This document summarizes the Fierce program, which aims to transform organizational culture and behaviors through effective conversations that promote accountability and leadership development. It provides examples of how beliefs and behaviors may shift as a result of the program, such as focusing more on results than activities, embracing collaboration over competition, and addressing problems rather than avoiding them. The program outcomes include solving recurring issues, making better decisions, and developing leadership and coaching skills to build engagement and performance.

1. fierce outcomes
Fierce transforms conversations to promote productivity and accountability, while developing leadership skills
that ultimately lead to a better you and better outcomes for your organization.
TRANSFORMING BEHAVIOR FROM BEFORE TO AFTER
You can expect shifts in beliefs and behaviors from those on the left to those on the right, as a result of
championing Fierce within your organization.
BEFORE AFTER
Focus on activities. Focus on results.
Skirting the issues. No one engages. Nothing
changes.
Open culture that identifies and addresses issues
truthfully. Generating the best decision for the
organization.
An “us versus them”, “me versus you” culture.
Politics, turf wars, competition for resources
and attention.
High levels of alignment, collaboration, and
partnership at all levels throughout the organization.
Reacting to and recuperating from poorly
thought-out conversations.
Engaging in effective, consequential conversations
that resolve tough challenges.
Leaders micro-managing versus leading. No
grass roots leadership development.
Effective coaching and delegation. Development of
quality “bench” to fill future leadership positions.
A relationship with customers and employees
based solely on price and salary. Difficulty
maintaining margins.
Relationships with customers and employees that
extend beyond price. Customers and employees are
engaged on an emotional level.
Original thinking is happening elsewhere.
Sleepwalking through the manual.
Shared enthusiasm for agility, continued learning, and
epiphanies; shared standard of performance.
A culture of terminal “niceness”. Avoiding or
working around problem employees.
Tolerating mediocrity.
Effectively confronting attitudinal, performance or
behavioral issues, and creating the impetus for
change.

2. program outcomes
team
• Solve recurring problems
• Gain input from all meeting attendees
• Help make better, more informed decisions
• Develop buy-in across the entire team
• Break down departmental walls
• Implement action plans to move forward
coaching
• Surface and address issues critical to success
• Stimulate self-generated insight and curiosity
• Provide the push for action or change
• Learn more by asking clarifying questions
delegation
• Ensure individuals know where they have authority to
make decisions and act
• Provide a framework for professional development
• Deepen accountability through clarifying expectations
• Build trust through transparency and open communication
• Give direct reports the opportunity to take on more tasks and
distribute them evenly throughout the organization
feedback
• Become a leader or team member who asks for and
welcomes feedback
• Conduct performance conversations regularly and in-the-
moment (not just once a year)
• Reinforce what is working well through positive feedback
• Receive feedback in a way that ensures you continue to
receive it
• Create a feedback culture where candor is the expectation and
trust is strong
Mix and Match from our program suite to build the programming that speaks to your development needs.

3. confrontation
• Address attitudinal, behavioral or performance issues
• Confront tough issues with confidence and skill
• Clarify what is at stake if nothing changes
• Enrich relationships through honest, respectful discussion
accountability
• Foster accountability within teams and throughout
the organization
• Uncover the dangers of diluted strategies and playing it safe
• Develop effective responses to those who have a context of
blame, protection, or defense
• Assist in achieving business goals and KPI’s by getting more
done, and on time
generations
• Create high-potential employees from any generational group
• Recognize the dangers of pigeonholing people due to
generational stereotypes
• Explore what motivates the individual generations
• Leverage diverse perspectives when moving past a roadblock,
vetting an opportunity or seeking new solutions
• Support the transfer of knowledge by developing mentors
among those who’ve built the business
• Develop higher levels of trust, collaboration, and unique
insights from all
negotiations
• Properly prepare for internal and external negotiations
• Build strong, long-lasting client business relationships
• Identify your own negotiation style and learn others
• Examine shared potential beyond the current negotiation
• Recognize and respond effectively to commonly used tactics
• Confidently close negotiations while being mindful of the
ongoing relationship