Developing your Discernment
April 1, 1999
The musicians of the New York Philharmonic Orchestra were once asked to name the most effective conductor. Arturo Toscanini won, hands down. When asked why, one of the instrumentalists said, "He could anticipate when you were about to make a mistake and keep you from making it." He had discernment. Discernment, like musical talent, is innate, but it's not like the gift of perfect pitch. The gift of discernment can be taught, practiced, and developed. I have known many excellent leaders who were not given the gift of discernment. They could not read people. They read figures. They excelled in science, engineering, mathematics, and administration. They depended on management skills and organization. Those blessed with even a little discernment, however, could develop significant sensitivity and intuition. I am one of those, having used discernment for many years both in manufacturing (overseeing 2,500 employees) and in ministry (chairing several national ministries). If I could read my people correctly, I could make the most of their productivity and minimize their mistakes. Catching what others miss
Words are the windows to the mind. Socrates said, "Speak, young man, that I might know you." Productive listening is active and intense. It is hearing more than words. Most of the time we get a general concept of what people are saying, just enough to maintain conversation. Using our discernment to lead requires much more. First, make sure you understand the meaning of words, both dictionary and colloquial. Slang is part of colloquial listening. For example, when young people say "bad" or "nasty," they many times mean "exceptionally good." And if you're unsure about a meaning, ask. I have never known a really intelligent person who will ...
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