An article in the September-October 1957 issue of the Harvard Business Review, “Listening to People”, highlighted the importance of leaders taking the time to hear what their employees have to say.

“It’s interesting to me that we have considered so many facets of communication in the company, but have inadvertently overlooked listening. I’ve about decided that it’s the most important link in the company’s communications, and it’s obviously also the weakest one.”

This verbatim quote from the article demonstrates how the more things change, the more they stay the same.

A more recent article in the same publication, “Are you Really Listening?” observed that senior executives are still insulated from early signs of danger and opportunity.

The authors argued that leaders need to break out of their information bubbles by creating better “listening ecosystems” and elevating their listening to a state of hypervigilance.

Newlens Research aims to fill this gap in the market by running deep listening studies that help senior executives hear the unvarnished truth.

To this end, we have created a suite of online qualitative listening tools that are easy to deploy and highly effective at capturing feedback and insights. And importantly, studies can be completed at a fraction of the cost required to complete the same type of research in person.

If you want to know more about how our unique approach to listening can help you get the insights you need to shape your strategies and inform decisions, don’t hesitate to contact David Croston at Newlens Research.

Employee listening for leaders™