
Three things I know: taking over the family business Â
How many times did I secretly wish for my father to leave the business and leave me the sole âQueenâ on board? Ten years later, I cannot imagine working without him by...
by George Kohlrieser Published February 7, 2022 in Brain Circuits ⢠2 min read
Excellent dialogue is a critical characteristic of high-performance teams, but it doesnât happen as often as it should within organizations. Authentic dialogue is a process of thinking together and discovering deeper insights from each other to find greater truth. To facilitate this type of dialogue, you can take certain actions:
Be direct. Avoid the traps of passivity, discounting of the other person, redefining as a way not to answer questions, and â the most destructive of all â over-detailing. These are all dialogue blockers. Dialogue includes deep listening, and not just talking.
Use four sentences or fewer. When in a dialogue, use four sentences or fewer before letting the other person speak. If you canât say what you want in this amount of time, you may be overloading their brain. You will not, of course, be able to address all the details â these can always be expressed later as needed. This is based on the neuroscience of how the brain pays attention and remembers information.
Paraphrase what has been said. This assures you are actively listening to what has been said, and avoids just talking at or over each other.
Ask clear questions. Put your question into a clear format of one sentence, as exemplified by excellent communicators. If you struggle with this, monitor yourself or have someone else give you feedback.
Plan your delivery. Focus on how you express what you want to say to make it easier to listen to. Words and how they are said matter. Avoid mutual monologues.
Teaching teams to have effective dialogue
If your team is struggling with having productive conversations, you can use certain techniques to get things back on track.
The âred cardâ method: this means literally showing others a red card when someone throws up a block to dialogue. This is done by agreement and with respect.
Ban âyes⌠butâ: this is generally a discount and confuses the brain. Use an alternative such as âyes and,â which allows the dialogue to go deeper.
Practice saying your ideas in one sentence: If you can master this, then the second, third and fourth sentences become an add-on.
Most meetings are unnecessarily long and leave team members exhausted. Effective dialogue can reduce meeting time by as much as 60% or more and leave team members energized and inspired. Your brain loves effective dialogue!
Â
Â
Â
Â
Â
Distinguished Professor of Leadership and Organizational Behaviour at IMD
Professor of Leadership and Organizational Behavior at IMD and Director of the High Performance Leadership program, the Advanced High Performance Leadership program, and the Inspirational Leadership program. He serves as a consultant to several global companies including Accenture, Amer Sports, Borealis, Cisco, Coca-Cola, HP, Hitachi, IBM, IFC, Jaeger-LeCoultre, Morgan Stanley, Motorola, NASA, Navis, NestlĂŠ, Nokia, Pictet, Rio Tinto, Roche, Santander, Swarovski, Sara Lee, Tetra Pak, Toyota, and UBS.
July 4, 2025 in Brain Circuits
How many times did I secretly wish for my father to leave the business and leave me the sole âQueenâ on board? Ten years later, I cannot imagine working without him by...
July 3, 2025 ⢠by Eric Quintane in Brain Circuits
Entrepreneurial talent who work with other teams often run into trouble with their managers. Here are ways to get the most out of your âboundary spannersâ...
July 3, 2025 ⢠by Susanne May in Brain Circuits
Culture shapes how people work together, makeâŻdecisions, handleâŻconflict, and supportâŻeach other. Ask yourself the following questions to check where your teams might be going wrong, and read on for tips on maximizing...
July 2, 2025 ⢠by Susan Goldsworthy in Brain Circuits
When we feel stressed, weâre more likely to operate from a place of fear and fall back on a mindset that is fixed, judgmental, and focused on polarities â behaviour that soon...
Explore first person business intelligence from top minds curated for a global executive audience