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

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Remember that everything you say affects someone else emotionally, be conscious about how, when and what you say. Sometimes we make comments that may have caused someone to suffer emotional collapse, and also speak words of inspiration for someone later in life. Our words have a lingering effect (emotional wake) on the people we interact with. We, however, have no idea how another person to react to what we say, so it’s best to take your own personal precautions to be more conscious about others when we speak. Be prepared to deal with conflict if the other person does not react to your words as planned. Instead, try and reframe the conversation as an opportunity to explore the problem with the individual concerned and to discover ways to solve that problem together. By treating it as a learning exercise (for both parties) it will be a much calmer, more positive and constructive experience. Siegfried, D. (n.d.). Retrieved from Booklist Online: http://www.booklistonline.com/ProductInfo.aspx?pid=348057

Prior to joining Fierce, Gabe spent over 7 years at The Naval Center for Combat and Operational Stress Control, where he was responsible for understanding and enhancing organizational factors impacting performance among sailors and marines. Nonfiction Book Review: Fierce Conversations". Publishers Weekly. 2002-07-29 . Retrieved 2021-02-15.

Susan concludes this topic by discussing what she learned at an early age and called, The Decision Tree. The decision tree in my eyes was more like a map of delegation and consisted of four categories, which are: Leaf Decisions, Branch Decisions, Trunk Decisions and Root Decisions. The goals of the decision tree are: to identify clearly which categories decisions and actions fall into, to provide employees with a clear upward path of professional development, and to assist companies in consciously developing grassroots leadership within their organizations, freeing up executives to take on more challenging responsibilities themselves. An example of what to say if you have a secret concern..”It’s not that easy. I’m worryied that you’ll be put off by what I want to ask you, so I want you to know that I’m prepared to be dead wrong about this” Conversation = Relationship. Your conversations are your relationships. When you avoid something in a conversation, you limit the possibilities in that relationship. The more you withhold, the more you reduce your emotional capital and the potential scope of your relationships. At an organizational level, this affects whether you can attract and retain great customers and employees, which in turn determines how far it can build a sustainable competitive advantage. 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. 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?'

It’s not our thoughts or feelings that get us into trouble…It’s our attachment to them, our belief that we are right.” I discovered this book while browsing through the shelves at the Chapters bookstore at 401 and Kennedy in Toronto. As I flipped through the book I came across this snippet that mentioned a newly married couple. The first weekend the wife wanted to talk about their relationship, the husband relented. The next weekend once again the wife wanted to sit and talk about their relationship, the following weekend it was the same thing. Now the man began to wonder 'Hey this is not what I want.' 'What's going on?' There are the usual things you get in books like these. Scott spends a quite a bit of time telling you how great she is (something all self-helpers tend to do); her stories show a lap of luxury most would not relate to, and she probably gets people to draw out their stories to her because she’s not attached to the situation (a skill you would see from any bartender). If you want to build a ship, don’t gather your people and ask them to provide wood, prepare tools, assign tasks. Call them together and raise in their minds the longing for the endless seaSuccesses and failures don’t happen overnight. Our relationships, organizations, and careers are shaped one conversation at a time, until they cross a tipping point to suddenly bloom or collapse. A failed marriage or business comes from the cumulative effect of conversations you’ve had (or avoided) over months or even years. Reality is relative, not absolute. There are always multiple truths, as seen from different perspectives. The only way to get a full picture is to incorporate everyone’s views. Learn how to examine your reality, explore shared truths, investigate reality in 4 stages, and use the 7-step “Mineral Rights Model” to go deep and uncover reality. Principle 2: Stop Hiding and Start Getting Real Don’t take the conversation away from the other person and make it about yourself by adding your advice, experiences or whatever However on much thinking he realises 'The conversation is the relationship. The moment you stop have the conversation, the relationship comes to an end'.

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? Steve Gladis (April 19, 2012). "Book Review - Fierce Conversations". Learning Executive Blog. American Society for Training & Development . Retrieved June 22, 2012. Fierce Conversations has made its way into the conversation of Steven Covey, John C Maxwell and Ken Blanchard style self-improvement and business books. 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.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 Take Responsibility for Your Emotional Wake – Regardless of our wake being positive or negative, our wakes are larger than we realize them to be. Our emotional wake is the aftermath of what we’ve said during or after the conversation and how it’s affected the other person we are having a conversation with. She is a mother of two feisty and fierce girls and is married to her college sweetheart. Her passions are writing, reading, baking and exercise. Isn’t always helpful to ask the person with the most experience, rather the person with the best ‘vantage point.’ The person who is closest to the action or whatever, or who will be directly impacted by the diecisions made The speaker in this video gives direct quotes and elaboration on very important qualities of the book’s information. It is a very effective, but brief, overview of the book as a whole.