I was skim reading a book today, ‘Organisations Don’t Tweet, People Do – A Manager’s Guide to the Social Web’ by Euan Semple (2012). It sparked my curiosity about how people and organisations could better engage with and draw on the benefits of social media culture and tools.
Most organisations I’ve seen up close are still feeling their way forward, sometimes trying to use social media such as Facebook or Twitter to spread corporate messages. It’s an old PR/marketing paradigm that needs a radical shift to unleash and realise this new media’s real potential.
So I’m intrigued. What have been your experiences of using social media in organisations? What media have you used? How has it influenced your leadership and culture? What have been the upsides and downsides? How have you handled them? I look forward to hearing from you!
I had precautionary tests this week for a potentially life-threatening condition. Thankfully, the results turned out to be OK but it’s experiences like this that often bring existential issues into sharp relief. Existential coaching focuses on helping a person explore his or her own sense of ‘being in the world’, that strange psychic awareness that we are in the world before what we are in the world. At times, such awareness can feel mysterious, unfathomable, disorientating and anxiety-provoking. It’s like one of those moments when, as a child, I gazed up into the night sky, saw the stars and the enormity of space, imagined space and time going on forever and felt dizzy and perplexed by it. It can also raise deep questions to the surface such as, ‘Who am I?’ and 'Why am I here?’
According to existentialist thought, our essence as a person isn’t fixed but we become who we are through the choices we make. Our choices are influenced by factors such as the assumptions, beliefs, judgements, hopes and fears etc. we hold about ourselves, the same we hold about others and how we experience and act in our relationships with others, in our everyday circumstances and in the decisions we face and make. Existentialist writers sometimes refer to this as our ‘stance in the world’, that is, how we perceive, position ourselves and act in our everyday lives. Our stance both reflects something of our sense of and our way of being in the world and shapes who we are and become in the world. I can share a personal example to illustrate this phenomenon.
When my youngest daughter was 7 years old, I took her to a theme park that had a very high and steep ‘death slide’. I was surprised and impressed to see her quietly but resolutely psyche herself up to leap down its harrowing slope. When she finally did do it, I asked her how she managed to bring herself to push herself off its terrifying edge. She responded in a way that humbled and amazed me: ‘Firstly, when you told me it would be OK, I trusted you that it would be OK, even though it looked so scary. Secondly, when I write about what we did today in my diary tonight, I want to be able to write that I went on the slide even though I was afraid of it, not that I didn’t go on the slide because I was afraid of it. That’s the kind of person I want to be.’ I felt awe-struck and speechless.
Curiously, we are often unaware of making choices, or deny to ourselves that we are making choices in order to avoid the responsibility that choice implies, and unaware of the underlying metaphysical world view we hold that both influences and is influenced by our choices. It’s as if we can live at a superficial level, sometimes choose to live at that level as a form of self defence or life-coping mechanism. The problem is that if we only live at that level, we may fail to be who we can become in the world; deny ourselves and others a deeper and more fulfilling life experience; struggle with contact in intimate relationships; expend our time, energy and resources on distractions that aim to suppress or avoid facing the discomfort and anxiety that existential issues can evoke.
One of the goals of existential coaching is therefore to raise world view and choice into awareness in order enable clients to live more authentic lives. It’s about enabling clients to acknowledge and deal with underlying anxiety, tensions and conflicts that could be experienced symptomatically in psychological, emotional, physical or relational difficulties or in problematic patterns of behaviour. Duerzen summarises this approach in Skills in Existential Counselling and Psychotherapy (2011) as, ‘to help people to get better at facing up to difficulties with courage instead of running away from them’. It necessarily involves a willingness to explore issues beneath the surface, a willingness to face anxiety and a willingness to explore alternative ways of being and acting in the world.
This reminds me of a volunteer assignment I did with a Christian social worker and psychologist in Germany not long after the Berlin wall came down and East and West were reunified. We were working in a social work project with young people, often from fairly poor and dysfunctional family backgrounds, who were being seduced by the far right to join new neo-Nazi groups. The groups provided these young people with a much-needed sense of identity, belonging and purpose in the world. As part of his practice, the social worker would touch sensitively on spiritual issues and questions where it seemed appropriate. A secular humanistic colleague challenged him vehemently on this, insisting that social workers should never stray into the spirituality arena.
The social worker empathised with his colleague’s concerns about professional ethics and the risks of pressurising and indoctrinating vulnerable young people. At the same time, he believed that true spirituality speaks to life’s deepest questions, experiences and actions. The social worker responded, ‘These young people often talk in therapy about their deepest fears, about life and death, issues that are very real for them. It’s often such fears that lead them to seek a sense of identity, security and purpose in these sinister groups. We cannot afford to separate our thinking or our practice into neat, distinct, spheres of influence. The matters we and they are dealing with bring profound psychosocial, existential and spiritual issues face to face in the room.’ I agree.
So what could existential coaching look like in practice? Firstly, the coach will invite the client to share their story, particularly focusing on issues that led them to work with a coach in the first place. The coach’s role at this stage is primarily to listen and, over time, to reflect back any beliefs and values that surface implicitly or explicitly in the client’s account, particularly in terms of how the client perceives themselves, others, issues and their situation. In this sense, the coach is acting as a sounding board and a mirror, enabling the client to grow in awareness of his or own world view. The coach will go on to focus on specific tensions that may emerge, e.g. between the client’s underlying beliefs and values and the stances or actions they are choosing in practice.
