The World Economic Forum’s Annual Meeting, themed “Collaboration for the Intelligent Age,” will convene leaders in January to engage in dialogue on some of the most pressing challenges of our time: geopolitical shocks, economic growth, and the energy transition—all against a backdrop of rapidly evolving interconnected technologies.
As we prepare for Davos, we’ve reflected on the positioning and messaging we would want to bring. How can we meaningfully approach the challenges of our time? This is a global stage, one where leaders from government, business, academia, and civil society converge—a rare opportunity for exchange. Yet, we’ve come to realize that it’s not about delivering a message. Our “ticket” to Davos is, in fact, listening.
We know from our day-to-day work with the finest leaders that many of them live the art of listening every day and in an exceptional way. As simple as it might sound, listening starts professional relationships, and then helps to discover potential, unlock true collaboration, drive performance, and enable transformative change. And while listening is often misunderstood as passive, in reality it is one of the most intentional acts leaders can undertake. It asks us to pause; not to retreat, but to create space to discover perspectives we haven’t yet considered, to unlearn our certainties, and to open ourselves to new ideas.
As complexity grows, and having all the answers yourself isn’t possible anymore, is listening the modern art of leading? Is it all about shaping the questions that allow solutions to emerge? Our recent global CEO study, based on insights from 472 respondents, points in that direction. It highlights the dawn of a new era of leadership: an overwhelming 95% of CEOs expect groundbreaking systemic changes ahead in economics, politics, energy, and technology. In parallel, in the face of overwhelming and complex realities, most CEOs place all their hopes into a culture of curiosity and openness that empowers and uplifts everyone. This culture always begins with the ability to listen with intent—and to focus on the other as much as on oneself.
Listening demands inner work. And inner work demands a mirror, helping us to look inward and ask: Am I truly hearing others, or am I hearing what I want to hear? It challenges us to recognize the spaces we occupy and whether we’re sharing them generously or holding them too tightly. True listening isn’t about surrendering expertise; it’s about holding it lightly, knowing there is always more to learn.
As we look to Davos, we go with the humility to unlearn and the courage to make room for perspectives that challenge our own. Leadership for a better world is within reach, but it demands a shared commitment to collaboration and the power of “we.” It starts with listening—the simplest of acts, yet one that leaves the most indelible mark.
