Working side by side to conquer conversation chaos.
Your difficulties are as unique as your company. We’ll craft a custom solution dialed to your specific needs.
Here’s what to expect with Fierce:
STEP 1: CONVERSATION
Tell us about your most pressing issues.
[ Deep Dive ]
We’ll listen closely and dig for the full story.
[ Plan ]
STEP 2: TRAINING
[ Time Commitment? ]
Flexible from a few hours with a facilitator, recurring workshops that unfold over months.
[ Location? ]
Convenient: Depending on the training, we can come to a location of your choosing or you might attend a workshop in Seattle, New York, or other global city.
[ Online options? ]
Of course: Fierce offers trainings both in person and via our online Adobe platform.
STEP 3: ONGOING SUPPORT & DEVELOPMENT
Stay Fierce: Following your training, we give you the tools to keep your edge and continually develop your organization.
Take a look at the long-lasting effects of Fierce:
| Before Fierce | After Fierce |
|---|---|
| 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. Diffulty 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. |
