Seven things that listening reveals about your leadership brand
This is the final in a three-part blog focusing on the impact of listening on leadership competence. The first in the series addressed ‘seven ways that listening transforms the art of leadership’ and the second offering focused on ‘seven leadership listening styles’.
The degree to which the function of listening is exercised says much about the character and persona of the leader in question. If for the sake of argument, I am always inclined to seek advice before making decisions, I will likely be viewed as ‘consensual’ and ‘collaborative’. However, if I do not, the opposite will be the case.
Remember, personality and character are no more than an expression of whatever people repeatedly do. It is the extent to which this cycle of repeat behaviours and manifested traits becomes predictable and normative, that ultimately defines a brand. If a commitment to listening is one of those behaviours or traits, it points to an individual who is most likely to be self-aware, inclusive and accessible.
With the context set, described below are seven things that listening reveals about your leadership brand.
1. Open to diverse opinion
If you want to test the extent to which a leader is a genuine listener, rather than an avid hearer, just look at the diversity of opinion that surrounds them. The more diverse the opinion of those in their circle, the better informed that leader is likely to be. The exact opposite is the case for reluctant listeners. When leaders are committed to listening, those who desire to be heard and understood will organise around them and gravitate towards them. In the broader context of leadership branding, embracing diverse opinion speaks to the appetite to learn and the willingness to improve.
2. Approachable
When leaders listen, especially when they make no distinction for standing or status, hierarchy or rank, they demonstrate genuine respect for the dignity of others. This in turn creates a climate of assurance and makes leaders approachable. Under normal circumstances, people do not approach others unless they feel confident to do so. Therefore, when leaders listen and present themselves as approachable, they attract people into their orbit. Furthermore, when people have positive past experiences from approaching leaders, they are more likely to anticipate even more positive ones in future.
3. Unwilling to play favourites
There are few things that are more damaging to the reputation of leadership than the accusation that it treats some more favourably than others. Inauthenticity is therefore unlikely to result in a leader’s longevity. By contrast, fair and equitable leadership makes no such distinction between individuals or groups. When leaders listen, they do so in recognition of the fact that every opinion has value, and every contribution has worth. The only distinction being the veracity and reliability of information being shared, not the predisposition towards the person or persons sharing it.
4. Appreciative of context
In leadership, the reason why context is so important is because it shapes perspective and the reason why perspective is essential is because it sharpens judgement. Without judgement, the quality of leadership decision-making is impaired and when decision-making becomes deficient, leadership is rendered dysfunctional. Therefore, when leaders listen for context, it is because they recognise that contrast is just as important as comparison and depth has just as much significance as breadth. Leaders do not just listen to gather information, but more importantly to frame and contextualise relevant facts.
5. Collaborative
The importance of collaboration, as evidence of a high-value leadership brand, cannot be overstated. There is probably no greater demonstration of a leader’s commitment to collaboration than the frequency with which they listen to those furthest from them, not closest to them. This is because collaboration, when woven into the fabric of leadership behaviour, is evidence that listening is a deeply held value, more than it is a demonstration. Therefore, when leaders listen, they do so with a clear understanding that listening is a social currency, that is not only of benefit to themselves, but also others.
6. Aware of limitations
So often leaders are seen as ‘Übermensch’, possessing superpowers and able to navigate safely through all manner of chaos. Whilst that may indeed be the image from the Marvel Universe, such a persona is far removed from reality. In truth, there is something endearing and even reassuring about a leader who understands their limitations and fallibility. Listening therefore helps to humanise the leadership brand in a way that makes others appreciate the fact that no-one is perfect. It also reminds us that evidence of leadership is not the skill for using what you have, it’s the talent for knowing what you need.
7. Focused on results more than credit
Listening is a simple way to separate those centred on achieving the best outcomes, from those pursuing personal gain. When leaders stay focused on results, it is because getting it right is always more important than who gets it right. This obsession with the end, rather than the method, means that they are always willing to platform ideas from ‘unusual suspects’ and able to discover solutions in unlikely places. Whenever leaders listen, unhindered by the small ‘p’ petty-mindedness of vanity and glory, they are more likely to attract competent talent and utilise capable skills.
It is important to emphasise that listening is an intentional and deliberate exercise. To that extent, ‘performative listening’ confers none of the brand attributes that are described in this blog. When leaders listen, they do so with a genuine desire to learn, understand and appreciate the nuanced perspectives of those around them. Consequently, listening suggests much that is desirable about the character and personality of a leader as well as what is most powerful about their brand.
