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

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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?” While no single conversation is guaranteed to change the trajectory of a career, a company, a relationship, or a life, any single conversation can.”

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. Fierce Conversations: Achieving Success at Work and in Life One Conversation at a Time is a self-help book written by Susan Scott, founder and CEO of Fierce Inc., about how to have a difficult conversation. [1] Content [ edit ] You know you need to sort the problem but facing it head on is scary. Maybe you’ve had similar conversations in the past that didn’t go to plan.The quality of our lives is largely determined by the quality of the questions we ask ourselves—and the quality of our answers.” Notes from the book- overall the book has good ideas but was not about fierce conversations until about chapter 7. Better idea than was executed You cannot have the life you want, make the decisions you want, or be the leader you are capable of being until your actions represent an authentic expression of who you really are, or who you wish to become.”(Scott, 2004) A life-affirming primer for moving us toward the conversations we need to have most.”—Doug Stone, New York Times bestselling coauthor of DifficultConversations

In this situation a boy was ignoring his date by talking to another person, and thedate didn’t get angry she just explained that she felt like she had to compete for his attention. 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 Fierce Conversations, Inc is a company that works with business and industry CEOs to help them be more effective leaders and build more effective teams. Over the years, workshop attendees encouraged Susan Scott, the CEO of the company, to publish a book to spread her message and help more people engage in “fierce conversations.” To clarify, “fierce conversations” are not yelling, screaming, throwing matches. They are not verbal battles. “Fierce conversations” are robust, intense, passionate, authentic dialogs that seek to build, educate, and improve the people involved in them. They are linguistic lessons. According to Scott, “fierce conversations” adhere to several principles: One constant in Joe’s experience is achieving objectives by developing great talent. He has been a colleague, coach, and trusted confidante to co-workers from the front lines to the board room. Joe serves as Vice Chair of the Board of Directors for the school district in his community.What was learned? – use this point to make understanding on how the issue being discussed will be resolved and the methods for achieving resolution. Make an agreement – make an agreement with the person and determine how you will hold each other responsible for keeping it. When speaking to people one-on-one to resolve an issue, it’s important to have a well-planned and thought out opening statement which, as Susan suggested, should last 60 seconds. Susan stated that there are ten components of the confrontation model, and they are: