Mum's the Word

Most of us are good at talking. From an early age we are encouraged by our parents and others to express ourselves and as soon as we have mastered some of the basic phonetics of language we are only too happy to oblige. If you have ever parented a young child you know what I’m talking about.

Now suppose you faced a long-term situation where the only means of communication was sign language and a note pad? Would your ability to share with others be significantly impaired? How would you adjust to a world without the spoken word? The Biblical story of Zechariah chronicles just such an occasion and holds a valuable lesson for leaders in all walks of life.

Zechariah is a priest whose spouse Elizabeth has been unable to bear children. Both are now advanced in years and are expecting to die without an heir. A visit from an angel changes all this when it is announced she will give birth to a special son. Zechariah questions the claim’s veracity and for the duration of the pregnancy is struck mute as punishment for his doubts.

Imagine forced silence for nine long months! His ability to perform priestly duties and be a supportive husband must have been impacted. Yet it appears Zechariah used this time for honest reflection and learning. When their son is born he is adamant about naming him as the angel had commanded. His speech is restored and immediately Zechariah proclaims a prophetic word about his offspring.

So what is the leadership lesson found in a story some readers may dismiss entirely? Am I suggesting leaders should stop talking for an extended period of time? Obviously that’s not the aim of this posting. Instead, I wonder how many of us are simply uncomfortable with silence. Regardless of age or position, leaders are often tempted to speak without really listening first. There is plenty of talk about – from the tough economy to the war in Afghanistan – we probably have an opinion and feel compelled to share it.

Yet the Zechariah saga suggests if we listen carefully and allow time for reflection our perspectives often change. The decisions we thought were clear may now become wiser. The problems we assumed were insurmountable may now seem less ominous. The path we imagined as our only option may now seem less infallible. The people we struggled to understand may now seem less of a threat.

It will be difficult for most leaders to hold their tongues. We have been conditioned to provide answers and direction; to offer opinions and defend positions. Yet our most pressing problems require more than just talk. Perhaps we should all practice being more reflective, scheduling time alone to think, and listening more carefully to those we serve. Then when we do speak, people will have a reason to pay attention.