Using CQ To Enhance Customer Relationships: The Science Of Building Trust, Influence, And Loyalty
In today's high-stakes, hyperconnected business landscape, technical knowledge alone doesn't build client trust or secure long-term loyalty. What does? Communication Intelligence, or CQ.
Ultimately, through dedication, intentional practice, and mindful application of specific skills, anyone can develop their Communication Intelligence (CQ). CQ is a skill set that can be 'bio-hacked' and accessed on demand. Rooted in neuroscience, psychology, and behavioral science, CQ is the ability to communicate with intentionality, impact, and adaptability. It's more than just being articulate. CQ is about crafting a message that resonates biologically and psychologically with your audience, whether you're leading a Fortune 500 sales team, advocating in the board room, or on television. In client-facing roles, mastering CQ is increasingly recognized as a performance multiplier, with tangible effects on retention, satisfaction, and revenue growth.
CQ is increasingly considered a key criterion in corporate performance reviews and leadership. But, at its core, high CQ enables individuals to make meaningful connections with others, and the building blocks required for doing so are a fundamental requirement for consistently creating positive customer interactions. This isn't soft skills fluff. This is science. And it's shaping the next generation of business leadership.
Key Elements of High CQ for Client Interactions
Several key components of high CQ directly influence the quality and outcome of customer interactions. Most of these elements are immeasurable, aside from looking at outcomes, and improvement requires one to engage in a level of self-scrutiny that can often be uncomfortable, but is ultimately essential:
The Business Case for CQ: Why it Drives Satisfaction, Trust, and Loyalty
Companies spend millions on customer experience platforms, yet overlook the most powerful loyalty tool of all: human connection. Mastering these CQ elements equips you to engage, persuade, and be memorable in client interactions. By demonstrating trust and empathy through mindful communication, you build stronger relationships. The direct link between developed CQ and positive business results, such as happy clients and increased revenue, underscores its value.
Put simply, Communication Intelligence is the ROI that pays in trust, not just transactions.
CQ Is Not a Talent—It's a Science-Backed Skillset
You don't need to be born charismatic to master CQ. Like any high-performance skill, it can be decoded, trained, and scaled. The best communicators are intentional, not accidental. They know what to say, when, and—most critically—how to say it in a way that hits both the heart and the brain. They are self-aware and controlled, in the moment and while under pressure.
Investing in Communication Intelligence isn't optional for companies and professionals looking to future-proof their client relationships. It's the competitive edge.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Forbes
41 minutes ago
- Forbes
Reimagining A New Era Of Entrepreneurial Leadership In A Complex World
Leadership has long been defined by the notion that solitary figures, often at the top of hierarchies, possess the vision, charisma, and authority to carry their organizations forward. We've built companies, movements, and institutions on this image of the lone decision-maker. But as the world grows more interconnected and our challenges more complex, authoritative leadership is quickly revealing its limitations. Now more than ever, transformation is urgently needed from the old hero model to a new era of relational and entrepreneurial leadership, from authority to empowerment. The Old Model No Longer Works If you've paid attention to boardrooms, government offices, or your own workplace over the last decade, you may have sensed a growing restlessness. Geopolitical turmoil, systemic healthcare issues, and rapid technological advances all share something in common: they're too big, too nuanced, and too far-reaching to be solved by one person at the top. Scott Taylor, professor of organizational behavior, and the Arthur M. Blank Endowed Chair for Values-Based Leadership at The Blank School at Babson College, describes our era as 'one of extraordinary pressure, not because leaders are lazy or incompetent, but because we're asking individuals to perform the work of many. The classic hero-leader, who makes all the monumental decisions and steers the ship alone, simply isn't enough