Writing in the Harvard Business Review, consultant Judith E. Glaser, author of Conversational Intelligence and biochemist Richard D. Glaser (we have no relation to either) cited their survey research asking managers how often they engaged in positive conversational behavior (e.g. showing concern for others, and painting a picture of mutual success) versus negative (e.g. mistrusting others’ intentions and just pretending to listen).Those surveyed contended that they engaged in more of the positive, though 85% admitted to “sometimes” engaging in the negative.
As the authors point out, “when leaders exhibit both types of behaviors it creates dissonance or uncertainty in followers’ brains, spurring cortisol production and reducing C-IQ (conversational intelligence).” Nobody’s perfect, but leaders should be mindful of the power of chemistry. Take an extra moment before you speak: try to quiet negative impulses and communicate your best intentions. The positive, productive reaction you unleash, cognitively and chemically, will be your reward.
Share your experience: Do you notice lingering positive effects when you communicate in positive ways, and vice versa? What are you doing to shift the balance toward the positive? Share your responses to the weekly discussion question on our forum: Community of Practice Forum.