Conversations are how we get things done in the world. Whether they’re simple ones like describing how to bake a cake, complicated ones like launching a rocket, or a complex reimagining the future for a nation, all work is conversation.
Sometimes we come away from conversations feeling satisfied and having got things done. Other times things don’t go as planned, and we’re left wondering what went wrong.
Our meetings (the people in them and the work they are trying to do) are too often misdirected or misaligned. And as a result, our outcomes are poor and we’re unable to move or change together, and we often walk away disheartened, disillusioned, confused, angry or wrecked.
If all work is conversation, then how do conversations work? How are they organised, and why do we fail or succeed? If we could address the misalignment of our conversations what would be different? And how do we get people to bring their best to the conversation, not through their utility – as a cog in the machine – but as a unique contribution?
Our enterprise conversations can be wiser, more effective, and more human.
When we change the conversations people contribute to, we change the way they think and what gets done. And in changing the conversation we provide people with new skills; they are better equipped for the further, inevitable changes of the future.
Change the conversation.