By Thomas J. Lee
Readers of this blog have little in common with one another. You live all around the world. You're young and old. You're rich and poor, man and woman, black and white.
But you do have a couple of things in common. One, you are interested in leadership and in the communication that enables and energizes it. Two, on the whole, you're a fairly bright bunch of people.
But that last thing, that can be a problem.
It's certainly a problem for anyone who aspires to lead people on a journey of change. Why? Simply because intelligence can get in the way of leading. Some of the worst listeners anywhere are really smart people. And because so many leaders are smart, they tend to be worse listeners.
That's right. It may come as a shock, so I will repeat it for emphasis. Leaders, because they are so often smart, have particular difficulty listening to other people.
Why are smart people in general, and smart leaders in particular, poor listeners?
Well, by definition, intelligent people absorb information fast. Researchers have found that intelligent people think at the rate of 500 to 700 words per minute. Even fast talkers speak at only 175 to 200 words per minute.
That's a lot of time—at least 36 of every 60 seconds—for smart people to be mentally doing other things while someone else leisurely finishes her own sentence.
What are you doing for those 36-plus seconds of every minute? Lots of things.
You're thinking about the agenda for tomorrow's meeting. You're sorting through candidates for the staff vacancy. You're remembering to get arugula at the fresh market. You're debating which movie to see tonight. You're wondering why this person is taking forever to make a simple point.
Most of all, you're deciding what to say in response. You're thinking, thinking, thinking. Smart people love to think. You do, don't you?
Bright people also tend to make judgments—lots of them, in rapid fire. So as another person is talking, you are making judgments about her intelligence, her knowledge, her diction, and maybe a few other things we won't go into here.
Finally, smart people are typically busy people. You probably have a lot of issues and decisions you need to address. It is tempting to think about these things whenever you have a few seconds.
Given the ubiquity of smart phones, you are also likely to be sending a text message or scrolling down your email or checking the progress of Frosty the Snowstorm on weather.com. You may even think you can multitask successfully. Hey, we're all a little delusional.
The big problem with all this is that people do notice it. At this very moment some of them are silently complaining to themselves that you don't listen. They may even be complaining aloud to one another. From that, they easily conclude that you don't care about their ideas.
Now if you're as smart as you think you are, you'll identify listening skills as an opportunity for self-improvement, and you will do something about it. There are lots of resources out there: books, tapes, videos, coaching. Our Master Class is one of many; we describe four levels of good listening, and we set forth an eight-step process for what we term affirmative listening.
The important thing is to do something. Otherwise people will get the sense that you think you already know everything, and you and I already know that isn't the case. We do, don't we?