
Unlock the neuroscience of powerful communication with Judith Glaser's "Conversational Intelligence," featured in Harvard Business Review and Wall Street Journal. What separates routine exchanges from transformative dialogues? Discover the C-IQ framework that top leaders use to build trust and drive unprecedented collaboration.
Judith E. Glaser (1946–2018), bestselling author of Conversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results, was a pioneering organizational anthropologist and leadership expert. Her work bridges leadership development, neuroscience, and communication, with themes focused on transforming workplace culture through trust-building dialogues.
As founder of Benchmark Communications and co-founder of the Creating WE Institute, Glaser advised Fortune 500 companies like IBM, Pfizer, and Citibank.
She authored seven books, including Creating WE: Change I-Thinking to We-Thinking and The DNA of Leadership, which explore collaborative leadership frameworks. A visiting lecturer at Harvard and Wharton, Glaser’s insights were featured on CBS and NBC.
Her Conversational Intelligence coaching program certified 830 professionals across 32,000 participants. Translated into multiple languages, her books remain foundational texts for executives seeking science-backed strategies to foster innovation and psychological safety in teams.
Conversational Intelligence explores how neuroscience shapes communication, revealing how conversations build trust or trigger defensiveness. Judith Glaser introduces three conversation levels (Transactional, Positional, Transformational) and frameworks to foster collaboration, innovation, and organizational change. The core premise: “Everything happens through conversations”—the quality of dialogues determines relationship health, culture, and leadership success.
Leaders, managers, and professionals seeking to improve workplace communication, resolve conflicts, or drive cultural change. It’s valuable for HR specialists, coaches, and teams aiming to replace distrust with co-creative dialogues using neuroscience-backed strategies.
Yes. The book blends accessible neuroscience with actionable tools, like the Conversational Dashboard, to navigate difficult discussions. It’s praised for transforming leadership approaches and fostering trust in organizations, though some may find its frameworks require deliberate practice to apply effectively.
Glaser argues Level 3 conversations unlock innovation and trust by aligning brain chemistry toward collaboration.
Leaders can use C-IQ to reframe conversations from “I-centric” to “we-centric,” reducing fear responses and fostering psychological safety. Techniques include reframing conflicts and priming for trust, enabling teams to navigate change and align on
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Ask anything, pick the voice, and co-create insights that truly resonate with you.

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Have you ever watched a simple conversation spiral into disaster before your eyes? One moment you're discussing project deadlines, the next you're locked in a battle of wills, hearts racing, defenses up. What just happened? The answer lies not in what was said, but in what happened inside your brain the moment threat replaced trust. Judith E. Glaser spent three decades unraveling this mystery, discovering that our conversations aren't just exchanges of words-they're neurochemical events that physically reshape our brains and bodies. When she coached Anthony, a difficult client, their relationship deteriorated despite her expertise. She saw him as arrogant and impossible; he likely saw her as incompetent. They created competing mental movies where each played the villain in the other's story, ultimately "firing each other" in mutual failure. This wasn't a communication problem-it was a brain problem. Within .07 seconds of contact, our bodies detect electrical signals from others up to ten feet away, triggering instant friend-or-foe assessments. When conversations threaten us, the amygdala hijacks our executive functions, flooding us with cortisol that lingers for 26 hours. We stop listening to understand and start defending our territory. The gap between what we intend and what others experience becomes a chasm where relationships fall and die.