It was really muddy this weekend and the woodland tracks were almost impassable. Almost. It’s precisely the almost-ness that makes this sport so challenging and exhilarating. I’m not that skilled on a mountain bike. I can do enough to complete rough tracks on hilly ground without falling off too often. Last year I went over the handlebars, not on purpose, when I hit a tree root hidden by bracken. It left me breathless, yet the element of risk adds to the thrill and adventure.
Each time I go out, I get that bit better. My legs get stronger and I improve my balance. I skip over a log where before I would have stepped off the bike to lift it over. I wince less when I get caught by brambles, digging their thorns through my trousers and shirt. I get a better sense of which puddles to ride through and which to avoid. I push on ahead whereas in earlier days I might have given up. I’m improving my stamina, my fitness and my biking technique – and it feels great.
Spurred on by a friend who has also joined this cycling sport, I signed up this week for a sponsored ride for a UK charity (http://www.justgiving.com/Nick-Wright40
). It’s a stretching target for me, the longest distance I will have ridden since I was 15. It feels like testing myself, seeing what I’m capable of, paving the way perhaps to even greater challenges in the future. I think that’s where the fun is, that ‘not sure if I can make it’ feeling combined with a gritted determination to succeed.
I’m reminded of leadership, of parenting and of coaching. How can we keep ourselves and others at the cutting edge, the edge where we and they feel stretched and challenged yet most alive? How can we motivate ourselves and others to keep growing, to keep pushing boundaries of experience without feeling over-stretched or snapping? How can we develop our own and others’ resilience to persevere and to reach new heights that we or they would never have dreamed possible?
Reaching 64 lengths felt like quite a stretch. I normally swim around 25 so pushing for a mile felt exciting yet daunting. When I did reach the final strokes, I felt tired yet exhilarated. It was a good feeling, a feeling of achieving something beyond my normal boundaries, routine, comfort zone. In that moment, I felt more alive somehow as if I had extended my boundaries into a new space. I was spurred on to test my limits by a good friend who takes his own sport, motorcycling, to extremes, perfecting his riding technique in every detail and crossing continents in ways I only dream of. Rho Sandberg added inspiration in her deeply thought-provoking blog, ‘Working with our Edges and No-Go Zones’: http://thegritintheoyster.cleconsulting.com.au/blog/working-our-edges-and-no-go-zones
Rho, a coach and consultant, comments on how each time we reach the border of our experience, it’s as if we reach an edge. The edge represents an opportunity for growth and something new yet it can also sometimes feel unsettling, disorientating and anxiety-provoking. We may at times hesitate, avoid or pull back to avoid the discomfort or fear of what may lie beyond. ‘Will I be able to handle it?’ It could be a new relationship, a new job or taking something familiar to the next level. The edge can symbolise adventure...and risk. I remember that feeling vividly, the first time I set off to hitch hike around Europe. I had never done it before and felt butterflies of anxiety and thrill as I made preparations and finally stood at the road side, waiting for that first lift that would signal the start.
Rho comments that, ‘An edge is the limit to what we know and are comfortable with’ and ‘a coach or consultant’s key contribution can be holding and supporting the client at the edge long enough for them to discover a little more about it’. This echoes with my own experience as coach, supporting people who face fresh opportunities and challenges in life or who are working through change and transition. It inspires me to continually develop my own thinking and practice too…how to keep growing, extending my own boundaries and not to stay within my safe circle of experience. My next challenge is to cycle 1,000 miles and I can already feel myself touching that edge. Rho’s advice: ‘The edge is an interesting place – I recommend taking a torch to find your way around.’
What is it that makes certain individuals stand out from the crowd? How is it that some people resist peer pressure, seize the initiative and radically break the mould? Is this kind of personal leadership, the ability to think freely, move proactively and act autonomously, something we should seek to attract and nurture in organisations? Could it release fresh energy, inspiration and innovation? The relationship between an individual, group and organisation is complex. Organisations as groups often foster consistency, continuity and conformity. We test people during recruitment for their potential fit, we induct and orientate people into the existing culture and we performance manage people to deliver preconceived products and services.
