Page 117 - The Bible On Leadership

Communication 103

bership in the Harley Owners’ Groups that Teer Link had started as a
sounding board for customers.
Pitney Bowes holds annual jobholders’ meetings, where management
listens to literally every concern an employee wants to bring up. One
employee’s complaint that there was too much oil in the salad bar was
given as much consideration (if perhaps not as much time) as concerns
with working conditions, staff morale, and global strategy. 19
Of course, it is relatively easy to listen when things are going fairly
well. It takes a real leader to listen carefully and politely when employ-
ees are angrily pointing out serious management errors or taking issue
with the basic strategy of the company. James, Jesus’ disciple and half-
brother, gave excellent management consultation when he wrote,
‘‘Everyone should be quick to listen, slow to speak, and slow to become
angry.’’ ( James 1:19)
This is not always easy, but some leaders are able to listen to both the
good and the bad without getting defensive about what they have done
or feeling personally attacked. Those who are able to do this usually
emerge with a better relationship with their critics and with a more
profitable operation, because they uncovered a flaw that needed correc-
tion.
Andy Grove of Intel understood that there were Strategic Inflection
Points, events that are so significant that they may change your entire
business strategy. He courageously stated, ‘‘It is important at such times
to listen to people who bring you bad news, and to know these people
are often in the lower ranks of the organization. Unless you welcome
their contrarian views—and learn to live with the fear that such views
can bring—you will never learn from these useful Cassandras.’’ 20
Gordon Bethune, CEO of Continental Airlines, also sees the value
of listening to those who are critical of the operation. Indeed, he was
called on board to clean up the damage that a former regime of ‘‘yes-
men’’ and ‘‘yes-women’’ had fomented by their inaction and inability
to challenge a host of unproductive management practices. Bethune
urges:

Make sure you only hire people who will be willing to kick the door
open if you lose direction and close it. You may be able to ignore some-