Lessons from a Senator who knew how to show up, listen well – and get a lot done.
The loudest voices are rarely the wisest.
In many ways, I believe the amplification of extreme opinions on social media and the increasingly noisy digital environment we’re in has created a new respect for moderation and measured, well-timed insights. And CEOs have noticed.
As a group, business leaders are famous for being very conservative in their public comments. And these days, that matters more than ever. In fact, in today’s political environment, strategic silence is becoming the name of the game.
It’s been years since the height of “CEO activism,” where executives were pressured to comment on any range of issues simply because they had status as business leaders. Now, more leaders choosing to stay silent until an issue intersects with their company values.
The goal is not to vanish from the public eye, but to balance strategic and measured communications with intentional, in-person presence and a trustworthy track record. Putting a healthy dose of optimism into your communications helps, too.
My friend and former boss, Senator Paul Coverdell, was one of the first people to show me how much this style of leadership could accomplish.
I first met Paul when he was a Georgia State Senator and I was early in my career, working an entry level position organizing meetings at the Republican National Committee. Paul had been elected as a moderate Republican, which was nearly unheard of for a state legislature that had been overwhelmingly Democratic for decades. But his willingness to listen and can-do spirit put voters at ease. And because he wasn’t shouting anyone down, other lawmakers and leaders were eager to work with him.
Eventually, I went to work for Paul’s company, Coverdell & Co. Inc. – an insurance business he had been leading before his foray into politics – and got to see his leadership style up close. I saw that he cared far more about ways to bring people together than about the issues that drove them apart. It was just who he was. And it enabled him to get a lot done in every role he held, from insurance executive to later the Director of the Peace Corps and a United States Senator.
Paul didn’t need to be loud or polarizing to be effective. His quiet and personal approach was one of his strengths.
Leaders today face the challenge of standing out in an online environment that’s cluttered with opinions, content, and noise –– and it is indeed a challenge.
But as consumers and stakeholders become increasingly exhausted by the onslaught of information and polarizing opinions, we’re going to see more people standing out by taking Paul’s old-school approach.
Intentional, in-person connection has always been the gold standard for trust building. In today’s environment, it’s become even more valuable. Direct engagement with stakeholders is more personal and more effective than broad communications. Whether that happens at in-person events or via more intimate digital channels, this strategy creates touchpoints that humanize you and allow you to lead with curiosity and optimism – asking questions, sharing your vision, addressing concerns on the spot and gently challenging negative narratives.
In an age where everyone is talking, knowing when to stay silent and how to listen can be the most powerful way to be heard. We need to be more like my good friend, Senator Paul Coverdell.