The intention here is to surface the client’s underlying personal and cultural metaphysic rather than simply his or her way of perceiving and responding to an immediate issue. This approach is based on a belief that the client’s general world view or stance-in-the-world will influence e.g. what issues the client perceives as significant; how they perceive, experience and evaluate them; what their subjective needs and aspirations are; what approaches and actions they will consider valid or appropriate; what actions they will be prepared to commit to and sustain etc. This approach also enables the client to explore any tensions within their world view, between that world view and those of others in their situation and between their world view and their actions.
The problem with the language of ‘world view’ in describing such an approach is that that it sounds too conscious, too cognitive, too coherent. The focus of existential coaching is profoundly subjective and phenomenological, that is, how the client actually experiences and responds to his or her being-in-the-world at the deepest psychological levels. In that sense, it’s as much about how a person feels, the questions they struggle with and what they sense intuitively as what they may think or believe rationally. Again, there are important links for me with a spiritual dimension. As I faced my own health-related tests this week, for instance, I experienced my faith in God as something more like a subconscious, mysterious, inner ‘knowing’ than a rational assent to a set of beliefs.
As the coaching conversation progresses, the coach may help the client identify choices he or she is making (including by default), potential choices he or she could take in the future and how to integrate the client’s choices with his or her chosen being and stance in the world in order to live a more authentic and thereby less conflicted life. At one level, this enables the client to become more aware of and honest about their decisions and actions and to act with a greater sense of freedom and responsibility. At another level, it opens up more opportunities for the future than the client may have perceived previously. It can feel very liberating and energising to discover fresh ways of perceiving and acting in situations that have previously felt stuck or entrapping.
Sample coaching methods could involve helping the client reframe experiences as choices or to change their language from passive to active voice. For example, ‘I have to write this report for my boss by Friday’ or ‘This report needs to be written by Friday’ sound and feel less empowering than, ‘I will choose to write this report for my boss by Friday’. It enables the client to take ownership of their choices and to weigh up alternative courses of action. After all, if it’s a choice, I can choose differently, although I will need to weigh up the relative pros and cons of different choices. My best choices are congruent with my underlying beliefs and values, e.g. in this case, respect for authority, the sense of a job well done or a desire to keep my job so I can pay my bills.
The coach is likely to help the client connect their choices with their underlying world view. One way to approach this is to use the ‘7 whys’ technique whereby each time the client explains why they are choosing a certain course of action, the coach responds with, ‘…and why is that important to you?’ until the client’s deepest values, aspirations and anxieties surface. I will end this piece by posing some brief existential questions for personal reflection: Who am I? What personal stance do I want to take in the world? How do I handle contradiction, ambiguity, uncertainty and paradox? What is most important to me? What is God or this situation calling for from me? How consistent are my choices with my values? How well do my actions reflect the person I aspire to be?
Have you noticed how different people respond differently to change? Some go very quiet, some completely freak out, some bombard with questions, some seem comfortable with the big picture. There are various ways of understanding why and, even better, practical ways to take this into account when planning and communicating change. Here below are some insights and tips from a friend and colleague, Richard Marshall, drawing on insights from Myers Briggs Type Indicator (MBTI). For more on this tool, check out the Myers & Briggs Foundation ( http://www.myersbriggs.org/). The ideas shared here are intended as indicative rather than definitive, suggestive rather than prescriptive. In MBTI terms, people with an extroverted preference like energetic communication, time to talk about what’s going on, to be spoken with, to have opportunity to share their own views and ideas in conversation, to be involved. People with an introverted preference like written communication, time to reflect, one to one conversations, to be asked for their views. People with a sensing preference like real data, detailed explanation of what’s happening and why, specific information about what will change and when, a realistic picture of the future and clear guidelines. People with an intuitive preference like to know the overall rationale, a general plan or direction, opportunity to co-create a vision, opportunities to influence. People with a thinking preference like to know the logic behind decisions, clarity in decision making and planning, a clear view of the goals and structure, fairness and equity in the changes. People with a feeling preference like to know that leaders care, that impacts on people have been recognised, how people will be supported, what values underlie the changes. People with a judging preference like a clear, concise action plan, defined outcomes with clear goals, a structured timeframe, no new surprises and a commitment to see the changes through to completion. People with a perceiving preference like an open ended plan, general parameters, flexibility with lots of options, room to adjust goals and plans. The important thing is to remember that every individual is unique. The same person may respond differently in the same kinds of circumstances depending on how he or she is feeling, what else is happening in his or her life etc. As a rule of thumb, check out with the individuals and teams concerned: ‘how would you like us to do this’ before leaping into action.
It’s one thing to have insight. It’s quite another thing to have the skill to apply the insight to influence change. I first noticed this whilst working with a team of change management professionals. The team leader had an impressive ability to shift people’s perspectives and practices by his skilful influencing approach.
I worked with another leader who demonstrated similar skill. I often had similar insights to him during meetings but noticed how masterfully he was able to shift the whole direction of the conversation. It was his personal presence, skilful framing of issues, quiet assertiveness that made the difference.
I worked with a leadership development consultant. His style was very different to my own, more courageous and challenging. Again, I noticed how he achieved impressive results. He was prepared to speak up, risk push back and conflict, if he had an insight, concern or idea that should be shared in the group.
I worked with a leader who was sensitive and gentle. She had the ability to open minds and hearts to the most important things. I remember a valuable word of advice she once gave to me: ‘Remember: people will not remember you for what you said, but they will remember you for how you made them feel.’
Through all these experiences, these encounters, I’ve learned important lessons that influencing change is about a range of factors. It’s about being authentic, paying attention, trusting my intuition, being sensitive to others, taking a risk, speaking with courage and practising the skills of artful conversation.
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