It’s a brave organisation that recruits and develops social revolutionaries, people who will instinctively challenge the status quo, think laterally, refuse to accept time-honoured traditions and push for something new. For leaders who operate in a conventional management paradigm, it can feel threatening, confusing and chaotic. The risks can seem too high and too dangerous. I worked in one organisation where we recognised our culture had become too settled, too complacent, too safe. People often commented on its warm, supportive relational nature but it lacked its former edginess, struggled to deal with conflict and desperately needed to innovate. The challenge was how to introduce and sustain a shift without evoking defensiveness.
Social psychologists offer some valuable insights here, for instance in terms of social loafing and diffusion of responsibility where individuals are less likely to act independently or with the same degree of effort if they perceive themselves as part of a wider group where responsibility is shared. A challenge in this organisation was how to stimulate personal initiative and responsibility. Social conformity is another social psychological factor where people are likely to act consistently with the norms of a group if
it provides them with a sense of acceptance and belonging within that group, or the approval of a perceived authority figure. A challenge in this organisation was how to ensure that personal initiative and responsibility were valued and affirmed.
We took a four pronged approach. Firstly, we worked with the leadership team with a skilled external consultant known for his outspoken, courageous, challenging style to develop a more robust leadership culture, capable of open and honest conversations without fear that this would undermine relationships. This enabled the top team to model a new cultural style. Secondly, we introduced a simple behavioural framework that positively affirmed personal leadership in terms including personal initiative, personal responsibility, creative thinking and innovative practice. This framework was embedded into the organisation’s recruitment and performance development to attract, develop and reward these qualities and capabilities.
Thirdly, we held an annual ceremony where staff were invited to nominate peers for awards where they had seen positive examples of such qualities demonstrated in practice. The peer aspect helped raise awareness and reinforce personal leadership as a cultural quality valued and affirmed by the organisation and to capture real stories that illustrated what it looked like in practice. Fourthly, we created a new innovation post, appointed an innovation enthusiast and allocated a new budget to stimulate and enable creative thinking and innovation across the organisation. This created a culture shift and a tangible symbol of the leaders’commitment to move in this direction. A willingness to question the status quo became a cultural value.
A corresponding challenge was how to engender a spirit of personal leadership that took the wider system and relationships into account. If individuals only operated independently and didn’t take account of or responsibility for the implications of their decisions and actions on others, relationships would become strained, the organisation would become chaotic and it wouldn’t achieve its goals. To address this issue, we introduced the notion of shared leadership alongside personal leadership, emphasising and affirming the value of collaborative working alongside independent initiative. This too was reflected in the annual staff award ceremony and in recruitment, development and rewards. It was a matter of creative balance.
As a tool for developing greater personal and shared leadership, I have found the following questions can be helpful: Who are my cultural role models? Who have I seen demonstrate great personal leadership? What can I learn from them? What would it take to contribute my best in this situation? What will I do to make sure it happens? In the past 12 months, where have I shown personal initiative? When have I held back from saying what I really thought or felt for fear of disapproval? What are the impacts of my actions on others? How far do I take responsibility to help others manage the implications of my decisions? How can I work collaboratively to achieve better win-win solutions? What difference do I want my life to make here?
I met with a group of Christian bikers yesterday who were discussing the Paris to Dakar rally. During the course of the conversation, the group leader spoke about the incredible teamwork and logistics involved in achieving success in such a gruelling event. He compared it by analogy to supporting each other as friends and fellow bikers on an exciting yet demanding journey of faith. He mentioned how we sometimes talk about the ideal team as a ‘well-oiled machine’. It was certainly a metaphor that appealed to the group. He went on, however, to challenge the metaphor. ‘A team isn’t a machine. It’s people. People like us. People like you and me. People who are different to each other, each with their own personality, talents – and quirky habits.’
