POR LYDIA VIDAL.
Language is not innocent, as we already know. Every word we use has a direct impact on people, on the decisions we make, and on the results we achieve. Each conversation can build or tear down bridges, open possibilities, or close doors.
In a world where interactions are the central axis of teamwork and leadership, language becomes our most powerful tool.
When we are aware of the weight of our words, we understand that we are not simply exchanging information. We are influencing emotions, motivations, and behaviors.
This is where conversational intelligence comes into play, a concept that, like emotional intelligence, requires awareness and provides the ability to successfully navigate the complexity of human interactions.
Just as emotional intelligence allows us to recognize, understand, and manage our own emotions and those of others, conversational intelligence helps us identify and manage the impact of our words in real time.
Conversational intelligence means being attentive not only to what we say, but to how we say it, and to how our words can generate trust, empathy, and commitment or, on the contrary, distance and resistance. It involves, therefore, listening empathically.
Thus, conscious leadership means understanding that our words hold this power, knowing that, in every interaction, the words we choose can transform our team’s energy and determine the course of events. The power of words, used with awareness, not only guides actions but drives profound and sustainable changes in leadership.
Everything that happens, happens in a conversation.
Conversation is not just a tool; it is the essence of how changes are achieved. Everything that happens, happens in a conversation, and every interaction is an opportunity to lead with purpose and build a culture of growth and collaboration.
An organization is a network of conversations.
By mastering this art of conversation, we will be creating a space where ideas flow, relationships strengthen, and results amplify. Next time we face a challenge, let’s ask ourselves, what conversation is missing here?
The opposite—not opening conversations—creates serious risks in organizations. When we avoid talking about important or uncomfortable topics, problems don’t disappear; they simply hide beneath the surface, accumulating tension and misunderstandings.
The lack of dialogue creates gaps that distance teams, erode trust, and limit the potential for collaboration and creativity. Decisions become less effective, and opportunities for learning and growth are lost. Not opening conversations stalls progress and perpetuates a cycle of inaction and frustration that, in the long term, can paralyze both people and the organization. No abrir conversaciones estanca el progreso y perpetúa un ciclo de inacción y frustración que, a largo plazo, puede paralizar a las personas y a la organización.
What would happen if every interaction with your team allowed you to resolve conflicts and inspire trust and direction?
We have in our hands the ability to change the dynamic of our team and organization. Developing our conversational intelligence (and coaching is one of the methodologies that does this) enables the following within teams and organizations:
— 1. Generate immediate trust Trust is the most valuable asset in a team. With the right conversation, you can establish open and transparent relationships.
— 2. Coordinate actions smoothly: Improving communication is the key to reducing misunderstandings and improving team efficiency.
— 3. Drive change effectively: Words have the power to mobilize people. Every conversation can be the engine that drives innovation and commitment.
Practicing conversational intelligence.
Now we propose an individual practical exercise, focused on improving the ability to identify and open these necessary conversations on your own. The Power of “I” in Language.
When communicating, use first-person statements that start with “I” instead of “You” to express your thoughts and feelings.
For example, instead of saying, "You’re not doing this right," try rephrasing it as, "I feel concerned about this and think we could address the issue in a different way." This not only minimizes the other person feeling attacked and, instead of focusing on “the thing,” defending themselves, but it also promotes a more open and empathetic dialogue.
