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Margaret J. Wheatley

Thinking is the place where intelligent actions begin. We pause long enough to look more carefully at a situation, to see more of its character, to think about why it's happening, to notice how it's affecting us and others.

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There are many benefits to this process of listening. The first is that good listeners are created as people feel listened to. Listening is a reciprocal process - we become more attentive to others if they have attended to us.

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Listening is such a simple act. It requires us to be present, and that takes practice, but we don't have to do anything else. We don't have to advise, or coach, or sound wise. We just have to be willing to sit there and listen.

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I think it is quite dangerous for an organisation to think they can predict where they are going to need leadership. It needs to be something that people are willing to assume if it feels relevant, given the context of any situation.

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For me, this is a familiar image - people in the organization ready and willing to do good work, wanting to contribute their ideas, ready to take responsibility, and leaders holding them back, insisting that they wait for decisions or instructions.

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Yet we act as if simple cause and effect is at work. We push to find the one simple reason things have gone wrong. We look for the one action, or the one person, that created this mess. As soon as we find someone to blame, we act as if we've solved the problem.

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Our willingness to acknowledge that we only see half the picture creates the conditions that make us more attractive to others. The more sincerely we acknowledge our need for their different insights and perspectives, the more they will be magnetized to join us.

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For example, I was discussing the use of email and how impersonal it can be, how people will now email someone across the room rather than go and talk to them. But I don't think this is laziness, I think it is a conscious decision people are making to save time.

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