He went on. ‘It’s that kind of team that I want to be part of. A team of friends who care deeply about each other, look out for each other, support each other, laugh together, cry together, pull together. A machine does none of those things. It’s cold, efficient, impersonal, inhuman. The machine metaphor is all about performance. The team I’m talking about is all about relationships.’ One bloke piped up with a playful glint in his eye. ‘This group is nothing like a well-oiled machine. It’s more like a buckled wheel – and I love it!’ As I looked around the room at these leather clad men, each with his own mixed life story of brokenness and success, I could see what he meant. There’s something about this team that's intensely human, personal and real.
I reflected more as I rode home. I thought back to teambuilding events I’ve been involved with, team coaching experiences, team models and technical scientific psychometrics. This man wasn’t simply advocating a different team model to the norm, a different team focus or approach. He was advocating a radically different existential–spiritual paradigm to that we find in many Western organisations today. He was challenging an over-emphasis on performance and efficiency that loses sight of humanity and meaning. I was taken back to a conversation with an African colleague who once commented, ‘I know Western organisations are preoccupied with targets and metrics. Our invitation, however, is to meet with us as people and to walk together.’
Is this hopelessly naïve, idealistic and unrealistic? What about all the pressures organisations face in increasingly competitive markets? What about increasing demands from boards, employees and shareholders for greater accountability, productivity and profits? What about organisational cultures that foster internal competition too? I agree, it’s a real challenge. It calls for visionary, courageous leadership, a radical step back to consider deep questions of identity, meaning and purpose at organisational and wider stakeholder levels. It begs profound questions, e.g.‘What is influencing our beliefs about what is most important to us?’ ‘What is driving our behaviour?’, ‘How can we be more human?’, ‘What legacy do we want to leave in the world?’
I’ve had the privilege of working with some leadership teams that have taken this challenge seriously. Admittedly, it felt counter-intuitive at the time, especially at first. How to build in a more explicit spiritual-humanising dimension to the organisation’s thinking, practice and culture in the midst of intense organisational busyness, pressures and deadlines? Wouldn’t it take more time than was available, slow things down? I could feel the understandable tension alongside the aspiration. One team decided to bite the bullet. Its 2hr meetings had constantly packed agendas. It struggled to work through everything and the pressure felt relentless. Some felt tired and wondered in conversations offline about their team’s sustainability and their own ability to cope.
We discussed how it would feel to check in with each other and with God at the start of each meeting - and they were open to experiment. We decided to allow 20 mins of each 2 hour meeting so that people could arrive and breathe before diving into business. As they settled in, they shared stories of how they were feeling, what was happening in their worlds at the moment, what was preoccupying them. They practised active listening, being genuinely present to each other. Sometimes they prayed. At the end of the 20 mins, they felt more relaxed and focused with a stronger sense of team spirit. They used the next 5 minutes to revisit the agenda: ‘What now stands out as most important to us?’ ‘How shall we do this?’, ‘What do we need to do this well?’
The team commented after practising this for a few months on how it had transformed their relationships and meetings. Their times together felt more focused, inspiring, energising, open, honest, human, and productive. They achieved higher quality and faster results. They began to identify ways of working that served them well (e.g. speak up; hear well; challenge; support) and used bright green cards light-heartedly to signal and affirm when anyone in the team modelled those behaviours. When others joined them for their meetings, they explained their new team culture and invited them to join in too. The effect was electric. It modelled inspiring team values and effective ways of working that extended beyond the team into the wider organisation.
So, some questions for reflection. What difference do you, your team and organisation want to be and to make in the world? How far and how often do teams you are part of feel and act like a human place? What are your best and worst experiences of team? What made the biggest difference? What kind of person, team or organisation do you aspire to be and become? What kind of personal, team and organisational leadership will it call for to succeed? What will 'success' look and feel like for those involved and impacted by it? What values, practices and culture will others notice characterise your team? What place, if any, do God, spirituality and prayer take in your thinking and practice as a team? I would love to hear from you!
