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Home >> By Title >> Fierce Conversations

Book Summary Preview : Fierce Conversations

This article is based on the following book:
Fierce Conversations
Achieving Success at Work & in Life, One Conversation at a Time.
By Susan Scott
Berkley Publishing Group, 2004
ISBN 0-425-19337-3
287 Pages

The Big Idea

Have you ever had conversations that ended up in arguments, dispute or broken relationships? How about conversations that lead you to an "Aha!" moment or one that gives you the job you are seeking? Conversations are the backbone of any relationship - with colleagues, with business partners, with friends and families. It succeeds when you get your message across, it fails when you are unable to communicate your ideas and feelings well.

This book shows you how to transform everyday conversations into effective and powerful tools to get your message across. It guides you on how to make more dynamic and more effective interactions "one conversation at a time."

The Idea of Fierce

Fierce conversations do not mean cruel, brutal or angry conversations. It means powerful or intense conversations. According to the author, it means "one in which we come out from behind ourselves into the conversations and make it real." It simply means telling what you really feel and being real.

You will be taken step by step through the 7 principles of fierce conversations. These are guides in transforming relationships one conversation at a time.

Principle 1: Master the Courage to Interrogate Reality

The only permanent thing in this world is change. Markets and economies change requiring a shift in business strategy. People change, relationships change. You must be open and acknowledge the changes that occur around you.

Have you ever been in a meeting where no one expressed his opinion when asked? Have you ever been afraid to offer your view on a strategy on the premise that it will be shot down or it will be the cause of conflict? Most companies and relationships fail because people don't really express what they feel, and what they really are thinking. People are simply afraid to tell the truth.

In reality, most companies and leaders want to hear the truth, even if it is harsh. Knowing the truth can help the individual, as well as the company, realize faults, and mistakes. Knowing the truth stimulates growth. Unfortunately, while telling the truth is the grand simplifier, telling the truth is not that simple.

Each individual owns a piece of the truth about a relationship, a company or an event. How then can you interrogate and get to the truth or the reality? There are three simple steps:

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