“In God we trust, all others bring data,” William E. Deming, an American business theorist and economist, once said. This is one of the cornerstones of community development.
Your community is great, but unchecked, error-ridden opinions—sometimes loud and influential—can hinder progress. Collecting facts and data to support or challenge these opinions is crucial (like we discussed in our Case for Change). Using both qualitative (focus groups, SWOT analysis, interviews, survey comments) and quantitative (surveys, organizational assessments, dashboards) methods ensures decisions about products, services, missions, members, and future visions are based on facts, not individual opinions.
In the initial phase of community building, our goal is to gather as much information as possible and educate ourselves about the community. We are the listeners, the students, the information gatherers.
Whether entering a new community or working on an established one, this phase involves gathering information, facts, and data, having conversations, and truly understanding the community's needs. Despite knowing the importance of gathering accurate information, many people don’t know where to start.
When I first joined a chamber in Vermont as an executive director, I promised not to change anything for six months. I maintained the status quo while creating “the roadshow.” The roadshow meant I attended every town government meeting, Elks meeting, Rotary meeting, Lions meeting, and PTA meeting I could find. I hosted coffee hours to connect with members and non-members alike. I encouraged emails and questions and discussion. I visited businesses and nonprofits throughout our area to listen to their concerns and ideas.
Years ago, I read a New York Times Magazine article about Hillary Clinton, which discussed loyalty, inner circles, and lessons learned. The most interesting point was the concept of implementing a position in her campaign as a "chief listener." As community leaders, isn’t that our role? Aren’t we the chief listeners, the commanders-in-hearing?
What a Chief Listener Requires:
Patience (involves more than simply waiting for your turn to speak; it's an active, engaged process)
Healthy ego (you don’t have to be the center of attention)
Facilitation skills (make it easy for others to share through conducting, neutrality, and adaptability)
Active listening (restate what others say, reflect on emotions, rephrase key concepts)
Questioning (to uncover motives, assumptions, and beliefs)
Affirmative listening (focusing on possibilities, not threats)
Connecting ideas (promoting convergent thinking)
Building rapport (with citizens, leaders, stakeholders, and members)
Encouraging minority opinions (to prevent groupthink)
According to a Harvard Business Review article, organizations that excel at listening to their customers outperform their peers significantly. Listening allows organizations to understand their community's needs, preferences, and pain points, leading to better decision-making and enhanced customer loyalty. The innovative role of the Chief Listening Officer (CLO) addresses this need, focusing on gathering insights, shaping strategies, improving customer relationships, and fostering a culture of empathy within organizations.
Examples of Effective Listening Organizations:
Procter & Gamble (P&G): Implemented systems to continuously gather customer feedback and monitor social media conversations, enabling swift responses to customer concerns and adaptations in products and marketing strategies.
Dell: Established a Social Media Listening Command Center to monitor online conversations and feedback, enhancing customer support, product development, and brand reputation.
McDonald's: Analyzed customer feedback and social media data to make informed decisions about menu changes, marketing campaigns, and customer service improvements, maintaining customer satisfaction and loyalty.
As you embark on a potential community listening roadshow, capture thoughts, ideas, feelings, and descriptions of people involved (e.g., “Tom with the blue hat and overalls”—a detail you'll remember years later). Collecting this data is essential for making informed decisions.
The role of a chief listener can be transformative for organizations and communities aiming to enhance communication and understanding. By prioritizing listening and leveraging insights, companies can make informed decisions, improve customer relationships, and foster a culture of empathy. As the community landscape evolves, the importance of listening and understanding will grow, making the chief listener an indispensable part of any forward-thinking community.