Applying the Decision Tree where applicable. I am starting to take part in a management role and it’s a new experience for me. I intend to apply this process where, and when, I can.

Susan compiled a short list of questions to help us come to terms with and interrogate our own reality. Some of these are: 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. 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” 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 madeWrap it up by having everyong distill their solution into one sentence, go around the table for everyone’s ideas Confront Your Toughest Challenge – Take the time to properly identify the problem or issue at hand. Dodging the problem or issue will do nothing but prolong the dilemma and allow the most extreme result to come of it. We tend to avoid difficult issues because they’re scary and uncomfortable. Yet, if you avoid the discomfort now, you will pay a bigger price later when the problems snowball into major crises and failures. Get the pebble out of your shoe now instead of limping around with it.

A Fierce programme will help all leaders achieve a working environment that values initiative, agility and risk taking. It will help leaders focus on results and proper accountability; with initiatives that are implemented effectively. Many other benefits include improved ability to attract and retain customers, more effective staff management and improved confrontation of attitude, performance or behavioural issues. Fierce is used around the world to develop global leaders, fit for the 21st century and its challenges.Gabe loves the outdoors and enjoys surfing, biking, and snowboarding, and especially hiking with his wife. Read More Susan begins the book by first establish the meaning of “fierce” with the reader. Fierce – meaning robust, intense, strong, powerful, passionate, eager and unbridled. Fierce conversations are the threshold of creating and maintaining a healthy relationship between ourselves and a boss, co-workers, family, friends or loved ones. These fierce conversations may even be able to mend relationships that are already deteriorating. The idea behind fierce conversations is to come to terms with reality. One person’s reality may be different than another person’s; it relies on truth, which it held by both people. No one has the absolute truth when it comes to a fierce conversation because both people’s perception of reality is part of the truth. Fierce conversations are designed to intensify relationships by interrogating the reality of both sides and ending them with conclusions that appeal to both observations. The phrase emphasized most here, and throughout the book, is “come out from behind yourself and make the conversation real.” The idea of this statement is to encourage people to take down any sort of emotional barrier or to challenge an avoided topic that needs to be discussed.

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. Christina brings over 10 years of finance and operations experience. She holds a Bachelor of Science degree in Accounting with honors from Colorado Technical University. She has been part of the Fierce tribe since 2014. Prior to joining Fierce, Geeta was with AT&T for close to 15 years handling multiple technology projects. Geeta holds an MBA degree from Robert Kennedy University, Switzerland in Information Systems and Entrepreneurship. She lives in Arizona with her husband and 2 sons. 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. Fierce conversation is not about mastering persuasion and convincing others to succumb to my personal way of thinking.We all tend to avoid or postpone things that make us uncomfortable. While that is natural, it is also counterproductive because we end up carrying around a burden or worry a lot longer than it would be necessary. Once the problem is named it is almost solved. Figuring out what the greatest issue is and dealing with it on the spot instead of floating it to undefinable times will ensure a much smoother path. Getting rid of the daunting agenda and staying current with those who are really important will bring a better vibe and a greater chance of success. Expressing emotion and empathy is a caring way to encourage conversation into resolution. The cold-hearted and careless approach is not favorable to lasting relationships with others, whether it’s business or personal.

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.Actively engaging myself in a healthy relationship with my co-workers by exploring fierce conversations and building relationships upon them. Susan dwells on the importance of if we really ask someone something; they will really answer in return. Showing complete interest in what another person has to say will not only produce the results you want, but it also encourages him or her to do the same in the future and establishes a strong relationship with that person. People’s realities are always changing. Establishing a relationship is the easy part, but maintaining such relationships is the difficult task. We must be willing to engage in fierce conversation on a regular basis to ensure that both parties understand where each is going and how their views have changed, if any have changed at all, because the conversation is the relationship. Susan relates conversations to being like a beach ball, which is divided in four sections and a different color on each. If we held the ball from our position with the blue section facing us, everything from our perspective will be blue but will be a different color from another person’s angle or point-of-view. 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. 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. What I like about this approach is that it’s like a coaching relationship – less boss and underling, more mentor and mentoree. And I think by encouraging managers to approach potentially difficult conversation as opportunities to learn rather than as opportunities to reprimand their reports, Scott reflects the changing landscape of leadership in today’s world.