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Chemistry Lessons: Gain conversational intelligence

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This graph is from our Creating WE Institute Research into the Chemistry of Conversations. Red bars = cortisol producing, Green bars = oxytocin producing. The highest red bar is “focusing on convincing others.” Not only is it done more often, its impact is 26 times that of the oxytocin producing behaviors—suggesting that this one act alone can cause a relationship or sales engagement to go south.

Three Chemistry Lessons
When managers and leaders learn about the chemical impacts of their behavior, they tend to make changes—for example, they learn to deliver difficult feedback in a way that is perceived as inclusive and supportive, thereby limiting cortisol production and stimulating oxytocin instead.

As we become mindful of the behaviors that open us up and those that close us down, and their influence in our relationships, we can better harness the chemistry of conversations. Mindfulness about our conversational impact enables us to get on the same page with others, strengthens our relationships – and expands our potential for higher levels of engagement and innovation. Without healthy conversations, we shrivel up and die. Conversations are the source of energy that moves us out of our doldrums when we are sad, the power that launches transformational products, and the golden threads that enable us to trust others. But these threads can be fragile and also unravel, causing us to run from others in fear of loss and pain. Conversations are the way we connect, engage, navigate, and transform the world with others.

"The quality of our culture depends on the quality of our relationships, which depends on the quality of our conversations". Everything happens through conversations.” The most powerful ‘leadershift’ we can make is to realize that each person has the power tocreate the conversational space that creates deeper understanding and engagement, not fear and avoidance.

Remember these three chemistry lessons:
1. Be mindful of your conversations and the emotional content you bring - either pain - which closes the brain, or pleasure which opens the brain. Are you sending friend or foe messages? Are you sending the message “You can trust me to have your best interest at heart” or “I want to persuade you to think about things my way?” When you’re aware of these meta-messages, you create a safe culture that allows all parties to interact collaboratively, sharing perspectives, feelings, and aspirations and elevating insights and wisdom.

2. Conversations trigger emotional reactions. Conversations carry meaning—and meaning is embedded in the listener even more than in the speaker. Words cause us either to bond and trust more fully, thinking of others as friends and colleagues, or to break rapport and think of others as enemies. Your mind will open as you see the connection between language and health, and you’ll learn how to create healthy organizations through your conversational rituals.

3. Note that the words we use in our conversations are rarely neutral. Words have histories informed by years of use. Each time a new experience overlays another meaning on a word, the information all gets collected in our brains to be activated during conversations. Knowing how you project meaning into your conversations will enable you to connect with others and, in so doing, let go of much of the self-talk that diverts you from working together effectively. PE

Take a survey
Do you acknowledge the positive traits of your friends?http://web.hr.com/vrod

 


Author Bio
Judith E. Glaser is CEO of Benchmark Communications, Inc., Chairman of The Creating WE Institute, an Organizational Anthropologist, consultant to Fortune 500 Companies, and author of four best selling business books, including Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results (Bibliomotion).
Visit www.conversationalingelligence.com ; www.creatingwe.com
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This article was published in the following issue:
January 2017 Personal

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