Our backgrounds are strikingly different and what brings us together powerfully similar. Starting in 1991, our mutual fascination with the power of human conversations to help or hurt success has united these diverse experiences: psychology, linguistics, group dynamics, advertising, hospitality, criminology, and high-stakes negotiation. We look across all our fields to continually research and strengthen the Conversant contribution: leveraging the power of human interactions to help any group of people be better together than they are apart.

The Conversant contribution is made in two ways:

1) The Agile Enterprise: Helping executives use the need for change to establish an agile enterprise, one that makes nimble, responsive victory easy and slow, clumsy failure hard. Our 7 Leverage Points Assessment reveals a cascade of timely actions for crafting the systems, protocols, processes, and measures that inspire an agile, naturally productive culture.

2) Agile Leadership: Developing leaders to use the timing and quality of human interactions to cause aligned, innovative high performance. Our principles, tools, and techniques lower supervision costs while improving trust, commitment, and execution.

Our work in 400 organizations across 30 countries allows us to make a confident promise: an agile, connected enterprise produces more with less. We guarantee more success, satisfaction and commitment with less time, money and stress. Today, matrix organizations, virtual networks, and unsupervised execution demand much from leaders: authentic influence more than authoritative command plus high-quality decisions, meetings, conference calls, emails, presentations, and performance conversations. Rapidly improving the quality of connection makes all the difference and that is what we have learned to do very, very well.