‘My English is terrible,’ he said, despondently, in near-perfect English. ‘I feel like I’m going backwards rather than improving.’ This recent, brief conversation with an asylum-seeker student typified a phenomenon that leaders, coaches and trainers often encounter in people and groups. A German social worker friend describes it as: ‘Eine Frage der Wahrnehmung’, which is, translated, ‘A question of perception.’ It’s something about perspective, belief what we notice and how we construe it.
In this vein, Dr. Terrence Maltbia commented astutely in a LinkedIn post this week that coaching and facilitation are ‘as much about mind-sets as skill-sets.’ This student (above) was far more competent, more skilful, than he realised. Yet his own assessment of his performance affected his confidence badly. This, in turn, affected his emotional state and what he believed himself capable of doing. The immediate coaching challenge was, therefore, to address his mind-set, not his language skills.
I asked and gestured: ‘Imagine a box. The box contains everything you know in English. How big was the box when you arrived in the UK?’ He gestured the shape and size of a tiny box. ‘And now..?’ He gestured a significantly larger box. ‘And so..?’. A wide smile broke out on his face. He sat up straight and his voice became stronger as he spoke: more confident, able and hopeful. In that moment, his perspective had changed and everything had changed with it. Eine Frage der Wahrnehmung.
Why is this important? A person’s performance at work can be regarded as a dynamic product of 4xCs: commitment, competence, confidence and credibility. Commitment: what we are willing to do; competence: what we are able to do; confidence: what we believe about ourselves; credibility: what others believe about us. In my experience, confidence is a critical recurring factor in enhancing or inhibiting a person’s effectiveness. So, I’m curious: how do you enable a change in perception?
It can at times feel like everything is falling apart. And there is a reason for this. Because it is.’ (Neil Gibb)
I love the provocative spirit of Gibb’s words in this Introduction to his book, ‘The Participation Revolution: How to Ride the Waves of Change in a Terrifyingly Turbulent World’ (2018). The vividly dramatic, apocalyptic language suggests a world in process of fragmentation, disintegration and profound change, shattering old patterns and paradigms and signalling the birth pains of something radically new. It has resonances with Kotter’s burning platform metaphor: change now or die.
We can see glimpses of this shift phenomenon all around us on the world stage: e.g. global warming and related extreme climate change; multinational corporations transcending the power and wealth of nation states; increasing nationalism challenging international alliances and institutions; mass migration across national and cultural boundaries; a postmodern shift in trust from authorities to peers; a digital revolution that is transforming communications, cultures and relationships.
No surprise then that change leadership and management feature so strongly as recurring themes in contemporary leadership literature. Organisations – and people – can feel battered by multiple, relentless and ever-increasing waves of change that often feel outside of their control and yet to which they are nevertheless required to respond. It can leave leaders feeling anxious, bewildered, paralysed and tired. It can leave employees unsettled and anxious about an uncertain future.
Perhaps it’s enough to make anyone feel dizzy and disorientated. What kind of change curve can make sense of our experiences when we face so many changes from so many different directions all at the same time? Gibb proposes learning to ride the waves; a crash course in surfing, if you like. It sounds like a great idea in principle…but how do you do it in practice? If you are a leader, coach, OD professional or trainer, how do you enable others to navigate turbulent waves of change?
I can’t imagine how it must feel. To rush into darkness in the middle of the night, torrential rain pouring down, seconds later a flood of thick mud crashing through your home, in just moments destroying everything you own and have worked for. This happened to some close friends in the Philippines this week. A typhoon brought widespread and heart-breaking devastation. The poor have no insurance, no savings to fall back on and to recover. I hate that the poor are so vulnerable.
Yet what happened next astonished me even more. Having ensured her parents and children were safe, this Filipina girl hitched a ride into a nearby town, bought bags of warm bread and returned to distribute them to her stunned and shocked neighbours. She then returned to the town to cajole local officials into assembling an emergency response before, finally, setting off to search for a safe and dry room to rent. That was the start of an extraordinary week, entering this New Year 2019.
In the following days, she bought emergency supplies of rice, noodles and other essentials for people living in a nearby jungle village whose homes had been flooded too. They were cut off by a raging, swollen river without food or shelter. She adorned each package carefully in gift wrap so that hearts as well as bodies would be touched and warmed. She then navigated the river, trudged through sodden forest and rice fields and handed over the gifts to astonished, grateful families.
Wow. What a response: this instinct to look out towards others in crisis, to reach out rather than to shrink back, to open up rather than to close down. I reflected on how self-focused I could be, prioritising my own needs over those of my neighbours, paying attention to my own concerns first. I ask what motivates her and she responds simply yet profoundly, ‘It’s what Jesus would do.’ What’s your first instinct in a crisis? Does it evoke self-preservation or radical altruism? What do you do?
Nick is a psychological coach, OD consultant and trainer, specialising in developing critical reflective practice.