Listening to Others is no simple task. Many cultures do not actively encourage this practice, and in some situations it may even be inappropriate—there are times when listening to self or focusing on the present moment is the more necessary quality. Listening to others can also be expensive in both time and resource.
The first consideration, therefore, is *when* to listen to others. It is equally important to understand *why* this form of listening is so often skipped or ignored, and what problems arise when it is absent. Failing to listen can lead to blind spots, mistrust, and the repetition of avoidable mistakes.
It is entirely possible to go a long way—especially if you are a leader, CEO, or sovereign within your domain—without listening much to others. You may even gain respect for your decisiveness or authority. It is certainly simpler and cognitively less demanding. However, in many contexts this approach leads to brittle, wasteful, and often disastrous outcomes in the long run.
# Which others?
Choosing *who* to listen to is crucial. If you surround yourself with sycophants, limit participation to non-critical voices (sorry, Marvin), or include only those who happen to be present or available, you risk narrowing the range of perspectives that could strengthen your decisions.
Whether you invite experts, peers, or a representative audience, the choice of *who you listen to* will make all the difference. Get good at it.
# See - Choosing Stakeholders