Customer Reviews

Fierce Leadership: A Bold Alternative to the Worst "Best" Practices of Business Today

5 star:		(26)
4 star:		(21)
3 star:		(12)
2 star:		(6)
1 star:		(2)

 

 

If you are fan of previous books in this type of "go against the grain" leadership genre - books like "First, Break All the Rules," "Made to Stick," "Predictably Irrational," "Slack," "The Starfish and the Spider," "Leaders," or "Stewardship," or even "Working with Emotional Intelligence" - you will not find much new here. Or at least I didn't.

If you are a big fan of benchmarking and going out to find "best practices" and then figuring out your strategy, basing your plans on what everyone else is doing versus what of that you can afford, this is THE book for you. Unfortunately, I'm not so sure you're going to be reading this review as another "best practices" book probably came out while I was writing this review and like moths to the flame, you've headed away to that glittering, glowing jewel....

For there rest of us, here is the ground that Susan Scott covers:

1. Moving away from 360-degree anonymous feedback to "365" days a year of face-to-face feedback

2. Hiring for smarts and emotional intelligence rather than just smarts

3. Modeling accountability and responsibility, not just putting them in a corporate ethics "agreement" required of all employees to sign

4. Moving away from employee "team-building" to actually being involved and supportive with your colleagues and your teams

5. Focusing on collaborating with your customers to create new products, better service, and better profits

6. Being transparent - not just in your decision-making and policies, but in getting feedback and input from your employees and your customers to acknowledge mistakes, change strategic directions, and so on

As you can see, if you're familiar with the list of books I noted at the beginning of this review, then "Fierce Leadership" is really just a regurgitation of those themes with Ms. Scott's personal take on them, her experiences, and her suggestions on steps to take in order adopt these themes.

And it is the latter that I believe is the real strength of this book - and where Ms. Scott shines - her step-by-step exercises and activities. There is little doubt that, for instance, by following her advice in Chapter 2 on hiring for smarts and emotional intelligence, you should get better employees and be a better leader.

I caution you to remember that 9 times out of 10, putting all of this into play is not just up to you. There's a whole host of other folks who are involved in implementing any one of these themes. And that's where we should all be cognizant that Ms. Scott is also a consultant, and can conveniently be brought in to help you get everyone in your organization on board.

Don't let this latter point detract from the book - just recognize that adopting these themes will require you to go against the grain, something that takes more than 306 pages of common sense.

To summarize, if you are unfamiliar with the list of resources I cited at the beginning of this review, then get "Fierce Leadership" - it will get you thinking in a new direction. If you've read many or all of the above, you'll not find much new here but may see Ms. Scott's book as a well-needed reinforcement on your journey to better business practices, better leadership, and better profit.

I'm a big fan of Susan Scott and Fierce Conversations. When I heard that Susan was writing another book, and that it would cover so-called best practices in business today, I was intrigued. When I read an excerpt from one of the chapters earlier this summer, I laughed out loud at how deftly she pointed out the problems caused by 360 degree reviews (which had been a source of much dysfunction at companies I had worked for). I couldn't wait to real more.

The rest of the book did not disappoint. Once again, Susan's fresh perspective and keen insight provide business leaders and managers everywhere with what they need to propel themselves into a new way of thinking and leading. Have the courage to read this book with an open mind and to fly in the face of commonly accepted business wisdom that's really anything but. Fierce Leadership should be required reading for MBA students and people in executive development programs.

I assumed this book would talk about common company initiatives that are ineffective, irritating or fail to ameliorate the admittedly mercenary attitude of the everyday employee.

