Find audience, FAQ, summary, and explanation of quote-Great leaders are great listeners who value the opinions of others before making decisions.
It’s a simple truth, but one that separates good managers from truly transformative leaders. It’s not about just hearing words, it’s about absorbing wisdom and building consensus before you ever make a call.
Share Image Quote:Table of Contents
Meaning
The author’s message is that the foundation of effective leadership isn’t command, but connection forged through genuine listening.
Explanation
The leaders who just bark orders? They get compliance, at best. But the ones who master this? They get buy-in. It’s a subtle but massive difference. When you truly listen, and I mean actively listen, not just wait for your turn to talk, you’re not just collecting data. You’re collecting trust. You’re showing your team that their perspective actually matters in the final decision. And that, that right there, is what makes people want to follow you, not just have to.
Summary
| Category | Skill (66) |
|---|---|
| Topics | collaboration (7), decision making (4), listening (19) |
| Style | practical (11), reflective (19) |
| Mood | respectful (3) |
Origin & Factcheck
| Author | Dale Carnegie (135) |
|---|---|
| Book | The Leader In You (61) |
About the Author
Dale Carnegie, an American writer received worldwide recognition for his influential books on relationship, leadership, and public speaking. Among his timeless classics, the Dale Carnegie book list includes How to Win Friends and Influence People is the most influential which inspires millions even today.
Official Website
Quotation Source:
| Great leaders are great listeners who value the opinions of others before making decisions |
| Publication Year/Date: 1993 (first edition) ISBN/Unique Identifier: 9781501181962 (Gallery Books 2017 reprint); also 9780671798093 (early Pocket Books hardcover) Last edition. Number of pages: Common reprints ~256 pages (varies by printing). |
| Chapter: Listening as Leadership, Approximate page from 1993 edition |
Context
In the book, this isn’t presented as a soft skill. It’s framed as a strategic imperative. The context is all about moving from the old, industrial-age my way or the highway model of leadership to a more collaborative, human-centric approach that actually unlocks potential and drives better business results.
Usage Examples
- For a Project Manager: Before you finalize a sprint plan, you don’t just assign tasks. You huddle with the team and ask, “Okay, from your vantage point, what are the hidden hurdles here?” You listen. And you integrate that feedback.
- For a CEO or Executive: Before a major strategic pivot, you deliberately seek out dissenting opinions in the room. You create safety for someone to say, “I think we’re missing something,” and you treat that not as a challenge to your authority but as a gift.
- For a Team Lead: In your one-on-ones, you spend 80% of the time listening. You’re not just waiting to give your feedback, you’re mining for the gold in their experience and their frustrations.
To whom it appeals?
| Audience | entrepreneurs (149), leaders (224), managers (117), students (335), teachers (152) |
|---|---|
This quote can be used in following contexts: team meetings,communication training,leadership programs,decision-making workshops,organizational leadership
FAQ
Question: Doesn’t listening to everyone just slow down decision-making?
Answer: It can feel that way at first, for sure. But think about the time you save by not having to backtrack from a bad decision that your team saw coming a mile away. It’s an investment that pays off in speed and accuracy later.
Question: What if you listen but still have to make a tough, unpopular call?
Answer: This is the key part people miss. The goal isn’t consensus on every single decision. The goal is that even when you make the tough call, your team knows they were heard. They may not like the outcome, but they’ll respect the process and you, which maintains trust.
Question: How is this different from just being indecisive?
Answer: Indecisiveness is not making a call. This is about informed decisiveness. You gather the intel, you weigh the perspectives, and then you own the decision clearly and confidently. The listening comes before the decision, not instead of it.