An attitude. However, the structure of Mr. Siegfried’s review was a little dramatized and over-the-top. Despite a 2017 update, she doesn’t talk about instant messaging as much as you’d expect, which may show her being out of touch with the times. Overall it was a very well thought out book and I encourage anyone interested to read it as well. The curtain is a metaphor for hidden things not fit for public consumption. Speak and listen as if this is the most important conversation you will ever have with this person. Fierce Conversations is an approach to enriching relationships and improving results. You have to listen, but you also need to share your own perspective. Susan argues this by showing that we are who we are, everywhere we go. Typically, personal conflicts may be so destructive as to sabotage the day-to-day operations of a company and affect performance, morale, and income. With business conditions today, what the author wrote is true, because: With today’s fast-paced personal and business environments, we often become “too busy” to engage in fierce conversation with people. Live in the moment and focus on what’s going on right now. Many workplaces prefer email or instant messaging as their main form of communication. The goal is to expand the conversation rather than narrow it. It is impossible for us as human beings to turn off all emotions and our personality in our private lives with a façade or masking who we truly are. If we held the ball from our position with the blue section facing us, everything from our perspective will be blue but will be a different color from another person’s angle or point-of-view. * Be humble and listen to what they say. Meaningful conversations include breathing space. Be Prepared to be Nowhere Else – When we devote our attention to nothing else than the words being spoken, and the person speaking them, we acknowledge the importance of what they have to offer and their existence. Each type is best suited for a different kind of goal. Before Scott founded her company, she led CEO think tanks and conducted many one-on-one conversations with high ranking executives. Some of the chapters were long and contained information that could potentially be a chapter of its own. Establishing a relationship is the easy part, but maintaining such relationships is the difficult task. 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. People should give their full attention and close any devices they’re using, such as laptops or cell phones. According to the author, it means “one in which we come out from behind ourselves into the conversations and make it real.” It simply means telling … For example, a person may be afraid of an upcoming doctor’s appointment or meeting with a financial adviser. The conversation hasn’t ended just because the conversation has ended. Come out from behind yourself into the conversation and make it real ; 3. Commit to action – follow through with your decision and be determined to overcome all obstacles on the path to resolving the stated issue. Fierce Conversations: Achieving Success at Work and in Life, One Conversation at a Time is about the importance of open communication. Communications expert Susan Scott maintains that a single conversation can change the trajectory of a career, marriage or life. Behind the curtain, dirt and grime … “Mineral Rights” is a metaphor for a deep, meaningful conversation. These questions will help aid ourselves in interrogating our own reality, but understanding how it affects another person’s reality based on our decision of withholding what we really want to say or courageously speaking our interpretation of reality. Strong Teams want the truth. She seems suspicious of technology and how it helps us communicate with each other. See every conversation as brand new. Fierce means real. Candid or “fierce” conversations are usually avoided under the pretext that fierce conversations take too long – however, Scott points out that anything other than truthful conversations take a lot more time. T his is a book review of Susan Scott’s Fierce Conversations: Achieving Success at Work & in Life, One Conversation at a Time.. When there is a whole lot of talking going on, conversations can be empty. 7. Don’t bring up anything from previous conversations, even if it’s related to the current one. What's special about Shortform: Sound like what you've been looking for? He is a management consultant, researcher/writer, and executive educator. Some of these are: “What are my goals when I converse with people?”“How often do I find myself–just to be polite–saying things I don’t mean?”“When was the last time I said what I really thought and felt?”“When was the last time I confronted someone at work or at home about his or her behavior and ended the conversation having enriched the relationship?”“What is the conversation I’ve been unable to have with someone?”. fierce® CONVERSATIONS Post-Training Discussion MANAGER GUIDE Fierce Foundations teaches the connection between conversations and results — including individual, team and organizational results. Key Point 5: Sometimes people avoid the very subject they desperately need to address. You also shouldn’t be too vague or ambiguous with your words. Confrontation Model (from Fierce Conversations) OPENING STATEMENT. Devoting both time and attention into what others have to say is fulfilling the other person’s need of being known. Don’t persuade yourself that your instincts are incorrect, or as some say “uneducated thinking.”  