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Fierce Leadership: A Bold Alternative to the Worst "Best" Practices of Business Today Kindle Edition
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“Fierce and chock full of fresh ideas! A great read for anyone who leads… and that’s just about all of us.”
-Lois P. Frankel, Ph.D., author of See Jane Lead
"Susan Scott answers one of the most compelling questions in business today: “why are healthy companies so sick”. For executives leading their organizations through a global economic crisis of this magnitude, Fierce Leadership provides a critical new roadmap.”
-Cos La Porta, senior vice president, International Operations, Starbucks
“Scott’s unique combination of business expertise and bold imagination will re-energize leaders, employees, and managers alike.”
- Professor Stewart D. Friedman, Wharton School, University of Pennsylvania, and author of Total Leadership
“You can start using these ideas tomorrow. Hell, you can start using them today. Susan Scott shows why the received wisdom is wrong, and how we can get it right.”
-Doug Stone, co-author of the international best-seller Difficult Conversations and Lecturer at Harvard Law School
“Susan Scott cuts through a lot of jargon and commonly accepted ideas and offers up spe...
Question: The title of your book is Fierce Leadership. Can you tell us what you mean by "fierce"?
Susan Scott: In the dictionary there are several definitions for almost every word and when I ask people to put a positive spin on the word "fierce," people suggest: passionate, bold, robust, unbridled, strong, intense, powerful. That’s why I use the word "fierce"--it wakes me up, it’s exciting, it sounds bold, it sounds passionate. It doesn’t sound boring or careful or dull or controlled.
That’s what I mean by the word "fierce"--and "fierce leadership," of course, is all of those things. In martial arts, senseis have a saying, "You are always practicing something; the question is, What are you practicing?" Fierce leadership is a practice, a way of life, a way of thinking and behaving that a leader can bring into his or her life everyday. In Fierce Leadership we are pointing out some so-called "best practices" of leaders today and showing that they are actually far more problematic than they are positive and providing an alternative.
Question: So if some of today’s most widely accepted business practices are wrong-headed and ineffective, why do we insist on clinging to them?
Susan Scott: Well, we are very used to the over-parsed, acronym riddled corporate way and somewhere along the line someone suggested these as best practices. "Best Practices" is a widely used term to describe the best techniques or the best methods that are in use in a company, a field, or an industry. Unfortunately, companies often confuse the latest or the trendiest with the best and lock onto these practices. The best practices of one era are often superceded by the even more ludicrous fads of the next.
There is a direct link between leadership practices and results. We need to develop the ability to spot the "tells" that let us know that our practices aren’t working and, in fact, are getting us the opposite results from what we want. A fierce leader is someone who had acquired Squid Eye.
Question: What is Squid Eye exactly?
Susan Scott: It’s the ability to see the Squid while he is blending into his natural environment. The ability to see him just being himself, even when he doesn’t want you to see him, even when he is hiding. Having Squid Eye means you see many things others cannot and do not see. It’s like having sight in the presence of the blind, you are a selective and efficient information gatherer. This is what Squid Eye really means. So for a fierce leader, with Squid Eye, they begin to spot the tells that let us know that these "best practices" aren’t working.
Question: Another thing you stress is the value of relationships and conversations in business. Why are relationships so important for our careers and our bottom line?
Susan Scott: There is a bold and, I feel, compelling line between leadership and fierce leadership. You cross that line once you begin to understand and act on the central premise of everything fierce, which is If you want to become a great leader you must gain the capacity to connect with your colleagues and customers at a deep level, or lower your aim. So, whether your goal is to improve workplace relations or gain market share, your most valuable currency is not IQ, it’s not the ability to build a really cool power point deck, or analyze a case study or write a white paper. Your most valuable currency is emotional capital. And this is far from a naive, feel good notion; it is really good business sense. In fact, I am proposing that human connectivity, as opposed to strategy and tactics, is the next frontier for exponential growth and the only sustainable competitive edge.--This text refers to an out of print or unavailable edition of this title.
- ASIN : B002OK2OQ2
- Publisher : Currency; 1st edition (September 9, 2009)
- Publication date : September 9, 2009
- Language : English
- File size : 2415 KB
- Text-to-Speech : Enabled
- Screen Reader : Supported
- Enhanced typesetting : Enabled
- X-Ray : Not Enabled
- Word Wise : Enabled
- Print length : 337 pages
- Lending : Not Enabled
- Best Sellers Rank: #355,204 in Kindle Store (See Top 100 in Kindle Store)
- Customer Reviews:
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It acts as more like an addendum or a Fierce Conversations 1.5 or FC remixed than anything fresh. And that's personally a let-down for me after shelling out another $20 to get this book. One more "irk" I have is when she criticizes companies for their useless jargon and acronyms, but in return, she's basically doing the same thing, but with her own Fierce vocabulary.
With that said, there's a lot to like in this book. Scott's writing style is conversational, humorous, and direct. It's the fastest 300 pages I've ever read...but reading is not the main point of this book. It's living out the principles she lays out. I realize it's 2014 and this book was written at least 5 years ago... So a lot of these principles in today's organizations are probably being lived out. If not, then they should be. These must be a given in any organization hoping to strive in the 21st century.
My guess is that a Boomer in a Boomer-run organization would best benefit from reading a book like this. A Gex-X & Y organization is built on a lot of these values and practices.
Regardless, it's a fast read and gets you thinking about your influence no matter what position you hold. However, make sure you read "Fierce Conversations" first.