It's surprising how often leaders overlook the insights of their teams. Despite endless research, our social evolution and the plethora of resources available on leadership development and psychological safety, many leaders are startlingly out of sync with their company’s collective intelligence. Why this disconnect?

The reasons may stem from a cocktail of ego, the pace of business or the mistaken belief that leadership is solely about making top-down decisions as visionaries for the business. But the truth remains that disregarding the reservoir of team knowledge can be detrimental to innovation, productivity and the overall health of an organization.

In my experience, actively listening, getting feedback of all kinds and taking action as a result are really hard to do. And these might just be the most important skills one can cultivate as a leader. Why is listening so challenging? One reason may be because it’s disruptive! You might ask yourself, why would I want to participate in something that I know is going to disrupt my plans? Why would I go looking for criticism about the way I am doing things? The point isn’t to put yourself through an emotional blender for no reason. Further, even servant leadership doesn’t mean becoming a doormat for the opinions of others. Even though humility is a defining characteristic of a good leader, the main point here is that you must be able to gather enough good data in order to make effective decisions.

Consider a software development team where members are hesitant about a new deployment strategy. By the leader taking the time to hear their concerns and take action where needed, not only would potential pitfalls be avoided, but the team would also feel their expertise was valued. Such acknowledgment invariably results in increased morale and job satisfaction.

Or, perhaps a younger team member has insights into user experience trends that resonate with a newer demographic. Overlooking such insights might mean missing out on a vast market segment.

Visionaries often dream big, but may have little insight into what it takes to build the product they envision. It’s the team on the ground—the Devs, PMs and Designers—who can pinpoint the nuances of development challenges. By heeding their insights, leaders can properly prioritize against the north star metrics for the company.

All these examples are fairly straightforward and almost simple minded. But I’ve found that when tested, many leaders have trouble hearing such truths and adapting their plans accordingly.

Here are some tips to help leaders shift from a closed, rigid perspective to a more open and inclusive mindset.

• Counteract the Illusion of Multitasking. People may think they can do two things at once. But that’s a myth. The mind can only focus on one thing at a time. When attempting to do multiple tasks, it may seem like it’s working, when in fact the mind is simply switching back and forth very quickly. When in conversation, this can lead to uncomfortably superficial interactions. And, everyone in the meeting knows you are also messaging someone else on Slack. To counteract this tendency, schedule dedicated one-on-one sessions with team members, free from digital distractions. One idea is to implement a "no-device" or a "shut down messaging apps" policy during team meetings, ensuring everyone, including leadership themselves, can remain focused solely on the discussion at hand. Again, it sounds simple minded, but this is where we are at these days.

• Balance Overconfidence with Humility. This is an interesting one. Those with an overdeveloped sense of confidence typically don’t see themselves that way. One way you can tell if this applies to your leadership style is if you always prioritize your own perspectives over those of your team members. But the truth us that at some point, someone is going to have a better idea than you. To counteract this habit, adopt a "beginner's mind" approach and start to look at situations with curiosity rather than assumptions. Before making a decision, you might solicit feedback from various team members, ensuring a comprehensive view of the situation, rather than believing deep down that regardless of the information you gather, your view will always come out on top.

  
  

• Manage Time Pressures Effectively. In the practice of Extreme Programming (XP) we say, “Slow is smooth. Smooth is fast.” But the rush to make decisions and move projects forward can pressure leaders to inadvertently prioritize action over understanding. To balance this, it’s best to prioritize quality over quantity in your interactions and meetings. Allocate specific times for deep listening sessions. Instead of back-to-back meetings, you could schedule buffer periods in between, allowing for reflection and ensuring you’re genuinely present in each session. This will keep you in an intentional space and in control over your own decisions, rather than at the mercy of your (sometimes ridiculously… I know) fast paced lives.

  
  

• Overcome Hierarchical Norms. This is another one that is so ingrained in our collective psyche that we need to put strong practices in place to counteract it. Here, leaders might feel there's no need to actively listen to subordinates simply based on the fact that they are seen as “lower” on the career ladder. This doesn’t imply that there aren’t bosses and employees in the org chart, but that doesn’t need to be the sole context within a conversation. To foster a culture of inclusivity where every voice, regardless of rank, is valued, leaders could introduce roundtable discussions where each team member, from intern to senior executive, has an equal opportunity, safety and empowerment to share their insights.

  
  

• Get Training. While it may seem fundamental, not all leaders have been trained in the nuances of listening to their teams. Some might be unaware of the gaps in their communication style or the profound impact of active listening on team dynamics. In this case, it is a relatively simple fix to invest in leadership development programs that emphasize communication and active listening. Of course, leadership needs to understand the ROI of good communication, but all things considered, organizing workshops with communication experts to train leaders and team members in effective listening techniques is low hanging fruit.

  
  

• Face Your Emotions. This point is perhaps the most challenging to address. Personal insecurities, biases or past experiences can also hinder a leader's ability to actively look for team insights. For instance, a leader who fears criticism might unconsciously shut down or deflect feedback instead of genuinely listening and processing it. As always, self reflection is key to seeing our own shortcomings and overcoming personal barriers. A leader might work with an executive coach to identify and address any personal biases or insecurities that hinder their listening skills. Sometimes a long look in the mirror is what is needed to bring about change.

In recognizing these challenges, it's crucial to note that the absence of listening and gaining team insight isn't always deliberate. Many leaders genuinely intend to engage and understand, but external pressures, ingrained habits or a lack of awareness can create destructive barriers. Addressing these requires self-reflection, continuous learning and a commitment to valuing the voices and perspectives of all team members. By fostering an environment where listening becomes second nature, leaders not only unlock untapped potential within their teams but also fortify their organization against unforeseen challenges. Ultimately, holistic company resilience and strength thrives not on solitary vision but on collective wisdom and collaboration.