Conversational Intelligence audiobook cover - How Great Leaders Build Trust and Get Extraordinary Results

Conversational Intelligence

How Great Leaders Build Trust and Get Extraordinary Results

Judith E. Glaser

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Categories:
Personal DevelopmentCorporate CultureCommunication SkillsManagement & Leadership

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Key Takeaways from Conversational Intelligence

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Conversational Intelligence
Neuroscience of Conversations+
Three Levels of Conversation+
Nurturing Trust+
Overcoming Blind Spots+
Practical Toolkit+

Quiz — Test Your Understanding

Question 1 of 6
What happens in the brain when a conversation is perceived as threatening?
  • A. It releases oxytocin to help you empathize and connect with the speaker.
  • B. It produces cortisol, shifting you into a defensive state that clouds thinking.
  • C. It triggers a dopamine rush, making you highly alert and creatively focused.
  • D. It shuts down emotional centers so you can focus purely on logical reasoning.
Question 2 of 6
According to Judith Glaser, what characterizes a 'Level 3' conversation?
  • A. Exchanging basic information and confirming details you already know.
  • B. Advocating for your position while encouraging healthy debate and alternative viewpoints.
  • C. Combining deep trust with genuine curiosity to explore new possibilities together.
  • D. Using specific linguistic tools to subtly persuade others to adopt your viewpoint.
Question 3 of 6
Why is overestimating how clearly you express yourself considered a 'conversational blind spot'?
  • A. Because you easily forget that others do not share your full context or underlying assumptions.
  • B. Because people tend to use industry jargon that is too complex for their audience.
  • C. Because listeners are usually distracted by their own emotional state and miss key details.
  • D. Because your non-verbal cues often contradict the actual words you are saying.
Question 4 of 6
What does the conversational tool known as 'double-clicking' involve?
  • A. Repeating your main point twice to ensure the team fully understands the goal.
  • B. Setting a positive intention and visualizing success right before a difficult meeting.
  • C. Explicitly naming a negative conversational pattern to interrupt rising tension.
  • D. Asking someone to expand on their thinking rather than immediately responding or solving the issue.
Question 5 of 6
How is the technique of 'linguistic tai chi' applied in a challenging conversation?
  • A. By physically mirroring the body language of the person you are speaking to.
  • B. By joining with others' energy and acknowledging their perspective before adding your own.
  • C. By abruptly changing the subject or taking a break when tension starts to rise.
  • D. By avoiding all negative words and exclusively using positive reinforcement.
Question 6 of 6
Using the 'garden' analogy for trust, which of the following actions helps nurture a healthy conversational environment?
  • A. Saving all constructive feedback for formal, scheduled performance reviews.
  • B. Sharing your thought process with others instead of just delivering your conclusions.
  • C. Making grand, sweeping gestures of appreciation to make up for daily stress.
  • D. Ensuring you advocate strongly for your own views so the team has clear direction.

Conversational Intelligence — Full Chapter Overview

Conversational Intelligence Summary & Overview

Conversational Intelligence (2014) explores how brain chemistry influences the way we communicate, explaining why some conversations build trust while others create barriers. By combining insights from neuroscience with practical strategies, it offers tools to turn daily interactions into powerful opportunities for connection, innovation, and meaningful change.

Who Should Listen to Conversational Intelligence?

  • Leaders and managers looking to build more collaborative, innovative teams
  • Negotiators and mediators handling complex conversations
  • Anyone experiencing communication challenges in personal or professional relationships

About the Author: Judith E. Glaser

Judith E. Glaser was a pioneering organizational anthropologist and business executive who founded the Creating WE Institute and served as CEO of Benchmark Communications for over three decades. She authored several influential books, including Creating WE (2005) and 42 Rules for Creating WE (2009), while serving as an executive coach and consultant to Fortune 500 companies. Before her passing in 2018, Glaser received numerous accolades for her work, including Drexel University's Distinguished Author Award and was recognized as one of Leadership Excellence's "Top 20 Thought Leaders of Leadership Development."

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