State of the Union - Senior Leadership (“Loudership”)

Over half the companies I have been lucky to work with have held the notion that leaders are those who speak often and loudly. Group meetings are about who controls the narrative, regardless of the content. I am always amazed by senior leadership who feel it is necessary to speak up regarding a matter they are neither an expert in nor knowledgeable about, and yet they rant about potential outcomes. They build a house of cards and invite you to watch as it collapses during any rebuttal.

Conversely, it is always a pleasure to listen to and watch a leader who is unconcerned with what other people are thinking and willing to give credit where it is due, even if they're not blowing their own horn. Say "no" to self-aggrandizing words. When a senior leader references a key contribution from a peer or lower manager, it is a sign that they are working toward the greater good. This behavior is even more respected when they use this example to illustrate a new direction they want to pursue and provide evidence that shows they have done their homework.

During a conversation with Sir Jony Ive (Ref "A conversation with Jony Ive, YouTube2), the moderator asks about the design team rituals. Jony replies: There is nothing more important to me than the creative team, and declaring them, being clear about this is my contribution, and therefore I need to be part of an extraordinary team. He goes on to express his concern about working with a small team that really trusts and loves each other, and you'll be in danger of actually listening. He says," To be quiet and to listen - and one of the things that terrifies me, I know that I have missed really amazing ideas that came from a peaceful place, from a calm person."

It often feels like senior leaders are paid to talk rather than to listen. They plan their day around meetings in which they are the key speaker, and even in casual settings, they need to dominate the conversation. How many remember that the talk-to-listen ratio should be under 50%? In fact, most recommend listening up to 80% of the time. The simplest measure is a talk-to-listen ratio near 1:2 (33% talking, 67% listening). This style emphasizes the team and what’s on their minds. The more leaders ask of their team, the more they should look for feedback, openness, and decision-making from the team. Impactful leadership works when the entire team is aligned, and everyone in the room has a voice.

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