Quotes from Judith E. Glaser

Communication through interaction is less about the words spoken than it is about the interaction dynamics that take place at the nonverbal level; it is at this level that trust is established—or not.

the quality of the conversation drives the nature of the impact. At the moment of contact, conversations have the power to transform our lives.

Too often we fall into the trap of thinking that if we give employees the facts and explain why change needs to take place from an economic point of view, they'll buy into the change. We overestimate the power of logic and underestimate the power of storytelling, an appeal to belonging and the positive emotions of belonging.

Discovering a New Intelligence You never change things by fighting the existing reality. —To change something, build a new model that makes the existing model obsolete. —BUCKMINSTER FULLER

Candor, collaboration, and cooperation are almost impossible to establish in environments where turf wars and one-upsmanship exist.

To get to the next level of greatness depends on the quality of the culture, which depends on the quality of the relationships, which depends on the quality of the conversations. Everything happens through conversations!

When we create conversational rituals that enable us to honor and respect others' views of the world—especially when these views are very different from our own—we create a space for better conversations and for new ideas to emerge.

Researchers have concluded two things. One is that we drop out of conversations every twelve to eighteen seconds to process what people are saying; two, we often remember what we think about what another person is saying because that is a stronger internal process and chemical signal. In other words, our internal listening and dialogue trumps the other person's speech.

Proclamations and policy changes on paper will not create the fundamental changes to DNA that organizations need to catalyze change.

If telling more doesn't create the results she wants, the leader may "sell" her ideas to get people on board; when this doesn't work, she is inclined to "yell" to get results. Yet employees don't want more "vision," they want deeper engagement with leaders who can help them execute the vision.

Trust is the glue that holds an organization together in the face of enormous challenges. Trust primes the pump so that people can get intimate and feel open enough to be inclusive, interactive, and intentional.

Anytime our lives are disrupted by change, we turn to conversational rituals to "re-anchor" us to a safe place.

where people sit at a table can influence conversation: a person sitting at the head of a table brings into play a dynamic of authority (cold) over the others, while people gathered around a round table promotes a feeling of warmth.

Trust is difficult to sustain when we build a rich inner world of drama that we do not share with those around us.

Social neuroscientists now believe that the need to belong trumps the need for safety.

What I respect about you and what I need from you.

Yet when we are in a state of trust, we experience reality with new eyes and we: Reveal more Expect less and over deliver Assume the best of others Look at situations with an open heart Interpret communications through truth and facts Tell the truth Yes people to confront truth

The Clairol News Network became a way to bring updates and success stories about the Clairol Makeover to all employees so that their fears of the company going out of business could be redirected into conversations that built teamwork and led to innovation.