I spent this week with a Christian social worker friend in South Germany. At one point, we visited a project for older people who want to learn how to use new technologies. The project is led by a group of volunteers from a similar age group who act as trainers, mentors and advisers. This friend who manages the initiative entered the room, smiled and said hello to the group, introduced me then walked around the room, purposefully shaking hands and greeting every person individually with genuine warmth.
The thing that struck me most was his profoundly-felt presence in the room. He has an unusual talent for standing, moving and gazing in such a way that demonstrates he is really here and really now. It communicates a deep sense of being and being-with that extends beyond words. The act of shaking hands, of physical contact, felt more than a cultural ritual and created a profound sense of emotional and relational contact with the group. I felt spell bound by this person, this quiet charisma, this dynamic he evoked.
It’s a sharp contrast with an approach to leadership, coaching or training that relies purely on professional competence or expertise. It’s so easy to lose contact with ourselves, God and others in the midst of the business of the day. We can become so preoccupied with a task that we lose sight of what really matters at a deeper human-spiritual level. As I watched this friend and felt his presence, I was reminded of words from the Bible: if I’m clever, competent and successful but do not love, I am nothing. (my paraphrase)
So my challenge as I return to England is to reflect more on my presence; to have a clearer and more focused sense of my deepest beliefs and values; to take a more intentional and resolute stance in relation to others that demonstrates love, warmth, care and authenticity. I want to be more aware of when I behave in professional mode but lose sight of a person or group; when I allow myself to get so busy, so task-focused that I lose sight of my own and others’ humanity. In short, I want to be more like Jesus.
What makes a great influencer? What influences you? What have been your best and worst experiences of influencing other people? What have you found makes the difference?
Influence is sometimes described as the art or psychology of persuasion. It’s about creating a shift in a person or group’s beliefs, thinking, feelings, attitudes, actions or behaviour. We’re influencing all the time through our everyday social interactions but not always in the ways we would hope for. For example, as you read what I’m writing here, your own views about influencing will be affected at some level. It could strengthen your existing beliefs or create a shift, no matter how small. The art of influencing is at heart about enabling a shift in the direction that the influencer hopes for.
This implies at the outset that influence demands intentionality. It implies a deliberate act, a strategy or sorts, with a particular goal in mind. This intention is not always clear, however, even to the influencer. We’re not always sure what influences our own behaviour, even if we rationalise or post-rationalise it at a conscious level. So, for instance, I could tell and convince myself that I’m behaving or acting in a certain way because that explanation feels more personally or socially acceptable, even if deeper factors or motivations are at work at subconscious or unconscious levels.
Assuming for argument’s sake that I have a clear and conscious intention or goal in mind, what can I do to create a shift in another towards my desired direction? As a leader or manager, I could use my positional power to demand a change in action or behaviour. It could result in compliance to achieve reward or avoid punishment, or resistance as an effort to avoid the change. It’s unlikely, however, to change the other party’s underlying beliefs, values, attitudes etc. in the way that I may hope for, especially if I want to achieve transformational and sustainable change.
This is of course one of the critical challenges of change leadership: how to move a person or group to a psychological place where they choose freely to change without coercion or external pressure. It’s the same kind of challenge faced by trainers and marketeers: how to influence people’s attitudes, choices and behaviours without access to formal power or authority to ensure those changes happen. It begs interesting and important ethical questions, e.g. how to achieve a shift without unethically manipulating people or groups, especially those who are vulnerable.
In my experience, a key factor in influencing is understanding what matters most to other people. This is often the starting point for market research, surveying targeted populations to find out what they choose and why. If I understand what matters to you, what you value most, I can frame my product, service, idea, argument, language etc. in terms that will make it feel familiar, acceptable or attractive to you. In advertising, I may use people or images you consider iconic, admirable, inspiring or trustworthy to build a psychological bridge towards you – and to entice you to cross it.
