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More massive public sector failures could be avoided if leaders were able to acquire one key skill: learning to listen to things that they do not want to hear.It should be easy, but in reality rather than seeking out the unpalatable, leaders often go in the opposite direction: shutting out those who dare to speak their truth to power, forcing whistleblowers to leave, vilifying errant voices and undermining the credibility of those who do not stick to the party line, sometimes in subtle ways.Flick through case studies of organisational failure and warning signs have often been present but simply have not been listened to. It is a sad fact that ‘lessons learned' are rarely read by those in comparable organisations, never mind findings implemented.So why are leaders allergic to challenge? First, insecurity. Those who are confident of their place in the organisation, their grip on their job or even their sense of who they are may be less threatened by challenging voices. But many are not. Insecurity can fuel the need for leaders to surround themselves with ‘yes' people. This in turn can foster group-think, making it harder for contrary voices to cut through.There are some truths worth keeping in mind: nobody knows everything, everyone can make mistakes, many of us do and if we always listened to the warnings, we might avert disasters. Crucially, there are worse things than having to admit you are wrong. Ask anyone on the wrong side of service failure.Second, hubris. Leaders who are capable, intelligent and highly thought of can delude themselves into thinking they have a Midas touch, believing that success in one sphere inevitably means success in all. And, when the possibility of wrong turns rears its head, the fear of reputational damage can lead them to ‘double down', hoping that all will come right in the end, although it does not always.Or it may be Dunning-Kruger syndrome, where those lacking insight/intelligence/skill do not have the insight/intelligence/skill to see what they lack. This can blind leaders to the possibility that they may spend their days barking up wrong trees.There are some truths worth keeping in mind: nobody knows everything, everyone can make mistakes, many of us do and if we always listened to the warnings, we might avert disasters. Crucially, there are worse things than having to admit you are wrong. Ask anyone on the wrong side of service failure.So, how can you ensure you hear things you do not want to hear?First, accept the possibility that no matter how sure you are of anything, you might just be wrong. Start with that mindset and you will be more likely to seek out alternative perspectives.Second, make it clear you are open to challenge. This means more than simply saying the words, although some people find it hard to even utter them.Try not to wince when people contradict you. Do not shut voices down, talk over them, denigrate them or humiliate those saying uncomfortable things. Establish processes whereby voices can be heard while still reserving your right to make decisions or recommendations.Third, being conscious that we are all a bit ego-driven and do not want to be shown up in public, create spaces where people can share their views privately.This is particularly important where there is a difference in power – junior staff may struggle to articulate a contrary view. Privacy can be used to create deniability, so avoid this by asking people to submit their views in writing afterwards.Fourth, address your personal shortcomings. Many people suffer from impostor syndrome, something that is both real in its effect and likely to cause leaders to withdraw from deep scrutiny because nobody wants to be ‘found out'.If you are insecure, seek help to address it. And if you discover you are out of your depth, deal with your shortcomings or find a way of resolving the issues that this creates. Get help. But do not allow others to pay for your competence gap.Next, develop a reputation as someone who takes difficult decisions but only while having the fullest understanding of the facts and having heard all opinions.This type of reputation can be enhanced by recognising your own failings when they occur.It is uncomfortable and counter-intuitive to broadcast failure but doing so can enhance your standing, credibility and authenticity.Finally, do not wait until things go wrong. Constantly review your decision-making, seeking out lessons that can be learned. Ask for feedback – and listen to it. Take notes and share key points with others.Make it a regular item on your team agenda. And make this philosophy part of your organisational culture. Rather than assuming that most of what you do is good or excellent, assume it is not.Those who are prepared to tell you that – and more importantly, why – are people who should be given a special place at your table.One way to kick start an ‘open to challenge' culture is to imagine the front page of your local tabloid in which a whistleblower/adviser/colleague/fellow leader makes it clear you were personally warned about organisational failings but did nothing. It's a sobering thought.Mark Fletcher-Brown is a former communication consultant

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LEADERSHIP

Listen before you fail

By Mark Fletcher-Brown | 02 November 2026

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