his ability to listen.
Noah and Nehemiah provide an excellent lesson for strategic leaders today: Listen before you build! A finding of the 2013 Edelman Trust Barometer notes listening as the highest-rated attribute for establishing trust in organizations (Edelman, 2013, p. 9). Influencing others strategically is impossible if the people do not trust the leader (Hughes et al., 2014,p.163). According to Scripture, when an organization or country is in chaos, it takes a leader of real understanding to straighten things out (Prov. 28:2). Effective listening helps leaders identify the strategy performance gap in organizations, build rapport, find underlying meaning in what others say, properly align team members to tasks, and equip the leader with the wisdom needed to build.
The Damaging Effects of Not Listening Amongst Christian Leaders
A senior pastor hired an associate pastor to help grow his church; the church had been in existence for 25 years. On the first day, the senior pastor called the associate into his office and explained that he wanted to grow his church. He provided the associate with several projects to implement immediately. The associate advised it was necessary to spend time with each leader to get to know one another’s hearts. The senior pastor agreed, and the process started. After the associate pastor met with each leader individually, he made a startling discovery: the church was sick, and implementing new programs would not be effective until healing took place. The associate also learned that he was the eighth associate pastor hired to focus on church growth in the last 10 years.
The associate prayerfully prepared a report to share with the senior pastor and was permitted to share the information in a leadership meeting. The associate likened his message to a visit to the hospital emergency room. He emphasized the importance of paying attention to symptoms and vital signs. As the associate shared, the leaders clapped and verbally agreed.
Several months after that meeting, the associate resigned from his position. The leaders reported that every time an associate pastor resigned from the ministry, the pastor never notified or provided an explanation to the leadership team and members. The associate later shared that the senior pastor did not want to address the people’s concerns but wanted the associate to focus on church growth only. The associate felt it would be better to exit than to focus on church growth without addressing the questions many of the leaders had. The leaders reported that the senior pastor was not listening to them and hadn’t been for many years. Eventually two thirds of the leadership team resigned.
When Christian leaders fail to listen, the church is put in a harmful state.
The damaging effects are:
- an unstable and inconsistent church environment,
- a lack of trust in the leader,
- followers begin to question the leader’s integrity,
- people stop listening to the leader and a disconnect occurs, and/or
- the church becomes like a revolving door—people come and go.
As a Christian leader, think of all the people you are called to impact. Think of the families who see the church as a haven and positive support for their family. Think of the teenagers who have found a “home away from home” in the youth group. Think of the senior citizens who have no family and to whom the church has become their family. Think of all the congregants who have been faithful over the years. Aren’t they enough to cause you to make a commitment to give heed to how you listen?
Practical Tips for Effective Listening
Many people confuse hearing and listening. They assume that because they heard what an individual said, they listened. However, hearing involves the reception of sound, while listening is the attachment of meaning (Kline, 1996, p. 18). Developing effective listening begins with identifying one’s poor listening habits that have emerged over the years. A few examples of those habits include interrupting others when they speak, completing another’s sentences, dominating conversations, not giving your full attention to the individual speaking, and assuming you already know what the speaker is attempting to communicate (Tyagi, 2013). The good news is poor behaviors can be disrupted and new behaviors can beformed. Growing in listening is a cognitive workout that requires consistent, deliberate efforts (Harris, 2006, p. 7). Below are several tips for leaders to practice that support active listening (Harris, 2006, p. 8).
- Keep a reign on your emotions.
- Pay attention to the tone of the speaker’s voice and body language.
- Do not interrupt.
- Do not assume you know the speaker’s thoughts and intentions.
- Restate and clarify.
- Listen for ways you can validate and affirm the speaker.
- Avoid internal and external distractions.
- Don’t take things personally.
Conclusion
Poor listening has been the reason for mistakes that were not only financially damaging to organizations but also detrimental to human lives. CEOs of major corporations who practice effective listening experience success due to implementing ideas from members of all levels of the organization. Biblical leaders who were called to accomplish impossible exploits experienced great victories because they listened before building. Today, leaders must navigate uncharted waters and lead amid a pandemic. Just as rudders help ships pivot, effective listening will help organizations make the needed shift to stay afloat during tumultuous times.
Shawn Claybrooks is a resource development specialist for the Division of Child Protection and Permanency in New Jersey. She currently lives in Landisville, New Jersey.
References
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The top 50 listening leaders (n.d.). [Video]. Sideways 6 resources. https://ideas.sideways6.com/article/the-top-50-listening-leaders
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