The same principles apply to influencing in the workplace. Recognising that employee engagement influences talent retention and organisational performance, many organisations conduct staff surveys, pulse checks, focus groups etc. to understand how the organisation feels to those who work for it. Such surveys provide opportunity for leaders and staff to influence the organisational culture and climate and for staff to influence what leaders pay attention to. Some of the more sophisticated surveys check ‘what matters most to you’ alongside general satisfaction scores.
Many organisations also use a whole variety or initiatives including competency frameworks, performance management systems, reward and recognition strategies to identify, publicise, affirm and reinforce behaviours that leaders consider most valuable for the organisation. All of these processes aim at some level to influence perspectives, attitudes and actions. The leadership agenda involves not only understanding what matters most to staff but influencing what people will choose in order to align personal choices and decisions with what the organisation wants or needs.
So, what are the key factors that enable us to be effective influencers? Firstly, have a clear and explicit intention. If we have mixed or hidden motives, we lack integrity, others will pick it up intuitively and it will undermine trust. If you’re unsure what your true motives are, reflect on this honestly with a critical colleague or friend beforehand. Secondly, research and understand what matters most to other people. If we can tap into others’ language, culture, values and goals and address them well in what we propose, we are more likely to build bridges and achieve win-win solutions.
Thirdly, have a clear sense of what we want others to think, feel or do differently. This enables us to design and communicate messages clearly. I often ask myself before presentations or meetings, for instance: ‘What do I want people to think, feel and do as a result of what I do today?’ Fourthly, reward changes in ways that others value and appreciate. If we ask those we seek to influence, for instance: ‘How do you want to do this?’, ‘What would make this worthwhile for you?’ or ‘What would make a great outcome for you?’, it demonstrates humanity, relationship, humility and respect.
I had strange dreams about mirrors and reflections last night and woke early in the darkness. I lay there for a while, semi-conscious, daydreaming about the brightness of the moon and how it reflects the light of the sun. I prayed silently, instinctively, ‘Just as the moon reflects the light of the sun, may my life reflect the light of God’. Then I woke up.
I do think there’s something profound about mirrors and reflection as psychological, cultural and spiritual phenomena. The recent fantasy film, Snow White and the Huntsman created a vivid portrayal of a tormented queen returning repeatedly to seek reassurance in the mirror of legend: ‘Mirror, mirror on the wall, who is the fairest of them all?’
The queen’s sense of self, security and value were based on the response from the mirror. It’s as if she didn’t really know who she was, how she was, without reference to its external perspective. According to psychodynamic and social psychological theories, our sense of self is affected by the responses we evoke and encounter in others.
Take, for instance, a young child who gazes into its mother’s face. If it sees consistent expressions of warmth, attentiveness, affection and happiness, it may well develop the sense that ‘I am loved’ and, thereby, ‘I am loveable.’ If on the other hand the child consistently sees looks of disapproval, it may develop a negative sense of self.
Psychodynamic theorists (e.g. Winnicott) call this process ‘mirroring’.Just as a person knows what they look like by glancing in a mirror, a child sees something of itself, learns something about itself, its relationships and its place in the world, by observing what is mirrored in the face of others. It’s a process that continues throughout our lives.
This phenomenon has deep existential implications. Corinne Taylor in her paper, You are the fairest of them all, comments on what may happen if a mother lacks connection with the child and fails to offer mirroring: ‘Perhaps a mother with a rigid face gives the baby the sense of never having being at all.’* Its very existence may feel negated.
Richard Rohr in his book, The Naked Now draws spiritual parallels, inviting us to consider what we see in God’s face, his gaze, as we gaze at him in prayer. It’s as if God is the ultimate, absolute parent figure in whose face we are able to gain a true sense of who we actually are. A distorted image of God will create a distorted image of self.