anymore.' Dr. Danna Greenberg, the Walter H. Carpenter Professor of Organizational Behavior, also of Babson, points out that, 'No one group, or leader can resolve today's healthcare or climate crises alone. The expertise needed is multidisciplinary and collective.' So how did we get stuck in such an old hero model? The seeds were sown in the 1980s, when leadership idols like Jack Welch dominated the business landscape. We endorsed larger-than-life personalities, and for a while, this focus on individual accomplishment delivered results. But over time, the cracks began to show. When turbulence hit, single-person leadership left organizations vulnerable, unable to adapt, disconnected from the power of diverse perspectives. What Makes Relational Leadership Different? The antidote to authoritative leadership is not to simply erase strong leaders, it's to redefine strength through connection, empathy, and shared accountability. Relational leadership values collaboration over command, inclusion over instruction, and collective growth over personal glory. It asks leaders to step out of the spotlight and nurture voices throughout the organization. Professor Taylor sums up the challenge, 'modern leadership isn't about putting people in a room and hoping for results. It's about cultivating trust, belonging, and mutual respect - real, measurable drivers of innovation and performance. Vulnerability, once perceived as a weakness, is now recognized as a critical ingredient for trust. Leaders who model transparency, admit missteps, and invite feedback show that it's safe for others to do the same.' But relational models aren't just about being nice. The science supports this shift. Research into organizational psychology and neuroscience confirms that positive, trust-based environments unlock higher levels of creativity, adaptability, and results. Why Add Entrepreneurial Thinking? While relational leadership builds the foundation, entrepreneurial leadership keeps organizations agile and responsive. Gone are the days when leaders could set rigid, top-down goals. Entrepreneurial leaders experiment, learn, and adapt alongside their teams. According to Greenberg, 'An entrepreneurial mindset is necessary precisely because the final destination is often unknown. It's about moving forward together, iterating, and learning from each action.' This approach cannot thrive in isolation. Entrepreneurial risk-taking and innovation are most successful in environments where teams can take chances, share lessons from failure, and collectively build better solutions. The High Cost of Outdated Systems Despite ample evidence supporting this shift, many organizations remain mired in highly standardized, authoritative systems that are unwilling to let go. As Greenberg observes, 'Performance management rewards personal achievements. We rarely reward collaboration or celebrate learning from mistakes. The result? Rigid structures, missed opportunities, and disengaged employees, talent wasted because the system values the box more than what's inside.' Organizations that embrace leadership development as a cornerstone of their culture are already seeing the benefits of this shift. Scott Kashman, President of Ascension St. Vincent's Riverside hospital, shares how their approach is transforming healthcare delivery: In today's complex healthcare environment, shaping a culture of ownership and opportunity is how we drive consistent, meaningful results. At Ascension St. Vincent's Riverside, we believe engaged, inspired, and supported leaders transform the way care is delivered.' Kashman highlights their innovative 'Lead Like a CEO' program, a 12-month high-performance leadership lab launched in July 2025. Created and guided by their Human Resources Business Partner, the program challenges leaders to grow through four key modules: vision, strategy, influence, and impact—culminating in a final capstone project. 