Leading Change, One Conversation at a Time

Business is fundamentally an extended conversation. Whether you're speaking with your boss, team members, colleagues or direct reports, conversations shape what gets done.

As a leader, you must engineer conversations to foster clarity, cooperation, creativity and a connection to company values.

Sadly, the quality of many work conversations borders on mediocrity and/or boredom, with meaning and connection reserved for personal conversations.

Fierce Conversations
In her books, Fierce Conversations and Fierce Leadership, consultant Susan Scott explains that the word "fierce" doesn't imply menace, cruelty or threats. In Roget's Thesaurus, the word fierce is associated with the following synonyms like robust, intense, strong, powerful and passionate.

"The simplest definition of a fierce conversation is one in which we come out from behind ourselves, into the conversation, and make it real," Scott writes.

Some people, however, are intimidated by the idea of talking about what's real because it requires raw honesty and vulnerability. In truth, it's the unreal conversations that should scare us because they never address what needs to be said, cost organizations untold fortunes and limit individuals' career advancement.

While politeness and constructive criticism matter, they should not come at the expense of meaningful interactions that explore diverse perspectives and competing recommendations.

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