Examine and evaluate more than surface evidence; look forclue or hints in body language, intent and emotion behind another person’s words. Fierce Conversations dwells on the act of listening. The Conversation is the Relationship Based on the book Fierce Conversations by Susan Scott Presenter: Joc Clark PhD The Idea of Fierce Fierce conversations do not mean cruel, brutal or angry conversations. What’s a Concierge MVP? The first way is to recognize the other person’s situation. To be a good leader, one must practice these skills: Be honest and accurate in your observations. The Six Minute Book Summary of The Book, Fierce Conversations, by Susan Scott The Ten Things Managers Need to Know fromFierce Conversations. Indicate your wish to resolve the issue – be sure to use the term “resolve” when stating this, and support it by restating the issue. Source: Fierce Conversations by Susan Scott Fierce Conversations - Summary - Free download as PDF File (.pdf), Text File (.txt) or view presentation slides online. How to expand and enrich conversations with colleagues, customers, friends and family members. According to the author, it means “one in which we come out from behind ourselves into the conversations and make it real.” It simply means telling what you really feel and being real. Retrieved from Booklist Online: http://www.booklistonline.com/ProductInfo.aspx?pid=348057, +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++. Our relationships with other people rely on openly speaking what we are thinking; and some fail because we do not say what we’re really thinking and leave the other person in the dark. You shouldn’t do all the talking, and you should ask about the other person’s feelings. 2. For fourteen years, she ran think tanks and seminars for business leaders… More about Susan Scott Instead, include everyone by saying “and”. Susan Scott; 2 The 7 principles of Fierce Conversations. “If we wish to accomplish great things in our organizations and in our lives, then we must come to terms with a basic human need: We must recognize that humans share a universal longing to be known and, being known, to be loved.”(Scott, 2004). Susan effectively uses the skills taught within her book, Fierce Conversations, while telling others about such conversations. 10. Then go for it! Weak Teams want agreement. Asking questions is priority at this point, only make statements to clarify or for further understanding. They probe assumptions, methodologies, and predictions. Am I doing everything I can to be and become the best person that I can be? Unconsciously, we end our conversations as soon as we initiate them, too afraid of what we might say or hear." Don’t worry about facing uncomfortable facts; just face them squarely and keep going until you find a solution that works for everyone involved in the project. G Scott believes that emotion is more important than logic. Want to get the main points of Fierce Conversations in 20 minutes or less? Here is a sampling of what others have said about the book and its author: “Scott maintains a consulting firm, Fierce Conversations, which provides leadership programs on creating positive change through powerful communication. That’s not easy because there are some uncomfortable things about yourself that you need to face in order to get the truth out of someone else, but when you can do it, people will trust you more and give better answers in return. Solve them as they come up, but don’t dwell on them or you … What about in other aspects of your life, such as relationships or finances–how do they compare with these values and how can they be improved upon? I was shockingly mistaken after reading the Preface. Fierce Conversations: Achieving Success at Work and in Life One Conversation at a Time - Kindle edition by Scott, Susan. Listening for the inner voice helps you connect with others in meaningful ways because they’ll feel like you’re listening to them as well. For example, if you don’t talk about your problems with your partner, it could lead to divorce or bankruptcy. However, some conversations require being uncomfortable in order to come up with a solution that works for everyone involved. How to expand and enrich conversations with colleagues, customers, friends and family members. The Ten Things Managers Need to Know fromFierce Conversations. This is one of the most important points when engaging in fierce conversation. Susan quoted Pat Murray directly to support her claim. For fourteen years, she ran think tanks and seminars for business leaders… More about Susan Scott Fierce Conversations Principle 2: Three steps to change and coming out from behind the curtain Open the curtain “Pay no attention to what is behind the curtain.” Such can be said about many people and organisations. If you’ve ever felt the need to have an important conversation, but couldn’t bring yourself to it, this book is for you. Susan dwells on the importance of if we really ask someone something; they will really answer in return. 2. Fierce Conversations is a must-have in today’s fast-paced world. 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. Intuition is not guesswork. Maybe things are good at home and work, but you still have to be careful with what’s being said in conversations because they can affect the outcome of those situations too. Lillian wrote, “People change and forget to tell one another.”  The degradation of relationships – whether it is work-related or private life – is due to the fact that people don’t communicate their change in thinking, living or viewpoint of reality. In “Fierce Conversations: Achieving Success at Work and in Life One Conversation at a Time,” author Susan Scott defines fierce as “robust, intense, strong, powerful, passionate, eager, unbridled.” Fierce conversations are meant for both personal and professional situations. Do the hard things right away, and they’ll be easier to do. Inviting other people to express their reality and then laying blame on them will give the impression that we didn’t really want to consider how things are in their eyes or how they interpreted things; and usually activates our defense mechanisms. Cover what you can and follow up later on the rest. Obey them’, Susan Scott states in principle five of her Fierce Conversations book.. Key Point 1: The truth is relative, and an organization represents the aggregate truth of its members. The starting point is a fierce conversation with yourself about your values and hopes, with enough time for silence within oneself before beginning to engage others. I’ll apply what I’ve learned in this book in my career by: 1. If you want to have a successful mineral rights conversation, then you should say what’s on your mind. 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