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

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Prior to joining Fierce, Ed was Head of Finance with large multinational organizations, such as Agilent Technologies, Avnet Inc., PricewaterhouseCoopers, and Arthur Andersen, as well an advisor to start-ups and early-stage companies. The conversation is not about the relationship. The conversation is the relationship. Each of us has talked our own particular universe into existence." 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:

In the workshop you will learn and practise seven principles of Fierce Conversations and discover how together with the 4 conversational models, they can transform your leadership skills, shake up your performance management, and transform the culture in your team and organisation. The quality of our lives is largely determined by the quality of the questions we ask ourselves—and the quality of our answers.” This chapter started with a quote by Lillian Hellman to support the idea that people, and their interpretation of reality, is always changing. 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. If we want to ensure the lasting of relationships, we must first consider someone else’s reality as part of ours. 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.It’s not our thoughts or feelings that get us into trouble…It’s our attachment to them, our belief that we are right.” 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. 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 These previous seven principles that Susan elaborated on in Fierce Conversations are the basic tools needed to engage in fierce conversation with other people. Although some may be difficult to follow at times, they are certainly important to consider for the sake of your organization, personal relationships and yourself. Fierce Conversations is a must-have in today’s fast-paced world.

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. 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. Ground truth-military term. Refers to what’s actually happening on the ground vs the official tactics Example- a guy leaves a company, his boss is upset because he was about to promote him. The boss realizes his mistake- “I didn’t tell him I loved him, I thought he knew”

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 According to Corey, creativity, adaptability, and resilience are the keys to success. Through the lens of this philosophy, she ardently seeks to share these principals in her personal and professional Fierce community. Her commitment and passion to see her team and her clients succeed is her unrelenting mission. “We must grow and evolve every day to excel through our past to our future. The past is over, the future starts 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 Some of the chapters were long and contained information that could potentially be a chapter of its own.Think about when you are not that thing, and recognize multiple realities about how each of us show up in the world, not just when we are at our best.

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. 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 Edward Jason Beltran is a contributor to Forbes and Fast Company and is the architect of what some media have referred to as one of the most important employee wellbeing initiatives in recent years – the disruptive app Pulse by Fierce, due to be released in fall of 2022. What’s the most potent step you can take to begin to resolve this issue? What exactly are you committedto do and when? When should I follow up with you?Listening more, and talking less. Listening to what others have to say and devoting my full attention to them is most important. I will try not to engage myself in “versations” any longer. Your biggest challenges are rarely about other people; they’re almost always about you. That’s because we see others as we are. We don’t hear what others say; we only hear our stories and interpretation of what they say. Likewise, others hear what they think they hear, not necessarily what we intended.