![]() My experience is that those who are best at using them grasp these principles make them their own and can improvise around them, like great blues musicians. These kinds of frameworks are helpful in establishing principles. Identify the part you play in the issue.Clarify what is at stake if the issue is not solved. ![]() Select an illustrative example of the issue.The second is a further seven phase structure for a potentially difficult or challenging conversation with someone else. What is the highest impact action you can take to change things? What are you committing to do and by when? When should I follow up on this with you?.What is the ideal outcome and, when this is resolved, what difference will it make?.How have you helped create this situation or issue?.What are the implications of nothing changes?.How is this currently affecting you? Who else is it currently affecting and how?.What’s the most important issue we need to be talking about today?. ![]() The first follows seven steps and is similar in pattern to a number of other, frequently used formats of coaching conversation. There are two main conversational frameworks in the book. Susan Scott, the author, has worked with CEOs and other leaders in some of the world’s biggest organisations across a wide range of countries and has set up the company Fierce.inc to further this work.Īlthough the title of the book might suggest a level of brutality, the fierceness really lies in the honesty which Scott requires the people she works with, her readers (and presumably her family) to have with themselves and the people they are connected to – at work and in their everyday lives. It outlines a range of conversation frameworks which people can have – both internal monologues or dialogues with colleagues, bosses, loved ones or clients. It’d been recommended alongside High Challenge, Low Threat by Mary Myatt, Leadership Matters by Andy Buck and Radical Candour by Kim Scott as a starting point for putting together a framework for the development of leadership in an academy.įierce Conversations is sold as “a way of conducting business, an attitude, a way of life.” Quite a claim. To begin with, I’ve recently been reading Fierce Conversations by Susan Scott. However, if there’s something you disagree with, then please let me know your thoughts. If that’s likely to bother you, I should stop reading now if I were you. ![]() It’s also likely that some of the ideas I reflect on are things you’ll think are just common sense or perhaps not even worth noting. Some of the lessons are, I think, useful reminders of things I knew already, some build on previous thinking, whilst others are new insights. Slow down the conversation so that insight can occur in the space between words.This is the first in a sequence of posts which I’ll call “Lessons from…” in which I’ll outline how a range of texts I’ve been reading inform my thinking. Memorable conversations include breathing space. Learning to deliver the message without the load allows you to speak with clarity, conviction, and compassion. The conversation is not about the relationship the conversation is the relationship. For a leader there is no trivial comment.
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