Effective civil discourse requires leaders to listen, not just promote.

A few days ago I ran into a local leader who directs an important public sector initiative. Upon mentioning that I had tried to contact him to discuss a potential investment in the community (related to his area of responsibility) he abruptly stopped the conversation because he did not believe it was a good idea.

After reflecting on this interaction over the last few days, I have concluded that if a leader chooses to listen or engage in dialogue only when they happen to like the topic, they aren’t leaders, they’re promoters.

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