Business is not predictable; in fact, outside forces are always creating disruptions that require major shifts in how we work together. We join a company that is headed in one direction, and the next minute it's turning 180 degrees in another direction.
We all recognize the need for courage to start a business, play competitive sports, incur risks in investments, lead a diverse team in competitive markets, or take on an outback adventure. But do we really need courage to have a conversation?
As we communicate, we read the content and emotions being sent. Conversations are more than the information we share or words we speak. They are a way to package our feelings about ourselves, our world, and others.
I've been fascinated by IBM for decades. They are one of the few companies who have been able to figure out how to reinvent themselves radically, from a product-centric company to a services-centric company.
While many of us start out with good intentions in a conversation, at the moment of contact we fall back into what we already know rather than step into a space where uncertainty lives robustly. Innovative conversations contain lots of uncertainty and often complexity.
Conversational Intelligence is our most powerful and human and hardwired skill of connecting with others through conversations. When leaders turn to each other to draw out our best thinking and translate that into action, we are exercising our Conversational Intelligence.
Fear somehow touches almost every aspect of our lives. It is woven invisibly into the fabric of our existence and often sets into motion a chain of reactions and circumstances that affect the way we think and our behavior, for better or worse, with others.