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Fierce Leadership: A Bold Alternative to the Worst "Best" Practices of Business Today [NOOK Book]
( 2 )
Introduction 1
What Fresh Hell Is This? 1
Squid Eye 2
Spotting the Tells 3
Memo to Leaders 4
What Are You Practicing? 9
The Purpose of This Book 12
The Idea of Fierce 15
Why Fierce? 17
What Is "Fierce" Leadership? 19
Where to Begin? 23
Fierce Practice #1 From 360-Degree Anonymous Feedback to "365" Face-to-Face Feedback 26
A Dangerous Idea 27
Practicing Squid Eye 31
What Were We Thinking? 35
The Fierce Practice: "365" Face-to-Face Feedback 38
Praising with Courage and Skill 54
Taking It to the Organization 58
Personal Action Plan 60
Conclusion 61
Fierce Practice #2 From Hiring for Smarts to Hiring for Smart+Heart 62
The "Firm" 63
The Business Crisis That Smarts Can't Solve 67
Practicing Squid Eye 70
What Were We Thinking? 73
If You're Still Not Convinced, Think Nobel Prize 74
Your Most Valuable Currency 77
The Fierce Practice: Hire Smart+Heart People 79
The Smart+Heart Interview 91
Taking It to the Organization 98
Personal Action Plan 98
Conclusion 100
Fierce Practice #3 From Holding People Accountable to Modeling accountability and Holding People Able 103
Who's Accountable? 105
Non Est Mea Culpa 107
The Victim Context 114
Are You In or Out of the Cave? 116
Justified "Victim" 118
Practicing Squid Eye 119
What Were We Thinking? 121
The Fierce Practice: Model Accountability. Hold People Able 123
Taking It to the Organization 144
Personal Action Plan 145
Conclusion 147
Fierce Practice #4 From Employee Engagement programs to Actually Engaging Employees 150
The State of Engagement 151
What Matters Anywhere Matters Everywhere 153
Practicing Squid Eye 163
What Were We Thinking? 165
The Fierce Practice: Include! Engage! 170
Taking It to the Organization 185
Personal Action Plan 192
Conclusion 194
Fierce Practice #5 From Customer Centricity to Customer Connectivity 198
The Trouble with Customers 200
The House Feels Cold 205
Happens Every Day! 208
Practicing Squid Eye 209
What Were We Thinking? 212
The Fierce Practice: Customer Connectivity 215
Mineral Rights with Customers 229
Taking It to the Organization 236
Personal Action Plan 241
Conclusion 243
Fierce Practice #6 From Legislated Optimism to Radical Transparency 248
What Is Legislated Optimism? 250
For the Rhythm of Your Home 254
Practicing Squid Eye 256
What Were We Thinking? 258
Letting the Fresh Air into the Room 261
The Fierce Practice: Radical Transparency 264
Interrogating Reality Through Beach Ball Meetings 270
Taking It to the Organization 286
Personal Action Plan 287
Conclusion 290
Conclusion: Crossing the Bold Line 292
Acknowledgments 301
Recommended Reading 303
Index 305
Anonymous
Posted January 15, 2010
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Anonymous
Posted June 16, 2011
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Anonymous
Posted August 2, 2011
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Overview
From the author of the acclaimed book Fierce Conversations comes the antidote to some of the most wrongheaded practices of business today.· “Provide anonymous feedback.”
· “Hire smart people.”
· “Hold people accountable.”
These are all sound, business practices, right? Not so fast, says leadership visionary and bestselling author Susan Scott. In fact, these mantras — despite being long-accepted and adopted by business leaders everywhere — are completely wrongheaded. Worse, they are costing companies billions of dollars, driving away valuable ...