For example I expected her to tackle common HR methods of interviewing or specific, sometimes lame, employee incentives. She does begin by pulling in the practice of anonymous feedback but later that appears to be just a cover for the author to discuss the practice of authenticity. Authenticity is a much needed commodity but it is not a company process exactly. It is an individual attribute which cannot be company mandated such as the processes of how you are going to go about hiring and firing. Cultivating the self-reflection to delve into one's own heart, acknowledging the truth of one's motivations, emotions and observations, then bringing those insights back into relationships through telling the truth in love - this is the practice of years, decades even. This is not a subject for which a few pointers can correct us if we go off course. I don't believe a company can create any form or method that is beyond the human ability to deceive. Either we have the desire for truth to pervade all aspects of our lives or we don't. Honesty is a measure of character and I think that this practice of authenticity is better seen through that lens of integrity than through the lens of how to get ahead at work.

Because you may be involved in a group where authenticity does not serve you well. If I am part of a group whose power structure is built upon denial, B.S. or outright deceit, then my practice of authenticity will not make my work life better. It just may make it hell. Folks who are into denial fight like tigers when their safe and secure modes of thinking are challenged. The author would have had my buy-in that she understood my life as an employee had she acknowledged that honesty amidst deceit may get you canned. Better advice might be if you find yourself in a workplace that is contrary to your character, integrity or simply your temperament you may need to quietly and competently look elsewhere for employment.

As the book continued I felt more cut off from the author as she laments the lack of personal responsibility demonstrated by so many. Indeed there are whiners but as a leader if someone comes to me with reasons for a failed initiative and I categorically label their behavior as "excuses", "playing the victim" or "failure to be accountable" then I have cut off my nose to spite my face. As an employee why be authentic with someone who will label me in such a manner? Additionally people feel badly when they fail or when a project is rough-going. Here may be an opportunity to extend compassion, brainstorm solutions and build relationship. I think Scott would agree but I don't see that side of her in the "get your act together" tone displayed in so much of this book. The continual admonishments to desist my dishonest whining start to sound as if the author imagines me, her reader, to be a complete git.

But the true gits are not reading this book. And have zero commitment to self-improvement. Inauthentic backstabbers don't perceive themselves as negatively as others experience them. It is a very competitive workplace, not everyone is mature, and you can easily find yourself up to your ears in a toxic environment. If it is you against this particular "world" the cost to you might be very great. Leaders who have spent years using denial and deceit as their predominant work relationship tool are not going to respond to authenticity well. By admonishing that it all begins with you Scott naively dumps the responsibility for change on to potentially just a few people in the organization.

Scott is a leader in her company and can shape her companies tone to suit herself. Like so many books about the business life it is as if Scott has viewed too many TV sitcoms depicting work as the place where I draw my need for relationship and fun. Sometimes it is a job not a career. I don't carry any judgment on those folks. But I also see that they have different concerns than ushering in a brave new world.

I wish the author had lopped off the first four chapters of the book. The last two chapters concerning customers, connection and getting groups within your organization to work together more realistically contain intriguing insights and suggestions. The brash tone becomes an informed conversation with the reader. As I read those last chapters I began to glimpse that she indeed does have a methodology about workplace relationship, one that got obscured by the initial choice of subject matter earlier in the work.

I enjoy reading about business culture and if you do also you may enjoy Scott's energy and bravery in even bringing this discussion of corporate authenticity and dishonesty to the table. The writing is punchy and quick. You can skip around without losing the thread. Just remember much of this work is opinion. She has earned her right to her opinions and they are worth a look. But as with any self-improvement tome, consider but don't swallow whole.

Fierce Leadership: A Bold Alternative to the Worst "Best" Practices of Business Today This book challenges the leader in each of us to go beyond what others have identified as `best' practices of leadership and to ask ourselves if they are working. Are we getting the results we want to achieve for our organizations, and in our professional lives...and unfortunately the answer is often no. The great part about this book is that Susan Scott gives us the skill to `spot the tells' (squid eye)in order to identify how these `best' practices are derailing us and then offers us alternatives to get back on track. It's time for a new look at leadership and this book delivers.

