![]() ![]() Her pithy prose and poignant examples make for entertaining and instructive reading". Ī review in Orlando Sentinel read, "Although the truths presented by Scott are as old as common sense, she dresses them up in interesting new ways. Perhaps due to a misunderstanding of the book, they have the wrong kind of conversation. Michael Brisciana has stated that "I worry that some of their most enthusiastic adherents can seem more eager for the 'fierce' (i.e., 'confrontational') part of the concept than the 'conversation'". It has since become a Wall Street Journal and UPI bestseller. ![]() The book was published by Viking in 2002 (hardcover) and then by the Berkley Publishing Group in 2004 (paperback). "Take Responsibility for Your Emotional Wake"."Come Out from Behind Yourself into the Conversation and Make It Real"."Master the Courage to Interrogate Reality"."The Seven Principles of Fierce Conversations".The author states that the book is based on her experience running think tanks and designing and delivering training. The introduction states that Fierce Conversations is a "guide to tackling your toughest challenges and enriching relationships with everyone important to your success and happiness through principles, tools, and assignments designed to direct you through your first fierce conversations with yourself on to the most challenging and important conversations facing you." The author defines a fierce conversation as "One in which we come out from behind ourselves, into the conversation and make it real." She believes that interpersonal difficulties are a direct result of our inability to communicate well. I know what I know, and what I know, I need to act on.Fierce Leadership: A Bold Alternative to the Worst "Best" Practices of Business Todayįierce Conversations: Achieving Success at Work and in Life One Conversation at a Time is a self-help book written by Susan Scott, founder and CEO of Fierce Inc., about how to have a difficult conversation. I need to ignore what I’m feeling in my gut just put my head down and do my job. My point of view is as valid as anyone else’s. ![]() I’ll keep my mouth shut this is a job for the experts. My job is to involve people in the problems and strategies affecting them. As an expert, my job is to dispense advice. Perhaps we can change reality with thoughtful conversations. My personal identity will be expanded as my colleagues and I exchange diverse points of view. I will gain approval and promotions by exchanging my personal identity for my organization’s identity. Exploring multiple points of view will lead to better decisions. It’s important that I convince others that my point of view is correct. Though I have trouble handling the truth sometimes, I’ll keep telling it and inviting it from others. Most people can’t handle the truth, so it’s better not to say anything. Disclosing what I really think and feel frees up energy and expands possibilities. “Disclosing my real thoughts and feelings is risky. What are my goals when I converse with people? What kinds of things do I usually discuss? Are there other topics that would be more important given what’s actually going on? How often do I find myself-just to be polite-saying things I don’t mean? How many meetings have I sat in where I knew the real issues were not being discussed? And what about the conversations in my marriage? What issues are we avoiding? If I were guaranteed honest responses to any three questions, whom would I question and what would I ask? What has been the economical, emotional, and intellectual cost to the company of not identifying and tackling the real issues? What has been the cost to my marriage? What has been the cost to me? When was the last time I said what I really thought and felt? What are the leaders in my organization pretending not to know? What are members of my family pretending not to know? What am I pretending not to know? How certain am I that my team members are deeply committed to the same vision? How certain am I that my life partner is deeply committed to the vision I hold for our future? If nothing changes regarding the outcomes of the conversations within my organization, what are the implications for my own success and career? for my department? for key customers? for the organization’s future? What about my marriage? If nothing changes, what are the implications for us as a couple? for me? What is the conversation I’ve been unable to have with senior executives, with my colleagues, with my direct reports, with my customers, with my life partner, and most important, with myself, with my own aspirations, that, if I were able to have, might make the difference, might change everything? Are”įierce Conversations: Achieving Success at Work and in Life One Conversation at a Time ![]()
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