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

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Scott does a great job of cutting through the noise of fancy programs and the next hot thing that often takes hold of organizations and really centers her book on how our conversations with ourselves, our family, and our colleagues can create organizational change and freedom if we have the courage to delve into reality. If someone disagrees with your idea, don’t defend your idea, but say, “tell us more, help us understand your thinking” That’s why, so often, people avoid having them at all. They get someone else to do it. Or they move the offending employee into another team or department to become someone else’s problem. Include: the issue, a specific example, your emotions about it, clarify what is at stake, identify your contribution to the problem, indicate you wish to resolve the issue, and invite the person to respond

Working with our brilliant facilitator team,you’ll not only make the connection between conversations, relationships and success but you'll also master team conversations, coaching conversations, confronting conversations and delegation conversations.Jaime brings more than 10 years of expertise as a Sales and Marketing professional and has been a leader at Fierce for the past 5 years. She holds a Bachelor of Fine Arts degree from Cornish College of the Arts.

Let Silence Do the Heavy Lifting – Allow silence when having a conversation; the more important the topic, the longer the silence. When we allow a moment of silence in between some of the things we say, it will allow the words to sink in. Best Selling Books." Wall Street Street Journal, Eastern edition; New York, N.Y. [New York, N.Y]18 Oct 2002: W9. Via Proquest. Fierce Conversations has made its way into the conversation of Steven Covey, John C Maxwell and Ken Blanchard style self-improvement and business books. However on much thinking he realises 'The conversation is the relationship. The moment you stop have the conversation, the relationship comes to an end'. I have been processing this book in conversation with a couple of friends and my wife. I think that the highest praise that I can give this book is that it provokes self-reflection and an honest assessment of the ways that I can improve as a leader. It simultaneously honours and solidifies things I know about myself and my leadership while pushing me on to consider how I can grow and develop for the future.Branch Decisions:Make the decision and act upon it. Report the action(s) taken at regular daily, weekly or monthly intervals. 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. Allow time for clarifying questions (don’t let solutions providers jump in with ideas too early in the process) Once you practise candour - paired with intelligence, passion and skill - your possibilities will be expanded. This new candour will fundamentally change you and your organisation. Don’t take the conversation away from the other person and make it about yourself by adding your advice, experiences or whatever

It is important stuff, of course, and though the subject is eternal, Scott is deserving of her fame. We should pursue Fierce (think Fierce Conversation as in Sasha Fierce not as in Crossfire) Conversations, and if you need help, Scott gives you the tools you need. The experience of being understood, versus interpreted, is so compelling, you could charge admission 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] If things become uncomfortable, Scott says, don’t steer away from the issue at hand. Don’t get distracted or go off topic.Corey is excited to join the leadership team at Fierce to further evolve how the world successfully communicates and elevates one another, one conversation at a time. The vast majority of leaders tend to hold out hope that marginal employees will magically transform themselves overnight into high performers.

Fierce conversation is not about mastering persuasion and convincing others to succumb to my personal way of thinking. At Fierce Inc., Beltran has taken the reins as CEO to lead the company in becoming one of the most innovative firms in the communication and leadership training space. Rolling out 3D training, metaverse initiatives, and multiple apps designed to take the company with its 20-year foundation built from the iconic book, Fierce Conversations (which sold nearly 1 million copies) by its founder Susan Scott, into the future of corporate training. What might you be pretending not to know? (If your answer s 'I don't know', ask 'What would it be if I did know?' Use the questions – and the answers you receive – to provoke learning. “How are you going to prevent this happening again?” “What support do you need?” “What can I do to help?”Inquire into your partner’s views – this is the part where listening is most important. Asking questions is priority at this point, only make statements to clarify or for further understanding. Since joining Fierce in 2017, first as CFO and later as CEO, Beltran has leveraged his love for technology, finance, and communication, as well as his education that includes an MBA from University of Michigan and certificates in programs from Wharton and Harvard, to develop an integrated approach for Fierce that has had clients and the rest of the industry noticing. Fierce Inc. has worked with over 60% of the Fortune 500 companies, won multiple awards, put together a series of strategic partnerships, and has been featured in the likes of CNBC, Fortune, Wall Street Journal, Forbes, Fast Company, and HR.com where he also serves on their advisory board. Sometimes, no amount of research or fact-finding can help you to answer questions like: “Is this right or wrong?” Listen to your inner voice. Chances are, you already know the answer deep inside. Be prepared for how they might deflect the issue onto someone else. Respond by saying, we are here to discuss how your actions affect blah blah