Fierce Leadership is an absolute must read. As a reader of leadership books by the dozen, this one truly stands out. Why? Because it has a point of view, supported by tangible examples and forces the leader in each of us to truly analyze how we "lead". Susan has an uncanny ability to draw a reader in with incredible syntax, push them indirectly to stop and ask themselves the tough questions, while simultaneously mixing in authentic humor. I would only recommend this book if you are serious about changing your mental model around leadership. Fierce Leadership will stimulate thought; and more importantly, help guide action that if one chooses to embrace, will produce overnight effectiveness. Buy this book, get your highlighter and commit to holding yourself able!!!

I just got my book last night. I couldn't put it down. I had read Susan Scott's first book Fierce Conversations several years ago and was thrilled to hear she had a new book coming out. Her first book Fierce Conversations really changed my life and the results I was able to achieve at work. This book, Fierce Leadership does not disappoint. Ms. Scott's sense of humor and candor prevail. This book is a delight and is long overdue to the business world. As a person who has worked in several different major corporations over my lifetime, I must say, I have seen leaders and organizations fall into common traps. These organizations and leaders get trapped by the trendy popular fads in business leadership or Organizational Development to the detriment of what is the right (and often harder) path to take. Some of the traps Ms. Scott identifies are: the overuse or sole use of the 360° Evaluation to give feedback, the practice of 'holding people accountable' and my favorite, 'legislated optimism'. Ms Scott blows the top off of these and others and in the meantime, gives practical methods for discovering where you may have issues in your own organizations and how to overcome them. This book is a wonderful compliment to her first book and a "sequel" that this reader has been waiting too long for! I highly recommend this book and her first one if you haven't had the pleasure of reading it.

While the title is somewhat misleading (it's about authentic, productive conversation rather than leadership) the author is passionate about her ideas. To "uncover" the capacity to be candid and thus productive, she suggests that corporate employees have "guts and integrity."

Towards that end she advocates open, in-person conversations. Transparency. Collaboration. She adjusts the best practices as many "against the grain" business writers, leaders and professors have been doing in recent years.

Reflecting her clientele, Scott writes for those who work in large corporations where practices like anonymous360 Degree Feedback and other formalized rituals are more likely to take place. Of course the option to be anonymous engenders scummy behavior by some as anyone knows who visits a blog, social network or other entity that allows people to comment without providing their real name.

She provides a helpful five-step business practice and worksheets to help you "evolve from the 360-Degree Anonymous Feedback practice to honest face-to-face conversations."

She cites as wrongheaded other "best practices" including'"Hire smart people" (hire smart and emotionally intelligent people) and'"Hold people accountable" (model accountability). As Stanford professor Bob Sutton wrote, "You get what you expect from people."

Sutton also wrote, "Getting a little power can turn you into an insensitive self-centered jerk." Top management, she notes, tends to put a positive spin or an overly rosy cast on mistakes made at the top or changes in policy that employees won't favor - a behavior Scott dubs "legislated optimism." Quite properly she advocates "radical transparency" by following these rules:
* Giving employees all relevant financial information.
* Give employees training to understand the financial information
* Give employees responsibility for the numbers under their control
* Give employees a financial stake in how the company performs

She advocates open, in-person conversations. Towards that end she provides a helpful five-step business practice and worksheets to help you evolve from the 360-Degree Anonymous Feedback practice to honest face-to-face conversations.

As an entrepreneur and former business journalist I take for granted that I must (and want) to be transparent, candid and authentic to succeed in my work and to be proud of it. As I don't have a boss to worry about other than myself (a worry sometimes) and I "supervise" five virtual workers I have different challenges. If I don't have what Scott brands as `fierce" conversations - that is clear, candid and timely -I will obscure my differentiating value to them - the customers and the talented people I hire.

