ABSTRACT
This section focuses on developing verbal skills in leaders, based on constructive patterns of perceiving and understanding interpersonal interactions with other people. It starts by examining the latest understanding from neuroscientific and psychological research on how humans perceive situations and interpersonal interactions. This is linked to other social and behavioural theories of management and the practical aspects of verbal assertiveness and conversation which a leader can use to understand the interests and responses of others. Guidance on the most productive (and unproductive) behaviours is described to enable leaders and their colleagues to avoid self-defeating behaviour. This framework is then related to well-known theories for negotiation, tackling difficult conversations, and dealing with conflict. All of these elements are commonly reported as important skills in conservation which few people get the chance to develop. A number of individual exercises are provided to enable the reader to explore and practise news ways of handling conversations.