Projection is a related psychological process whereby we project aspects of ourselves (often aspects we feel uncomfortable with) onto other people or even onto God. I may be aware of and focus on characteristics of others that I’m not aware of or deny in myself, even though others may recognise them as typical of me.
If I grow in awareness of my projections, I can grow in awareness of myself by noticing what I notice in others. It’s another form of mirroring. As a leader and coach, I can draw important lessons too: what do others see in my face; do my responses help others develop a truer and more-loved sense of self; do I reflect the light of God?
It was minus 7 so I got up early to scrape ice off the car windows. The journey to the train station that followed felt like torture. I got stuck behind a JCB for 10 miles with nowhere to pass. It reached a peak of 20mph and I kept glancing at the clock anxiously. Was I going to make it? I could feel the frustration like a tight knot in my stomach. Every passing moment felt like slow motion. I kept looking ahead, hoping for a clear stretch to overtake. It took forever. When I finally did get past, I felt like waving an angry gesture at the JCB driver. ‘How could you be such a *£%!&$* pain?!’
I left the car and jogged the final 10 minutes to the station. According to the clock, I’d missed the train but adrenaline spurred me on. On arrival, breathless, I discovered the train was running late. I caught it, stepped on board just as it pulled into the station. I sighed with great relief. Yet what a waste of nervous energy. The pressure I put myself under not to miss the train. The imagined exaggerated consequences if I were to arrive late. The risk of dangerous driving in icy conditions. My ungracious attitude towards the JBC driver. The life draining stress of an impatient journey.
How much of my life I live under self-imposed pressure. The deadlines I create for myself. The expectations I place on myself. The determination to arrive on time, never to be late. The avoidance of risks that could lead to a mistake. The drive to do everything perfectly. The unwillingness to let a ball drop. The desire always to do well, never to fail. Such pressures can drive me inwards, close me down, cause me to lose contact with God, lose contact with people. It leaves me tired, stressed, anxious, irritable, frustrated and self-centric. It’s not the kind of person I want to be.
I can almost hear God whispering to me, ‘Stop…look...listen...look up and around you…breathe…’ It’s about regaining perspective, keeping the most important things in view. Not losing sight of the people, the things, the issues, the actions that matter most. It’s about loosening my grip, learning to prioritise, learning to negotiate, increasing flexibility. I know these things in my head, I practice them in my work, but the experience this morning has flashed into consciousness with renewed energy and vision. It’s something about learning to live, to love and to know peace.
I was speaking with a colleague recently who felt trapped in unresolved conflict. It was a key relationship, one that couldn’t be avoided, and all previous efforts had failed. As a consequence, both parties were feeling frustrated, de-energised and despondent about the future. As we explored how they had attempted to fix things in the past, it became clear they had focused on all the negatives…a long list of annoying and painful experiences from the past. Their conversations were characterised by blame and demands. It felt intractable.
The problem with such patterns of behaviour is that they create a negative expectation of the future. Both parties now felt stressed before they even spoke with each other. The stress affected their perspective and their resilience, their ability to hear and to cope. So we decided to try a different approach. How to build a positive expectation in order to create a different focus, a different conversation and, ultimately, a different relationship. It wouldn’t be easy but it felt worth a go. My colleague felt sceptical but, nevertheless, willing to give it a try.
Firstly, we agreed that next time they spoke, they would meet off site in a physical environment (e.g. café, park) that they both found positively stimulating and energising. This helped to break them away from the current environment that held such negative memories for them. Secondly, we agreed they would speak only of the positive moments in their relationship together. They found this hard at first. The negative experiences felt so overwhelming that they could hardly think of any positives. Nevertheless, they managed to remember some examples.
Thirdly, we agreed that after sharing such positive examples, they would each share future hopes for their relationship: ‘what we would like our relationship to be more like, more of the time’. They reflected each others’ hopes back to each other: ‘So you would like…’ Fourthly, we agreed they would move on to discuss ‘what it would take from me to make this work in practice’. This shifted each party’s focus from the other onto themselves. ‘This is how I would need to change…this is what it will take for me to do it…this is the help I will need.’
