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).

You won’t articulate your needs to yourself, must less to your work team or life partner, until and unless you see getting your needs met as a reasonable expectation. What is the area that, if you made an improvement, would give you and others the greatest return on time, energy, and dollars invested? 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. In the workshop you will learn and practise seven principles of Fierce Conversations and discover how together with the 4 conversational models, they can transform your leadership skills, shake up your performance management, and transform the culture in your team and organisation.The ideas and action items provided in this book were thought-provoking and helpful; however, I felt most of the examples were tailored to readers in management roles at companies. I just couldn't relate to those ideas (hence the 4 instead of 5 star rating). 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. When leaders say or do something—be it a simple word of encouragement or a harsh criticism—they leave an emotional wake that continues to impact people long after the event.

Best Selling Books." Wall StreetStreet Journal, Eastern edition; New York, N.Y. [New York, N.Y]25 Oct 2002 Via Proquest.: W11. Some of the chapters were long and contained information that could potentially be a chapter of its own.The master teacher of positive change through powerful communication, Susan Scott wants you to succeed. To do that, she explains, you must transform everyday conversations at work and at home with effective ways to get your message across—and get what you want. In this guide, which includes a workbook and The Seven Principles of Fierce Conversations, Scott teaches you how to: