Conversational Intelligence

August 12, 2013
Basing her tips on recent neuroscience research, Benchmark Communications CEO and executive coach Glaser instructs readers on how to enhance conversations in a professional setting, and develop new conversational rituals. Case studies illustrate the essential transition up the levels: Level I, which is transactional (how to exchange data and information); Level II, which is positional (how to work with power and influence); and Level III, which is transformational (how to co-create the future for mutual success.) Following her advice, Glaser claims, will help readers adjust their neurochemistry, strengthen their relationships, and influence the way they interpret reality. The book is strongest when Glaser astutely describes issues such as becoming addicted to being right. Specifics for achieving the title’s promised conversational enhancement become lost, however, due to overwriting and overreliance on contrived acronyms and unnecessary trademarking: Conversational Intelligence™, STAR Skills™, Vital Instincts™. While readers may glean encouragement from the ability to positively affect their interactions, the book’s tone will deter most readers. Agent: Al Zuckerman, Writers House.

Starred review from November 15, 2013

Glaser's (CEO, Benchmark Communications, Inc.; chairman, Creating WE Inst.) groundbreaking book covers conversational intelligence (C-IQ)--what determines one's success in business, relationships, and marriage. The author has studied the power of effective conversations for over half a century and here describes the three levels of the conversation continuum: individuals to share information with one another and transact business; individuals work to influence others on their points of view; and individuals communicate to "transform and shape reality together," which Glaser says entails cocreating conversations. Glaser's TRUST Model involves being present (making oneself open to others), telling people where they stand, providing context in every communication, catalyzing cocreation in conversations, and using honesty at all times. She provides helpful case studies that illustrate how conversations can make or break effectiveness of productivity and teamwork in a company. VERDICT Glaser's idea of C-IQ provides an excellent guide to improving effectiveness both on the job and outside the office and should stimulate "thinking different" among practitioners, faculty, and students of business. Highly recommended.--Lucy Heckman, St. John's Univ. Lib., NY

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