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    Collaborative Culture

    Steer the conversation toward — not away from —the elephant in the room

    By Susan Scott
    Categories: Uncategorized
    December 2010
    Can you guess what the number 86 represents? This is a question I asked for two consecutive weeks in my staff newsletter, Opal’s Gems. I placed the number 86 on a big sign in the front office and on a bulletin board in the teachers’ lounge. I even placedthe number 86 on the back of the adultrestroom door! As a result, the conversation in the teachers’ lounge at times consisted of laughter, serious guessing, questions regarding my sanity, or the number of pounds I wanted to lose, how much we could earn working at a convenience store, and, of course, more laughter. The number 86 represented the approval rating the staff gave me last year during our district’s Comprehensive School Survey. What they didn’t know

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    Authors

    Susan Scott

    Opal Davis Dawson is principal of John F. Kennedy Montessori Elementary School in Louisville, Ky.

    In each issue of JSD, Susan Scott (susan@fierceinc.com) explores aspects of communication that encourage meaningful collaboration. Scott, author of Fierce Conversations: Achieving Success At Work & In Life, One Conversation at a Time (Penguin, 2002) and Fierce Leadership: A Bold Alternative to the Worst “Best” Practices of Business Today (Broadway Business, 2009), leads Fierce Inc. (www.fierceinc.com), which helps companies around the world transform the conversations that are central to their success. Fierce in the Schools carries this work into schools and higher education. Columns are available at www.learningforward.org.

    When Opal Davis Dawson was ready to investigate the reasons for her approval rating, she knew she was in for a fierce conversation, and I applaud her willingness to have the conversations that make progress possible in her school. It is devastating to see our approval ratings in black-and-white. Inviting others to engage in discussion about how we can improve takes great courage.

    When I work with groups and leaders looking to tackle their tough challenges, they may need to talk about issues that no one wants to talk about. Four objectives (see p. 68) are important to embrace before they enter the conversation. I believe that Dawson and others will tackle their next “mokita” successfully if they keep these objectives in mind.

    — Susan Scott

     

    4 Objectives of a Fierce Conversation

    Consider the implications when you approach conversations with the following objectives:

    Interrogate Reality

    Understand that there are multiple, competing realities existing simultaneously about any topic imaginable. Remain curious instead of defensive, and model honesty, openness, and transparency.

    Provoke Learning

    Go into your conversations hoping to be influenced, hoping you will be different when the conversation has ended. With that as a goal, you will likely discover that fierce conversations are a marvelous cure for excessive certitude.

    Tackle Tough Challenges

    Keep it real and avoid the buildup of undercurrent by fearlessly and skillfully bringing the issues, both spoken and unspoken, out into the open where everyone can discuss, address, and resolve them. Don’t delay. Today is the day.

    Enrich Relationships

    Even the toughest fierce conversations enrich relationships. There is something within us that responds to those who level with us, who don’t suggest our compromises for us, who give us the purity of their attention.

    Source: Scott, S. (2002). Fierce conversations: Achieving success at work & in life, one conversation at a time. New York: Penguin.


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    Susan Scott (susan@fierceinc.com)leads Fierce Inc.


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