By Jane Genova: Speechwriter-Ghostwriter | speechwriting-ghostwriting.typepad.com
Published: September 24, 2013
"Conversations are multidimensional, not linear." - Judith E. Glaser, "Conversational Intelligence"
Many of us in communications have been catching bits and pieces of the breakthrough discoveries in neuroscience. At the top of the list are mirror neurors or those Wi-Fi transmitters among humans. We wonder how mirroring can be hammered into competitive advantages for clients.
In addition, we, along with those Silicon Valley geniuses, are practicing mindfulness or focusing on the moment. We are finding that our work performance is better after some time on the cushion. But we don't understand why. Here is Noah Schachtman's article in WIRED about leveraging mindfulness to get ahead. Yes, we are separating the tactics of meditation from their foundation in eastern religion. Hello Western Capitalism.
Judith E. Glaser's new book "Conversational Intelligence" pulls that all together for us. It's a good resource both for professionals in public relations and for laypeople who want better results from interacting. What psychologist Dan Goleman did in the 1990s for deconstructing the dynamics of emotional intelligence, Glaser is doing for how we talk with each other. And she rolled that out in a way which simplifies the ongoing scientific findings. Yes, she should be writing the articles for SCIENTIFIC AMERICAN.
For example, Glaser writes in the "Introduction":
"By understanding how conversations trigger different parts of the brain, and how they either catalyze or 'freeze' our brains in protective patterns ..."
From applying that understanding, she introduces her system - STAR Skills. The best practices are:
1. Bulding rapport
2. Listening without judgment (Mirror neurons pick up when we're assessing the speaker)
4. Reinforcing success,
5. Dramatizing the message (Many of us who discerned the value of the tactics of Creative Non Fiction have already been doing this).
Glaser is the chief executive officer of Benchmark Communications, Inc. and the Chairman of The Creating WE Institute. Her clients range from American Express to Exxon.
CI-Q [is] very relevant to organizations. As organizations’ structure get flatter, the importance of working across business units through the matrix system become key to the success of projects.
Conversations are the source of energy that have the power to release transformational thoughts – (products and goods) into the world. Conversations are the golden threads that enable us to move forward and trust others. It is through conversation that we communicate and ultimately, connect. Conversation is integral to the health and productivity of a company culture.
As a 1L we all took legal writing. But success in most niches in the legal sector depends on our oral skills. That extends from how lawyers present themselves to prospects to the performance art during a jury trial.
by Mike Gammill Judith Glaser’s Conversational Intelligence can help take your leadership to the next level by showing you how to increase the quality of your conversations. Moving from conversations from the amygdala (fight, flight, freeze, or appease) to the prefrontal cortex (share, discover, partner) can make the difference between the relational distrust that can sabotage productivity and the corporate trust that can generate new horizons of productivity. Download the complete book...
Many of us in communications have been catching bits and pieces of the breakthrough discoveries in neuroscience. At the top of the list are mirror neurors or those Wi-Fi transmitters among humans. We wonder how mirroring can be hammered into competitive advantages for clients.
Conversational Intelligence takes leadership to a whole new level. For decades we have been taught about the Intelligence Quotient (C-IQ), and more recently Daniel Goleman's book Emotional Intelligence revolutionized the leadership and self-help industry by showing us how relationships matter deeply and how relationship skills are more important than IQ for effective leadership. Goleman called Emotional Intelligence EQ.