The Importance of Listening

Earlier this week, I shared an experience from my time at Electronic Data Systems (EDS) when I participated in an interview for a programming position.

Although the candidate didn't have the necessary programming experience, I later learned that she had been offered the position anyway.

Looking back, I came to believe that our opinions weren't really being sought. We were simply expected to rubber-stamp a decision that had already been made.

Recently, I was listening to a seasoned business consultant who described two types of leaders: low-deference leaders and high-deference leaders.

A low-deference leader feels the need to always be right. They may ask for input, but they often have already decided what they want to do. Their need for control can limit their organization's ability to grow because they aren't willing to consider ideas that challenge their own thinking.

A high-deference leader takes a different approach.

They actively seek input from others, listen to different perspectives, and are willing to change their minds when someone presents a better argument.

They still make the final decision, but they recognize that they don't have to be the smartest person in the room or have all the answers.

I believe this is an important distinction for anyone in leadership.

The need to always be right can become the very thing that prevents your organization from reaching its full potential.

As leaders, our goal shouldn't be to prove that we're right. It should be to make the best decisions possible for the people and organizations we've been entrusted to lead.

Sometimes that means recognizing that someone else has a better idea.

Are you more interested in being right, or in making the right decision?