The Quiet Power of Listening – Why The Best Leaders Don’t Always Go First

Written by Sarah Roberts, Global Strategy and Communications Leader

Sarah is one of two managing partners at Vane Percy & Roberts with 25 years of experience in global strategy and communications. Known for her clear thinking, sharp wit, and approachable style, she blends expertise in media, public affairs, and strategy to deliver smart, effective solutions that make a real difference.

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You’ve probably heard the story: in a wolf pack, the leader stays at the back, not barking orders from the front, but watching the pace, protecting the vulnerable, guiding the group without needing to dominate. While the biology may be questionable, the metaphor holds. Because in a world of noise, confidence theatre, and performative leadership, maybe the boldest act isn’t speaking louder. It’s listening more deeply.

Leadership is loud right now

We reward decisiveness, charisma, and people who command the room. We talk about visibility, executive presence, and personal brand. None of that is inherently wrong, but in all the talking, we’ve lost touch with something essential: the quiet power of listening.

And I don’t mean the passive, nodding-along kind. I mean listening as an intentional act. As a tool of leadership. As a signal of presence.

Real listening is radical

It slows down the pace. It challenges the ego. It says: I don’t need to dominate this moment to lead it. That kind of listening creates space for ideas, for dissent, for the unpolished truth to emerge. And that space? It’s where innovation lives. It’s where trust grows. It’s where people bring their real selves.

After more than 25 years in communications and strategy, I’ve seen this repeatedly: the best leaders aren’t always the loudest in the room. They’re often the ones paying closest attention.

What does deep listening look like in practice?

Let’s be honest. Most of us are trained to listen just long enough to reply. To nod strategically. To wait for our turn to speak. But deep listening is different. It’s not just about hearing words, it’s about tuning in to what’s not being said. The tension under the surface. The idea someone’s afraid to voice. The opportunity is hiding in silence.

It means asking real questions and then resisting the urge to rescue the answer.

It means letting discomfort breathe, without rushing to fill the gap.

It means recognising that sometimes, your silence carries more authority than your best-prepared line.

Listening is also strategic

In leadership, you’re always being read. Your team picks up on what you ask about, what you ignore. Where your attention lands. When you listen well, you shape the culture. You teach people that their voices matter, not because you said they do, but because you made space for them.

This doesn’t mean abandoning clarity or decision-making. It means strengthening them with context. Understanding the system before changing it. Hearing the field before leading the play.

It’s not soft, it’s strong

Some still see listening as passive. A “soft skill.” Something you do when you have time, not when the stakes are high. But I’d argue the opposite: the higher the stakes, the more listening matters. Because high-stakes leadership isn’t just about being right, it’s about getting it right.

And to get it right, you need input. You need friction. You need clarity that comes from hearing multiple truths, not just the loudest one.

Listening also builds resilience

In times of change or pressure, teams look to their leaders not just for direction, but for a signal. Are you paying attention? Are you seeing what we see? Are you still curious, or are you in broadcast mode?

When leaders stop listening, organisations drift into silence. Ideas dry up. Feedback disappears. People disengage, not because they weren’t willing to speak, but because they didn’t feel heard when it mattered.

You don’t have to lead from the front to lead well

That brings me back to the wolf pack. Again, maybe it’s not biologically accurate, but it’s symbolically useful. Because in leadership, sometimes the most powerful place to stand is behind your team. Watching the tempo. Protecting the back. Trusting others to carry the pace. And stepping forward only when it truly counts.

The ego may not love that. But the team will remember it. Because when people feel listened to, they rise. They take up more space. They lead themselves. And that’s the mark of strong leadership, not control, but capacity.

So, how do you know if you’re leading through listening?

Here are a few signs:

• You speak last in meetings not to dominate, but to absorb.

• You ask more “what do you think?” than “here’s what I think.”

• You track body language and tone, not just bullet points.

• You’re willing to change your mind based on what you hear.

• You value truth over polish even when it’s inconvenient.

Leadership isn’t a monologue; it’s a dialogue

If we want to lead in a way that truly shapes culture, that fosters trust, and that invites brilliance, not just compliance, we have to start by listening better. Not just when it’s easy, but when it’s uncomfortable. Especially then.

Because in the end, the leaders people follow aren’t just the ones who speak well. They’re the ones who hear them.

And that kind of listening? It doesn’t just change conversations. It changes outcomes.

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Read more from Sarah Roberts

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Sarah Roberts, Global Strategy and Communications Leader

Sarah is one of two managing partners at Vane Percy & Roberts, with 25+ years in global comms, strategy, public affairs, and stakeholder relations. Known for her clear thinking, sharp wit, and approachable style, she delivers tailored solutions that drive impactful change. Her mission: to lead with authenticity, foster collaboration, and ensure every team member feels heard and valued. Recognised for her bold, inventive approach, Sarah is a gifted networker and convenor of creative talent, always ready to make strategic choices that drive success.