'When we invest in the growth of our leaders, we expect that to be reflected in the consumer experience, clinical quality, and overall outcomes. Culture drives performance, and leadership sets the tone. By focusing on our leaders' professional development and personal well-being, our patients, colleagues, and communities benefit,' Kashman explains." Taylor recounts how a Fortune 50 company initially tried to fit their leader of patents into a traditional management role, overseeing others. When the leader resisted, preferring to focus on developing others' skills rather than handling performance management, the company made an unprecedented decision. They allowed him to continue his work in developing talent while assigning another manager to handle administrative duties. This unconventional approach not only retained the leader but also fostered the growth of others with his expertise, proving the value of flexibility in leadership. To move forward, leaders must conduct their own identity work. Ask the questions: Am I leading for myself, or to empower those around me? Where does my own leadership get in the way of team progress? Without this introspection, even the best structural reforms fall flat. Confronting Modern Challenges, Together Today's problems don't pause for outdated leadership models to catch up. We're living in a time where organizations must choose to cling to the myth of heroes or build cultures grounded in collaboration and shared ambition. Brad Lea, CEO of Lightspeed VT, social media influencer and expert in entrepreneurial leadership states, 'In today's fast-paced world, leadership isn't about having the big title, it's about taking ownership, getting your hands dirty, and turning obstacles into opportunities and creating more leaders. Your mindset is critical. You must see problems as opportunities and help others do the same." If you're ready to start, here are steps to consider relational and entrepreneurial leadership: 1. Recognize the Trap of Heroes Acknowledge that relying on one person, no matter how talented, to carry an organization invites risk, bottlenecks, and disengagement. Begin by asking how voices throughout your organization can contribute to decisions and innovation. Lea, provocatively states, 'If no one on your team pushes back, you're not leading, you're babysitting. A real leader builds an environment that challenges, strengthens and sharpens - not one that submits. And if you're always the one with the best answers, it's time to start asking better questions." 2. Build Trust, Not Just Teams Building a team is not enough; nurturing a culture of trust is essential. Encourage open dialogue, embrace diverse viewpoints, and treat vulnerability as a strength. 3. Reward Collaboration and Learning Redesign performance metrics to reflect more than just individual output. Empower and acknowledge the importance of joint achievements, creative risk-taking, and the lessons learned from missteps, not just personal wins. 4. Invest in Self and Collective Awareness Develop programs that help leaders and teams identify their values, aspirations, and areas for growth. When people are clear on who they are, they're better able to support and learn from others. 5. Cultivate Entrepreneurial Spirit Organization-Wide Encourage experimentation at every level. When onboarding new team members, actively invite them to question the way things are done and bring fresh perspectives. Adopt a learn as you go mindset for teams, where small failures are steppingstones towards bigger breakthroughs. 6. Make Empathy a Leadership Imperative Move beyond seeing team members as job titles or cogs in a machine. Take time to understand their stories, ambitions, and challenges. Use that insight to craft more meaningful roles and growth paths. Why This Transition Matters Now Skeptics may wonder: Does this shift drive results? All evidence points to yes. Organizations that embrace relational and entrepreneurial leadership report lower turnover, better engagement, and a stronger pipeline of future leaders. Perhaps most importantly, they become magnets for the rising generation of employees, for whom meaningful work, purpose, inclusion, and collaboration are prerequisites. Teams that share trust and accountability experience significant financial benefits. They make more innovative decisions, respond more quickly to crises, and build long-term momentum. Relational accountability isn't about avoiding responsibility—it's about expanding the circle of ownership so that everyone can rise together. The Urgency of Now Our collective future doesn't belong to lone heroes. It belongs to organizations willing to let go of the myth of authoritative leadership and step into the reality of shared, connected, and entrepreneurial growth. As Greenberg puts it, 'Leadership today is not about the title you hold, but the impact you make with your team.' The real question isn't whether we should evolve, it's how soon we are willing to start. In a world that won't wait for slow progress, the shift to relational and entrepreneurial leadership is more than a choice, it's an imperative. Leadership for the future means letting go of old stories so more of us can rise together.
