What do you think about this? Let us know in the comments below!
I sense that many of us are ready for fierce energy and economy conversations, and that we all need to improve our conversational skills. To that end, this book is an excellent resource. If you read only one book to transform the gridlock, this is the one.
But a “fierce” conversation? Doesn’t “fierce” suggest menacing, cruel, barbarous, threatening? Sounds like raised voices, frowns, blood on the floor, no fun at all. In Roget’s Thesaurus, however, the word fierce has the following synonyms: robust, intense, strong, powerful, passionate, eager, unbridled, uncurbed, untamed. In its simplest form,
a fierce conversation is one in which we come out from behind ourselves into the conversation and make it real.
While many are afraid of “real,” it is the unreal conversation that should scare us to death. Whoever said talk is cheap was mistaken. Unreal conversations are incredibly expensive for organizations and for individuals. Every organization wants to feel it’s having a real conversation with its employees, its customers, its territory, and with the unknown future that is emerging around it. Each individual wants to have conversations that are somehow building his or her world of meaning.
If you are a leader, your job is to accomplish the goals of the organization. How will you do that in today’s workplace? In large part by making every conversation you have as real as possible. Today’s employees consider themselves owners and investors. They own their time, their energy and their expertise. They are willing to invest these things in support of the individuals, ideals, and goals in which they believe. Give them something real in which to believe.
What I’ve witnessed over and over is that when the conversation is real, the change occurs before the conversation has even ended.
Being real is not the risk. The real risk is that:
I will be known.
I will be seen.
I will be changed.