Fierce Conversations: Achieving success in work and in life, one conversation at a time

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Susan dwells on the importance of if we really ask someone something; they will really answer in return. Showing complete interest in what another person has to say will not only produce the results you want, but it also encourages him or her to do the same in the future and establishes a strong relationship with that person. People’s realities are always changing. Establishing a relationship is the easy part, but maintaining such relationships is the difficult task. We must be willing to engage in fierce conversation on a regular basis to ensure that both parties understand where each is going and how their views have changed, if any have changed at all, because the conversation is the relationship. Susan relates conversations to being like a beach ball, which is divided in four sections and a different color on each. 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. I was struggling in my most important relationships. I wasn't about to just give up, so I tried to fix them. I blundered around for a bit because, while I had worked up the courage to have the conversations I needed to have, I didn't know *how* to have them. I realized I needed help to not only have the right conversations, but to develop the tools to have them effectively.

As you pay attention to what you are thinking and feeling, start to act on what your inner voice is urging you to say or do. Remember: your thoughts and feelings are neither right nor wrong, they simple are. Pay attention not as a means to an end-to be likes or to make the other person feel liked or understood-but as a new way of experiencing yourself and others Allow time for clarifying questions (don’t let solutions providers jump in with ideas too early in the process) 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?” 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'". Perhaps due to a misunderstanding of the book, they have the wrong kind of conversation. [7]The quality of our lives is largely determined by the quality of the questions we ask ourselves—and the quality of our answers.” The more you apply these principles to your conversations, the more you will see a transformation in your romantic relationship.

Root Decisions:Make a joint decision with the input of many people. If poor decisions are made, it could potentially harm or destroy the organization in the long run. One major aspect though is the author does assume an educated audience who are confident and mentally healthy. She doesn't really cover the problems of low self esteem or mental instability as factors in conversation. Her talk eloquently speaks to the growing education issues in our country and how kids’ big dreams deserve high expectations. She contends it starts with grownups’ willingness to learn from children as much as to teach. Don’t take the conversation away from the other person and make it about yourself by adding your advice, experiences or whatever Focus on being Fierce – Don’t focus on being the boss; focus on the relationship between you and your employees. Encourage yourself to create a passionate and lasting relationship with someone else, or an employee, by relating to what they have to say.Fierce conversations are sometimes hard to have because of the courage they require, but they don’t have to be frightening, cruel or threatening. You can’t build a deep relationship without understanding the other person. Be fully present, use regular one-to-ones to connect, and use the “decision tree” to give everyone more autonomy and freedom for decision making. Principle 4: Confront Your Toughest Challenge Now Story about how her boss asked her input when she was a baby employee, and she sensed he was really listening and wanted to know what she thought, and that made her give her best answers, to feel valued, etc etc. He really asked, she really answered, both feel validated 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. Fierce conversation is not about mastering persuasion and convincing others to succumb to my personal way of thinking.

You are a magnificent human being full of your own unique experiences, perspectives, and beliefs. It is up to you to utilize your wide range of talents, thoughts, and ideas to speak your truth as authentically as possible. Branch Decisions:Make the decision and act upon it. Report the action(s) taken at regular daily, weekly or monthly intervals.

The 7 principles of fierce conversations

When not at work, Corey can be found at her Alma Mater, University of North Texas, serving on the Letter Winner’s Board or coaching select elite high school basketball teams in various tournaments around North Texas. Her favorite quote and life moto: “If it is to be, it is up to me.” Corey holds an undergraduate degree from the University of North Texas, and a MBA for LeTourneau University.

When leaders say or do something—be it a simple word of encouragement or a harsh criticism—they leave an emotional wake that continues to impact people long after the event.

SUSAN SCOTT RELEASES REVISED AND UPDATED FIERCE CONVERSATIONS

Designing and delivering training for peers working with CEOs in 18 countries, Susan developed a sharp eye for what works and what doesn’t work in building profitable organizations. How is this currently impacting you? Who or what else is being impacted? Ask what else a bunch of times, probe feelings. When you consider these impacts, what do you feel? Similar to having the courage to interrogate your reality, you must have the courage to hunt down the problems that are giving you the most discomfort and bring them to the surface to be dealt with. Some of the chapters were long and contained information that could potentially be a chapter of its own.