Having consulted in companies I do see the legitimate concerns people do (and should) have about candor. I agree with her that corporate culture (like all large institutions) tends to reinforce the over-use of jargon, reward bosses who tell subordinates what to do rather than giving them a goal and letting them chose how to meet it, etc. That's the nature of the beast. Yet Scott is so passionate and interesting as a writer that I was beguiled by the spirit and core message behind her ideas - authenticity pays off in productivity and morale. Oh yes. From her fans I understand that this practical message hits home to many.

For insights on working well with others in this increasingly connected and competitive world, I have found helpful Marcus Buckingham's Now Discover Your Strengths, Ori Brafman and Rod A. Beckstrom's The Starfish and the Spider, Bill George's True North, Bob Sutton's The No Asshole Rule, Douglas Stone's Difficult Conversations, Kerry Patterson's Crucial Conversations and Mark Goulston's Just Listen.Now, Discover Your Strengths
The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations
The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't
Difficult Conversations: How to Discuss what Matters Most
Crucial Conversations: Tools for Talking When Stakes are High
Just Listen: Discover the Secret to Getting Through to Absolutely Anyone

Susan's book is like the "girly" relationship jokes you see in "guy" movies. The "let's talk about our feelings and relationship" things. Not that she doesn't have a point on some of what she says with attractive ideas, but the book falls flat for the lack of actual, real-world results-and-performance examples.
This is a business book and therefor requires a bottom line. Don't give me warm and wonderful sounding theories, give me proof of some companies that saw an increase in profit, sales, employee morale and customer retention. Add some cold hard facts, please, otherwise its all useless.

Ms. Scott touches on many basic points well, but this book comes across as more of a pitch for her consulting business than as a 'stand-alone' work.

I rather looked forward to this book, as I've been in both predominantly male, and predominantly female organizations, and had good and bad female and male bosses, but I hadn't read much on leadership by women.

I didn't see much that was particularly brilliant, but a lot that was competent and well packaged. Ms. Scott turns a nice phrase and uses vivid imagery, but in the end, it boils down to "deal with people (superiors, subordinates, and customers) openly and honestly, don't tolerate stupid, put the customer first". Several times, she stresses the need for 'after action reviews'; going through the 'what was the plan, what happened, what do we do again, what do we avoid, how do we do better' drills. This is a powerful tool in a healthy organization, and seldom gets as much attention as Ms. Scott gives it. However, I'm not certain the aggressive, confrontational attitude she preaches would work well for middle-managers who want to retain their positions. A boss advocating this book as a model might go looking for a new model in short order, if she or he gets feed up with having every decision challenged. This is more a reflection of disfunctional people and organizations than a criticism of the book itself.

My reservations about this book came to a head when Ms. Scott recommended doing away with jargon and buzzwords. This from a author whose book uses "fierce", "squid eye", "mokitas", radical transparency", and "customer centricity" with gay abandon. All these words an expressions are the sort of things that poor managers (bad leaders) latch onto and parrot until it becomes a cruel joke on the employees. Very quickly, words and phrases like these become an indication that the (bad) manager is about to blame someone and met out punishment.

I'd approach this one with caution. It would be very easy for it to be cited as a justification for some really ill-considered management.

E. M. Van Court

I cannot say that I found this business book to be particularly original, but author definitely makes it up with her sparky personality. She is open, direct and honest in her assessment on what is wrong with leadership today and how can it be improved. Ms. Scott outlines basic rules of business success: forget about anonymous feedback face the challanges directly in face to face conversations with employees.

What employers have to understand is that it is not enough to hire people who graduated from certain schools - what matter is that hires have a certain degree of empathy towards their co-workers and customers. Enabling employees by leading by example is a way to lead. Accountability for one's actions goes across all organizational levels. Having employees actively engaged in business development, operational improvement and excellence will diminish any notion of non-inclusion.

I do not agree with author's notion that there is not such thing as CRM (Customer relationship management) tool. As someone who works in technology and understands variety of CRM tools, I believe that like most technology solutions, when properly implemented these solutions can be of tremendious value to customer relationship builing, sales increase in organizaton and successful takeover of market share.