This kind of approach demands openness to fresh possibilities, humility, a willingness to forgive. It demands imagination and courage too, an ability to envision and embrace a new future. It’s not easy and the support of a friend, counsellor or coach can help make the journey possible. I would be interested to hear examples from others who’ve worked on conflict resolution too. What was the issue? How did you approach it? What happened as a result? What made the biggest difference? What did you learn? What would you do the same or differently next time?
I took part in an ‘immunity to change’ coaching psychology workshop this week. Based on work by Kegan and others, we looked at how and why personal and organisational change can be so difficult to achieve and sustain. The notion of immunity is taken from the physiological system where the immune system serves to protect and preserve. The psychological parallel could be regarded as an anxiety management system, designed to protect us from feelings of insecurity and threat.
The psychological immune system provides relief from anxiety. It enables us to function in the world, to maintain a degree of psychological health. The problem is that we can become locked in defended patterns of belief and behaviour, often out of conscious awareness, that prevent us facing fresh challenges and growing in resilience by surfacing, confronting and working through our deepest fears. It’s as if we become subject to our beliefs and assumptions, rather than choosing them.
In the workshop, we worked through a 4-step process known as creating an X-ray or immunity map. Draw 4 columns on a sheet of paper. In the first column, write down the ‘one big thing’ about yourself that, if you could change and achieve it, would make a significant positive difference in your life and work. You may want to take feedback from others too. For example, what do key colleagues believe would make the biggest positive difference to your performance at work?
In the second column, write down what you do (or, conversely, don’t do) that works against you fulfilling that goal. In other words, how do you actually behave in practice that’s different to the ‘one big thing’ that you want to characterise your behaviour in the future? Try to be very specific. ‘I do X’ or ‘I avoid doing Y’ rather than describing feelings or states of mind. You may want to ask others for feedback too on what they observe you doing or not doing, e.g. in the workplace.
In the third column, start first by vividly imagining yourself behaving in real situations in the opposite way to how you described yourself behaving in the second column. Try focusing on those behaviours and situations that could feel most scary, threatening or dangerous. Allow yourself to really feel the feelings, to feel the deep discomfort, anxiety or pain that such behaviours and situations evoke for you. You may find this best to do with a coach who can provide appropriate support.
In the fourth column, reflect and write down the core beliefs and deep assumptions you are carrying that lead to the feelings you are experiencing. These are often assumptions drawn from childhood experiences, e.g. ‘I must do everything perfectly if I am to be loved and accepted by others.’ Such assumptions are often unspoken, subconscious beliefs that guide our thinking, feeling and behaviour. Again, it can be useful to work with a coach to help you tease out such beliefs.
This 4-step process is designed to surface underlying beliefs and assumptions that have such a powerful influence that they hold our current behaviours in place. They are the subconscious anchors that can hold us back from changing. By surfacing and ‘objectifying’ our beliefs, we have opportunity to weigh them up, examine and challenge their validity. How true are they? What evidence supports them? How well do they serve us? What alternatives could be more realistic and releasing?
We closed this activity by setting up four chairs in the room, each representing one stage of the process. The person acting as ‘client’ would sit in one seat at a time while the coach coached them through that stage of the process. On completing one stage, the client would move to the next seat. We also experimented with physicality too, inviting the client to act out their goal at the first stage and their feelings at the third stage. The impact was dynamic, vivid and visual.
According to the theory underpinning this approach, change efforts fail if they address profound issues at a surface, technical or behavioural level without attending to underlying psychological dynamics too. Deeply held beliefs and assumptions act like an elastic band, pulling the person back to where they started once the pressure to change is released. If the person or group is enabled to explore their personal and wider cultural beliefs, genuine transformation becomes possible.