Gather information and know the facts, but obey your instincts. Your gut reactions are often subconscious responses to your previous experiences. How many times have you gone against your intuition, only to regret it later? Pay attention to your gut and tune into your radar. Confront obstacles in your path and accomplish more! 5. When you finally confront the issue, six months later, it can cause confusion and resentment. By waiting to have the conversation, you are setting a precedent that the behavior or the situation is OK with you. Most problems can be solved faster, with longer-term results, when done in the moment or as soon as possible. Regardless of the issue, it never helps to wait. Perhaps it’s time to talk to them about being a control freak? Maybe it’s time to ask for a raise. More often than not, this is going to be a conversation with your Executive or leadership team. It’s that project or conversation that you have been avoiding, hoping that it would resolve on its own. You might just be surprised at what you learn and it could spark new ideas or solutions to problems. Clear your physical space and clear your mind so that you are 100 percent with that person in that moment. While no single conversation is guaranteed to transform a company, a relationship, or a life, any single conversation can.” Being present means putting away your phone, moving away from your computer, and even just mentally and emotionally preparing yourself for a conversation. Susan Scott said it best, “Our work, our relationships, and our lives succeed or fail one conversation at a time. But that is impossible to do if we are rushing from one meeting to the next with our heads down scrolling through emails on our iPhones. We are often the eyes and ears of the organization and need to be able to succinctly communicate the pulse of the organization back to our Executive. Be here, prepared to be nowhere else.Īs Force Multiplies, two of our most powerful skills are listening and observing. Laying the issues out on the table with direct and honest communication will get results. Have you ever gone into a meeting with noble intentions of saying what’s on your mind and finally making progress on an issue that has been bugging you for months? Yet, when the meeting ended, you left without getting your point across? Don’t let fear hold you back. It’s impossible to accomplish your goals if you don’t make every conversation as real as possible. Who wants to go to work every day suppressing parts of themselves? It is a disservice to your Principal, your company, and ultimately to you. You can get a lot more done, faster, and with much more career satisfaction when you are bringing your whole self to work, sharing your ideas, bringing issues to light, and sharing your perspective. Well, at least it is in ours, and I hope it is at your company too. Come out from behind yourself into the conversation and make it real.Īuthenticity is the answer in today’s business world. It takes the ability to let go of the outcome and know that what you are doing is coming from a place of curiosity and a desire to create a better relationship or company. What you have always believed to be true, just may not be the case. By bringing these conversations into the light, you can have real conversations and make real progress. Being a truth-teller to your Executive and leadership team is a key skill to leading up and being an influential leader. In addition to hearing things that may be hard to hear, you need to be able to say the things that are hard to say. It may not always be what you want to hear (oftentimes it means looking at yourself and where you may have come up short), but ultimately it means progress. As a Force Multiplier, being able to see a situation from numerous angles and make the best decision for your Principal and your organization is a skill. There are three sides to every story: my version, your version, and the truth. Master the courage to interrogate reality. Sounds like something we all should know more about! Below are the seven key principles of Fierce Conversations and how they specifically apply to Force Multipliers. The goal of a fierce conversation is to interrogate reality, provoke learning, tackle tough challenges, and enrich relationships. You are getting to the heart of the matter, you are asking questions, listening, and enriching the relationship, and leaving the conversation with more clarity or a different perspective. It’s a conversation when you are present, authentic, and engaging in real dialogue. Truly, though, it is a book that any leader who wants to achieve results through others should read. One of the books we recommend most often to Executive Assistants and Chiefs of Staff is Fierce Conversations: Achieving Success at Work & in Life, One Conversation at a Time , by Susan Scott.
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