“The problem,” says Weber, “is that nothing lowers conversational capacity more predictably than the presence of authority. So managers at every level of the organization, from frontline supervisors and team leads to CEOs and senior executives, need to be careful about how they wield their authority. A manager who, by their action or inaction, lowers the ability of their people to engage in important issues and challenging situations in an open, balanced, non-defensive way, is by definition managing ineffectively.
Known for his impactful work and his engaging delivery, Craig Weber is a sought after speaker, author, and consultant. His pioneering ideas about conversational capacity and adaptive learning are outlined in his bestselling book, Conversational Capacity: The Key To Building Successful Teams That Perform When The Pressure Is On
(McGraw-Hill, 2013), his new book Influence in Action: How to Build Your Conversational Capacity, Do Meaningful Work, and Make a Powerful Difference
(McGraw-Hill, 2019), and his popular Conversational Capacity eCourse.