Washington Post
7 hours ago
- Washington Post
Trump should heed, not hide, the jobs numbers
Here's a life hack for readers who are trying to lose weight and are discouraged by the numbers on the scale: Take a hammer to the thing. If that seems too destructive, donate it to the Salvation Army and, if you must keep a scale in the house, buy a new model that tops out at 150 pounds. The secret behind this hack is psychology. It's hard to eat less than your body wants, which is why people who try to lose weight often fail and feel miserable. But if no working scale is available, you can't fail: Eat as much as you like; the numbers will never climb. Sound crazy? It is. But the president has just used a version of this trick to deal with a sagging American jobs market. For months, commentators have been asking why tariffs aren't weighing on the economy more heavily. Importers — including many manufacturers — have been worried that they will. But the headline jobs and gross domestic product data have looked pretty good. Then came Friday's jobs report. The Bureau of Labor Statistics, a unit of the Labor Department, revised its estimates for May and June payrolls sharply downward, by more than 250,000 jobs, and estimated that the economy added only 73,000 jobs in July, well below analysts' expectations. Virtually all these new jobs came from health care and social services. The numbers contain no sign of the manufacturing boom that President Donald Trump has promised. This is not the sort of jobs report any president wants to see; it's the kind that portends falling approval ratings and party losses at the next election. So Trump took immediate, decisive action: He hopped on Truth Social and announced that he would fire Erika McEntarfer, the commissioner of the Bureau of Labor Statistics. This move was so boneheaded, William Beach, who served as bureau commissioner during the first Trump administration, called it 'totally groundless' and 'a dangerous precedent' that 'undermines the statistical mission of the Bureau.' A hearty second to that. Trying to intimidate the Bureau of Labor Statistics is the policy equivalent of smashing your bathroom scale. It's banana republic stuff, and it won't work any better in the United States. On the margin, a few voters might be fooled into thinking economic conditions are better than they really are. But the trick can work only so far — as the Biden administration found out when it tried to gaslight voters into believing that everything in the White House was going just great. The people most susceptible to the spin fall into two groups: the president's base, who don't need it, and high-information voters who pay close attention to economic data, many of whom will understand how the numbers have been juked, and most of whom probably already know which side they're voting for next time around. Everyone will be paying closer attention to what's happening in their own experience. Are wages rising? Are their friends and relatives being laid off? Is it easy to find another job? If they're getting the wrong answers to these questions, it really doesn't matter what numbers the bureau is putting out. That is, it doesn't matter politically. Bureau of Labor Statistics numbers matter tremendously in other ways. They feed into a great deal of market activity as well as vital social science, both of which are possible only if the numbers are trustworthy. The statistics are also, of course, one of the president's essential guides to economic policy. This guide is now telling the administration that it is moving in the wrong direction. A wise politician would take heed and course-correct to avoid bumbling deeper into the woods. Instead, Trump wants to shoot the messenger so his supporters won't realize he's led them astray. He might be able to find a new BLS commissioner who will cook the numbers to make them more aesthetically pleasing, though this would not be easy. As economist Scott Winship of the American Enterprise Institute pointed out, a lot of people work on these numbers, 'So absent mass firings at BLS, this solves nothing.' But even if Trump managed to bully the guides into telling him what he wants to hear, what then? Eventually voters will look around and notice the truth: America is losing its way.
Yahoo
13 hours ago
- Yahoo
CFOs On the Move: Week ending Aug. 1
