In the relentless pursuit of progress, it’s easy to fall into the trap of listening only to the loudest voices – the executives in boardrooms, the strategists with polished presentations, the data points that seem to scream their conclusions. But there’s a powerful question that leaders often overlook, one that carries the potential to reshape not just decisions but outcomes:
Who have we left out of the loop?
Leadership is rarely about the brilliance of one mind; it’s the art of orchestrating many. Yet too often, the rhythm of organizations is set by a select few, leaving the insights, experiences, and ingenuity of others on the table. This isn’t a deliberate exclusion but rather the byproduct of traditional hierarchies and a pace that prioritizes efficiency over connection. We are conditioned to act swiftly, to decide boldly – but what if the true boldness lies in slowing down to listen?
The answers we seek often reside in the least obvious places: the quiet observations of a frontline worker who notices inefficiencies long before they become trends, the measured voice of a mid-level manager who can bridge strategy with operational reality, the ideas of a new hire unburdened by institutional inertia. These voices, overlooked and underestimated, are the untapped reservoirs of potential within every organization.
The value of inclusive leadership lies not in lip service but in a deliberate effort to seek out and integrate these perspectives. It is not enough to invite diverse voices into the room; we must create an environment where those voices feel empowered to speak and, more importantly, are heard.
This isn’t just about fairness or even team morale, though those are certainly worthy outcomes. It’s about better decisions. When we align across levels and functions, we expand our understanding of the problems we aim to solve. We begin to see not just symptoms but root causes, not just immediate solutions but sustainable ones.
The world of strategic thinking offers numerous frameworks for decision-making, including a few that prominently emphasize the importance of this inclusive perspective. Take, for instance, systems thinking – a methodology that focuses on understanding the interconnections within a system. It teaches us that no single part exists in isolation; the actions in one area ripple outward, often in unexpected ways. By listening to voices from across the system, leaders can better anticipate these ripple effects and design strategies that account for them.
Another parallel comes from design thinking, with its emphasis on empathy. Truly great solutions begin not with assumptions but with deep understanding. In an organizational context, this means engaging with people at every level to grasp the nuances of their experiences, challenges, and aspirations. When leaders practice this kind of empathetic listening, they build not just strategies but trust – a currency that fuels alignment and accelerates execution.
But theory only takes us so far. The real challenge lies in practice: making time in the relentless cadence of leadership to pause, to ask, and to listen. It’s in the willingness to step outside one’s comfort zone, to seek the uncomfortable truths that only come when we engage with perspectives unlike our own.
In my experience, the most transformative moments in any strategic endeavor have been born not from top-down mandates but from the collective wisdom of a group. I’ve seen the power of engaging with voices that others might dismiss or deem irrelevant. It’s humbling, really, to realize how much brilliance exists outside the usual rooms where decisions are made.
There is a paradox in leadership that many never reconcile: the more power you hold, the more distant you become from the granular realities of the work. The solution isn’t to know everything yourself but to ensure you are surrounded by those who do, and to trust their knowledge enough to act on it.
So, the next time you find yourself at the helm of a decision or in the midst of a strategic planning session, pause and ask: Whom have I not considered? And don’t just stop at asking. Seek them out. Listen, not for agreement, but for insight. You might be surprised at how the smallest voices can unlock the largest opportunities.
Collective success isn’t about creating a shared language or even shared goals, it’s about building shared ambition. When people at every level feel seen, heard, and aligned, their commitment to the vision grows exponentially. What you create is no longer just a strategy; it becomes a movement, driven by the many rather than the few.
Leadership, at its best, is an act of humility and curiosity. It’s not about having the answers but knowing where to find them. And often, they are waiting in the most unexpected corners – ready to be heard, ready to transform the way forward.
Manu Sharma
https://manusharma.ca
