TY  - BOOK
AU  - Scott,Susan
TI  - Fierce leadership: a bold alternative to the worst "best" practices of business today 
SN  - 038552904X
AV  - HD57.7 .S426 2011
U1  - 658.4092 23
PY  - 2009///]
CY  - New York
PB  - Crown Business
KW  - Leadership
N1  - Originally published: New York : Broadway Business, 2009; Includes bibliographical references and index; Introduction -- What fresh hell is this? -- Squid eye -- Spotting the tells -- Memo to leaders -- What are you practicing? -- The purpose of this book -- The idea of fierce -- Why fierce? -- What is "fierce" leadership? -- Where to begin? -- Fierce practice #1: from 360-degree anonymous feedback to "365" face-to-face feedback -- A dangerous idea -- Practicing squid eye -- What were we thinking? -- The fierce practice: "365" face-to-face feedback -- Praising with courage and skill -- Taking it to the organization -- Personal action plan -- Fierce practice #2: from hiring for smarts to hiring for smart+heart -- The "Firm" -- The business crisis that smarts can't solve -- Practicing squid eye -- What were we thinking? -- If you're still not convinced, think Nobel prize -- Your most valuable currency -- The fierce practice: hire smart+heart people -- The smart+heart interview -- Taking it to the organization -- Personal action plan -- Fierce practice #3: from holding people accountable to modeling accountability and holding people able -- Who's accountable? -- Non est mea culpa -- The victim context -- Are you in or out of the cave? -- Justified "victim" -- Practicing squid eye -- What were we thinking? -- The fierce practice: model accountability, hold people able -- Taking it to the organization -- Personal action plan -- Fierce practice #4: from employee engagement programs to actually engaging employees -- The state of engagement -- What matters anywhere matters everywhere -- Practicing squid eye -- What were we thinking? -- The fierce practice: include! Engage! -- Taking it to the organization -- Personal action plan -- Fierce practice #5: from customer centricity to customer connectivity -- The trouble with customers -- The house feels cold -- Happens every day! -- Practicing squid eye -- What were we thinking? -- The fierce practice: customer connectivity -- Mineral rights with customers -- Taking it to the organization -- Personal action plan -- Fierce practice #6: from legislated optimism to radical transparency -- What is legislated optimism? -- For the rhythm of your home -- Practicing squid eye -- What were we thinking? -- Letting the fresh air into the room -- The fierce practice: radical transparency -- Interrogating reality through beach ball meetings -- Taking it to the organization -- Personal action plan -- Conclusion: Crossing the bold line
N2  - "In Fierce Leadership, Scott teaches us how to spot the worst “best” practices in our organizations using a technique she calls “squid eye”–the ability to see the “tells” or signs that we have fallen prey to disastrous behaviors by knowing what to look for. Only then, she says, can we apply the antidote..   Informed by over a decade of conversations with Fortune 500 executives, this book is that antidote. With fierce new approaches to everything from employee feedback to corporate diversity to customer relations, Scott offers fresh and surprising alternatives to six of the so-called “best” practices permeating today’s businesses. This refreshingly candid book is a must-read for any manager or leader at any level who is ready to take a long hard look at what trouble might be lurking in their organization – and do something about it." --Publisher's website
ER  -