This story was originally published on To receive daily news and insights, subscribe to our free daily newsletter. Deirdre Mahlan | Diageo Alcoholic beverage maker Diageo's former finance chief, , will return to the group as interim CFO on Aug. 18. Mahlan first joined Diageo, the maker of Guinness, Casamigos and Johnnie Walker, in 2002 as part of its North America finance team. She took over as chief financial officer in 2010. After five years in the top finance spot, she was promoted to president of Diageo North America. She retired from the company in July 2020. In early 2023, Mahlan was named CEO and board chairperson of luxury wine producer The Duckhorn Portfolio, a role she held until December 2024. Mahlan replaces Nik Jhangiani, who earlier this month became the company's interim CEO after Debra Crew stepped down 'by mutual agreement.' Wayne DeVeydt | UnitedHealth Group UnitedHealth Group appointed Wayne DeVeydt as CFO, effective Sept. 2. The former managing director and operating partner at Bain Capital will replace John Rex, who will transition to strategic adviser to the CEO. Before DeVeydt's time at Bain, he served as chairman and CEO of Tennessee-based surgical facilities operator Surgery Partners from 2018 through 2020. This isn't DeVeydt's first time serving as finance chief of a major insurer; he previously worked as CFO of Anthem from 2007 to 2016. He also worked as a partner at PwC, where he focused on the health care sector. In a news release, outgoing CFO Rex said that DeVeydt's appointment comes at a 'pivotal moment for UnitedHealth Group.' Costin Corneanu | Amtrak was promoted to chief financial officer of Amtrak, effective Aug. 4. Corneanu joined the national passenger railroad in 2020 and has been deputy CFO since January. He earlier spent eight years at Spirit Airlines, most recently as senior director of FP&A and head of finance, and four years at US Airways, most recently as senior financial analyst operations. Corneanu will succeed Tracie Winbigler, who will remain in her EVP role as chief transformation officer, leading the procurement and real estate teams before retiring on Jan. 1, 2026. James Maryniak | Everton Football Club , chief financial officer of Premier League team Everton Football Club, will leave the club next month after the opening of its new Hill Dickinson Stadium in Liverpool. Maryniak joined Everton in 2017 as head of reporting and FP&A and has worked as deputy finance director and financial director. He has been finance chief since December 2023 after holding the role in an interim capacity before that. Before joining Everton, Maryniak was a group accountant at chemicals company Multisol Group and a supervisor at Baker Tilly. He started his career at Grant Thornton UK as an associate. Adam Aringer | Briggs & Stratton Lawn mower engine and outdoor power equipment maker Briggs & Stratton appointed as chief financial officer, effective Aug. 4. Aringer joins the company from building technology solutions manufacturer Johnson Controls, where he was most recently vice president of financial planning and analysis. Before his six years at Johnson Controls, he was a senior controller and corporate development manager at automotive supplier Adient. Justin Plouffe | Carlyle will become chief financial officer of the global investment firm Carlyle on Jan. 1, 2026. Plouffe has been with the firm for over 18 years and was most recently deputy chief investment officer for Carlyle Global Credit. Before joining Carlyle, he worked as an attorney at Ropes & Gray. He also served as a clerk on the U.S. Court of Appeals for the First Circuit and as a legislative assistant to former U.S. Rep. Tom Allen. He replaces John Redett, who will stay on as CFO through the end of the year. Redett will then become co-president and lead the company's global private equity business, overseeing corporate private equity and real assets. Heather Planishek | Tines Tines, a workflow platform for security and IT teams, appointed as chief operating and financial officer. Planishek spent over eight years at AI-powered automation software provider Palantir Technologies, where she most recently served as the chief accounting officer. She previously held finance and operational roles at Hewlett Packard Enterprise and Ernst & Young. Roger Deschenes | Tecogen Clean energy products manufacturer Tecogen promoted chief accounting officer to chief financial officer and treasurer. Before joining Tecogen in March 2021, he was the division CFO of L3 Security, a subsidiary of L3 Harris Technologies. Earlier roles include chief financial officer of Implant Sciences, vice president of finance at Beacon Roofing Supply and chief accounting officer of Saucony. Jessica McClain | American Staffing Association has been named CFO of the American Staffing Association, a 501(c)(6) trade group that represents the interests of the American staffing, recruiting and workforce solutions industry. Previously, McClain was CFO of The Girl Scouts Nation's Capital for nearly four years, a 501(c)(3) nonprofit and the Washington-D.C. division of Girl Scouts of the USA. Prior to working there, McClain held various roles at Williams, Adley and Company, Grant Thornton, IBM and KPMG. Allison Milan | Louisiana Tech University Foundation The Louisiana Tech University Foundation has promoted , who was previously comptroller, to CFO. The foundation is a 501(c)(3) public charity and exists to secure private gifts, engage donors and manage real estate and fundraising efforts the university cannot directly pursue due to regulatory restrictions. Milan joined the foundation in 2022 as director of accounting. Her background includes accounting roles at Origin Bank and KPMG. She is also an alumni of the university, earning both her undergraduate and master's degrees there. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
