3 Conversations that make you Charming

3 Conversations that make you Charming

While success is often measured by an accumulation of titles, acquisitions, and the financial bottom line, little or no attention is paid to the power of each conversation to move us toward or away from our stated business and life goals. Susan Scott, Author Fierce conversations.

Globalization and modern technologies have sharply reduced the efficacy of command-and-control management and its accompanying forms of corporate communication.

So, if conversations are so important, which are the conversations that can make us connected with others, help us to understand each other so that we can be more inclusive in our views and work.

Boris Groysberg and Michael Slind, both authors have found that There are three types of conversations that can help us increase Intimacy, Interactivity, and inclusion.

Authentic leaders today engage with others in a way that resembles an ordinary person–to-person conversation more than it does a series of commands from on high.

INTIMACY: Getting Close – Conversations that help others to know us and vice versa

Leaders should minimize the distances - institutional, attitudinal, and sometimes spatial - that typically separate them from their employees. This requires leaders to cultivate the art of listening to people at all levels of the organization and by learning to speak with employees directly and authentically. Physical proximity between leaders and employees isn’t always feasible. Nor is it essential. What?is essential is mental or emotional proximity. Conversationally adept leaders step down from their corporate perches and then step up to the challenge of communicating personally and transparently with their people. Conversational intimacy can become manifest in various ways - among them gaining trust, listening well, and getting personal.

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INTERACTIVITY: Promoting Dialogue – Conversations that let others share their views and vice versa

A conversation, by definition, involves an exchange of comments and questions between two or more people.?The interactivity makes the conversation open and fluid rather than closed and directive. The pursuit of interactivity reinforces, and builds upon, intimacy.

Interactivity isn’t just a matter of finding and deploying the right technology. Equally if not more important is the need to buttress social media with social?thinking. Too often, an organization’s prevailing culture works against any attempt to transform corporate communication into a two-way affair. For many executives and managers, the temptation to treat every medium at their disposal as if it were a megaphone has proved hard to resist. Leaders need to foster a genuinely interactive culture - values, norms, and behaviors that create a welcoming space for dialogue.

INCLUSION: Expanding Employees’ Roles – Conversations that enable collaboration and accountability

A good personal conversation is an equal - opportunity endeavor. It enables participants to share ownership of the substance of their discussion. Consequently, they can put their own ideas - and, indeed, their hearts and souls - into the action.

Inclusion adds a critical dimension to the elements of intimacy and interactivity. Whereas intimacy involves the efforts of leaders to get closer to employees, inclusion focuses on the role that employees play in that process.?

Smart leaders find ways to use conversation - to manage the flow of information in an honest, open fashion. One-way broadcast messaging is outdated. People will listen to communication that is intimate, interactive, inclusive.

These three conversations have the power to enhance the charm of a leader. A skill that can help them connect with anyone, make others speak their mind and motivate others to act.

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