Should Leaders Communicate or Listen?

Which leadership skill is more vital: being a strong communicator or a great listener? Most believe that great leaders must have both: They should be willing to listen to feedback from key constituents while also being able to articulate a clear and compelling vision.

The process, in many instances, works like this: The leaders listen, seek information, buy-in and commitment from stakeholders. Then they consider feedback, using it as a springboard when developing a vision.

Strong leaders especially pull from input to develop a vision that motivates both internal and external audiences. The best leaders are innovative and inventive as they communicate and listen. But it’s not enough to develop the great ideas — leaders must also command engagement.

Chief executives who are excellent in this regard can help their organizations thrive and prosper.

Starbucks CEO Howard Schultz, for instance, turned the coffee company around in arguably one of the greatest business comeback stories. Schultz founded the company, and left before coming back as CEO in 2008.

For the first time, the company had been experiencing negative annual sales and plunging profits. With his stellar leadership, communication, business and marketing skills, Schultz used these three steps to grow Starbucks:

Communicate a vision while listening to others to maximize buy-in, support and enthusiasm. Early in his tenure as CEO, Schultz demonstrated he was listening to others. He asked for emailed feedback from the staff, quickly receiving 5,000 responses. He also made personal phone calls to check in with the stores. He was vocal about how team feedback would help him form great vision, and his vision focused on creating community.

By articulating this vision, he transformed employees’ experience from selling coffee to a higher calling of creating communities. As a result, employees were excited about the vision and proud to be part of the organization.

Hold conversations, gather input and consider other perspectives. Schultz met with Michael Dell, CEO of computer company Dell Inc., in late 2007 to learn what Dell had done to turn his own company around. Schultz also hired consultants and added new board members. He gathered input, ideas and perspectives from the best in the business as he started forming a growth strategy.