![]() ![]() ![]() We must learn to listen to what others are saying and reflect on what is said, rather than engage our minds in what we will say next or allow our mind to wander while someone else is speaking. Susan’s chapters correspond along with a list of helpful steps for fierce conversations, which are appropriately titled “Mineral Rights.” These steps were also aided by a tool titled “The Decision Tree,” which helps the delegation and professional development of decisions made within a company or business.įierce Conversations dwells on the act of listening. The second thing Susan most emphasized was, “coming out from behind yourself and make the conversation real.” Her constant emphasis on this phrase developed throughout the book, which eventually highlighted its true importance as it progressed. The first of which was the word “fierce,” which is defined as: robust, intense, strong, powerful, passionate, eager, unbridled. ![]() Susan emphasized two things throughout the entire book in order to ensure that the message was clear. ![]() After 13 years of actively engaging herself in consultation and fierce conversation, Susan decided to write a book to enable others to take part in meaningful, fierce conversation.įierce Conversations – Achieving Success at Work & in Life, One Conversation at a Time provides a simple, but specific, outline, along with detailed examples of her endeavors, to enable anyone to take part in meaningful conversation. Her goal is to enable business leaders and CEOs across the globe to actively engage themselves in fierce conversation, not only with others, but most importantly with themselves. Susan Scott is a best-selling author and leadership development architect, who currently runs her own company – Fierce, Inc. I know what I know, and what I know, I need to act on.The Six Minute Book Summary of The Book, Fierce Conversations, by Susan Scott 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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