Leaders are often expected to have quick answers. Chris L. Whaling, a veteran of intelligence and technology programs across public and private sectors, sees more value in leaders who favor deliberate listening. “Leaders who win aren’t just the ones with answers. They’re the ones who know how to listen for the right problems,” Whaling says. With more than two decades of experience guiding senior government officials and Fortune-level executives, Whaling has seen how the ability to hear what is beneath the surface can transform complex organizational challenges into decision intelligence breakthroughs.
Listening as a Strategic Tool
From advising on multimillion-dollar technology contracts to delivering artificial intelligence and machine learning solutions in highly regulated environments, Whaling has seen that many leadership challenges are misdiagnosed at the start. The discipline of listening is underestimated, but stands to reveal the insights most critical to long-term success. For example, what might appear to be a technology shortfall may in fact be a people issue, a process gap, or an incentive structure out of alignment. “Great listening, especially in the C-suite, uncovers truth,” he says. “It gives you signals through the noise.”
Building Alignment Beyond Org Charts
Silos remain a persistent barrier in organizations. While formal hierarchy can provide the structure needed to orchestrate seamless coordination, listening across roles, functions — and even “discomfort” — accelerates cohesion in ways that hierarchy cannot. “Brilliant teams can run hard in different directions and never align,” he says. “When leaders take the time to actively listen across functions, that’s when alignment happens. Listening builds trust and trust fuels velocity.” Organizational charts may map reporting lines, but listening stitches together the human fabric of performance. Without it, teams expend energy without forward momentum. With it, leaders unlock potential for collaborative growth
Creating Smarter Decision Loops
Whaling’s leadership at Permian, a decision intelligence platform, illustrates the tangible value of integrating listening into technology systems. The platform analyzes technical content across languages and domains, but its effectiveness, he stresses, comes from first engaging with the analysts, policymakers, and end users who depend on it. “When listening is baked into your system, your strategy, and your leadership style, you stop guessing,” Whaling says. “You start knowing.” The result is smarter, faster decision-making loops that allow organizations to anticipate rather than react.
Listening as a Catalyst for Transformation
For those accustomed to action, listening may seem passive. Whaling challenges that perception. “Listening isn’t soft, it’s strategic,” he argues. “And when done well, it’s transformative.” And he’s not alone in that. Research from Harvard Business School shows that companies increasingly value listening and other social skills when hiring top executives. The implications extend beyond leadership style into organizational culture. Companies that prioritize listening embed resilience into their systems, ensuring that both people and technology adapt in sync with evolving demands. “The edge isn’t just in the data, it’s in how well you hear what the data is really telling you.”
To connect with Chris L. Whaling and learn more about his work, visit his LinkedIn.
