Challenge yourself to come out from behind your emotional barrier and speak to others in an equal emotional light and authenticity.Ĥ. Make the Conversation Real – don’t allow your personal wall to block who you truly are to others. Relationships will fail unless the other person expresses how they feel or what they’re thinking.ģ. Interrogate reality – challenge your employees and co-workers to express how they really feel, rather than locking everything up in a box and trying to ignore it. Encourage yourself to create a passionate and lasting relationship with someone else, or an employee, by relating to what they have to say.Ģ. Focus on being Fierce – Don’t focus on being the boss focus on the relationship between you and your employees. The Ten Things Managers Need to Know fromFierce Conversationsġ. Overall, Fierce Conversations is a very well-structured and thought out book. Susan gave many prime examples of common thoughts and situations that anyone can relate to. Fierce Conversations was written in clear terms in order to relate with the reader, along with an ingenious compilation of information to give great supportive structure throughout the book. This book was written very well, and has much humor at points in order to captivate the reader’s attention to our similarities. Without being a good listener, we cannot properly identify the issue and therefore progress with meaningless talking or blowing of hot air with little, to no, content. Susan emphasizes that if a topic is brought up by someone else, even though it may appear to be pointless or off-topic to us, it must be important to them or have some deeper meaning related to the issue at hand. 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. The Six Minute Book Summary of The Book, Fierce Conversations, by Susan Scott
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