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I believe in helping people realise their full potential within the organisations and communities in which they serve. When I read this passage, I took a moment to reflect on typical conversations that I have in my own life. Pay close attention to the speaker when listening; listen not only for the content but for emotion and intent. Tackle your toughest challenge today. Being a reasonably strong N, I couldn’t agree more…. A majority of the social fabric of our lives is fragile because we are not truthful with our friends. Caroline Sherwood offers her reflections based around the seven principles of Susan Scott's Fierce Conversations. Thus, I have learned from experience that it is not always safe to express my private thoughts, even though many of these thoughts are insightful and could be immensely valuable to many of my interactions. Study Guide: Fierce Conversations: Achieving Success at Work & in Life, One Conversation at a Time, by Susan Scott . Students were asked what part of the fifth chapter, dealing with the principle of obeying one’s instincts resonated most with them. The book begins by establishing that “fierce” means honest and authentic, not savage or aggressive. I use the question and the notion of Scott’s principle to consider what it means to trust my instincts and be the CEO of the entity for which I am most accountable: myself. This has me thinking about the extent that we take responsibility for our thoughts and actions, rather than attributing our challenges to people or situations outside of ourselves. Obey your intuition. Obey them’, Susan Scott states in principle five of her Fierce Conversations book. Our new eBook is now available! Scott proposed that we bring our private thoughts into neutral territory by removing any attachment to the thoughts as being right or wrong, but rather we accept that our thoughts just “are”. Below is the response that Gabriel Rossman submitted. Our private thoughts are those we think but do not say, our assumptions and judgments. My day job role is as a Community Manager for an innovation hub, developing capacity, capability and resiliency in individuals and local communities through entrepreneurship. Fierce Conversations: Achieving Success at work & in Life, One Conversation at a Time Susan Scott (Fierce, Inc.)Berkley Books, 2002. Below are the responses of Nate Campagne and Aditi Kini. A way of conducting business. The conversation is the relationship, and – while no single conversation is guaranteed to change the trajectory of a career, a company, a relationship, or a life – any single conversation can. "Fierce conversations are about moral courage, clear requests, and taking action. Fierce Conversations: Achieving Success at Work & in Life, One Conversation at a Time: Scott M D, M D Susan Craig, Scott M D, M D Susan Craig: Amazon.com.mx: Libros Susan Scott discusses her top three tips when engaging into "Fierce Conversations" and what to be mindful of when doing so. These conversations are powerful, impactful and transformative. Scott notes: “We get into trouble when we ascribe motives or when we determine the “truth” thirty seconds into a conversation and inject our opinion, under the misapprehension that we are on track; that we know what is really going on. People tend to fear real conversations because it leaves them vulnerable. These are guides in transforming relationship s one conversation at a time. One major reason why I do not commonly express my private thoughts is that I am opinionated and argumentative—I am not good at facilitating conversation, and instead tend to simply assert my opinions in order to challenge others. You will not always have the information you need, the leadership you desire, or the people necessary to achieve your vision and goals for your life. Seven Principles of Fierce Conversation Principle 1 – Master the courage to interrogate reality: No plan survives its collision with reality, and reality has a habit of shifting, at work and at home. 1 Master the courage to interrogate reality.® 2 Come out from behind yourself, into the conversation, and make it real.® Fierce Conversations is organized around seven core principles. When things go wrong, it is never appropriate for the CEO to say “I didn’t know” or “No one told me”. Scott acknowledges that there are some people who are “difficult” to talk to, but this difficulty can be easily rectified by allowing your own beliefs to change a little, by modifying your way of talking to them. A way of leading. In my daily life, I often find myself repressing and ignoring the running commentary of private thoughts that I constantly experience; often, I am frustrated and feel as though, by not expressing my private thoughts, I am not fully present, not bringing my total attention or my most true self to my interactions. Chapter 5 of Scott’s “Fierce Conversations” was profound and bursting with many insightful, practical observations that resonated with me. Obey them’… unless you’re an “S” and have no “N”. Conversations are relationships. Scott would likely say that life works just like this beach ball; people have different truths and the only way to interrogate reality is to get everyone, including oneself, to put their truths forward and discuss them fairly. We are guaranteed to offend when we present our impressions and interpretations as the truth.”. Are you CEO of others, and are you CEO of you? 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