Managing & Talking
Constructive conversations are a vital part of any leader's job description. But the importance of conversation and communication as a leadership skill is something that can often go unexamined. There is extensive evidence that shows there is a time and place for conversation — and any leader or aspiring leader would likely benefit from a more serious consideration of the pitfalls of some types of dialogue.
Critically, the nuances that lie within and around conversations are often as important as the conversations themselves. Conversations may create the illusion that something is being done or that one is progressing when all that is being done is communication without the necessary action. Though conversations that progress exclusively through mutual understanding and emotional connection can be helpful when forming teams, they can also be very destructive in negotiations. We may be in trouble if all we do is “feel” what another person is saying in order to understand them.... Conversations are also often held in order to achieve consensus, but consensus on its own does not imply effective leadership. Humans are prone to multiple illusions and psychological traps, and having a consensus about these may lead to mass delusion rather than effective leadership.
From “3 Problems Talking Can't Solve”