‘Kairos moments’. Pivotal experiences. What have been the turning points in your career? What happened and what impacts did they have? How have you learned to ride the waves?
I wasn’t trying to be difficult. It felt like an issue of justice. I was in my late teens and this was a trade union meeting in a local town hall. The room was packed full and I sat upstairs in a balcony. The union leaders were in powerful positions, sitting in a row at the front table. Nobody dared to speak or to raise a challenge. To lose membership meant to lose one’s job. ‘We have mortgages to pay and mouths to feed.’ I valued the trade union ideal but, somewhere along the way, this body had lost its visionary, democratic principles. I disliked the way its leaders abused power and traded on fear.
After making long, tedious speeches, reminiscent of a bygone communist era, the main leader stood up and asked if anyone had anything to say. A tense and tangible silence filled the room. I could feel my heart pounding and nerves straining throughout my body. I had to say something, I had to speak. So, much to my colleagues’ amazement, I stood up, took a deep breath and advocated a proposal for democratic reform. The whole room gasped…then fell back to stunned silence. The leader, now red with rage, shot me down for daring to challenge his authority – and inadvertently proved my point.
I was treated like a hero as I left that day, work mates crowding around, punching my shoulders and patting my back with looks of surprise and admiration. It was a defining moment for me. I had stood up to authority, taken a public stance on my beliefs and values and, by God’s grace, managed to stay diplomatic and assertive. There could be no going back now. I organised a union-wide petition and, as a result, came under threat from union reps who warned me that I was ‘playing with fire’. I resigned, left my job and entered human rights and community development work.
I can see a trajectory in my life that had led up to that point, e.g. from when, as a young school boy, I had hated bulling and cruelty to animals and had created an animal rights activist group at school. I can also trace a clear trajectory through my life and career in subsequent years, e.g. in leadership, coaching and OD roles in charities and INGOs, based on my spiritual-existential-humanistic beliefs and values. I still hold that same passion to support people who are poor, vulnerable or oppressed in the world. What have been the defining moments in your life and career? How did you get here?
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It’s hard to think outside our own thinking to do the as-yet unthinkable, yet that’s often where real transformation takes place. How do you do it? How do you enable others to do it?
What does a kilogram weigh on the moon? Is grass still green when it’s dark?
I had this fascinating conversation with a chemistry student last night about what can be known to be true and how. We touched on philosophy, theology and science and I left feeling like my brain had been bent and twisted in different directions. One of the key principles that came through is that we base our understanding of the world on what we believe or know to be true already. It’s a form of projection that creates a psychological sense of certainty and enables us to predict, test and move on. It’s also a phenomenon that can leave us profoundly mistaken – without realising it.
I listened to a radio interview with the controversial film director Quentin Tarantino. When asked to comment on the quirky, sudden and often dramatic mood swings in his films, Tarantino responded, ‘Who do you imagine I am directing in my movies – the actors or the audience?’ He went on to paint an image of himself standing invisibly behind the cinema screen like the conductor of an orchestra. The audience watches the film. He conducts the audience. The audience is the orchestra. It was a stunning example of challenging the assumed, reframing an experience, revealing the unexpected.
The moral of this story? Not everything is as it appears to be or what we may want or expect it to be. We are easily unaware or deceived. It’s why ‘critical reflective practice’ is so valuable and important as professionals, leaders, managers, teams and organisations. It’s about taking conscious, proactive steps to challenge, test and transform our awareness, assumptions, thinking, stance and practice – enabling greater inspiration, resourcefulness, resilience and effectiveness. (See: Thompson & Thompson, The Critically Reflective Practitioner, 2008; Bassot, The Reflective Practice Guide, 2016).
As leader, OD, coach or trainer, what have been your experiences of critical reflective practice? Where have you seen or experienced real transformation, radical re-framings or paradigm shifts?
Can I help you develop critical reflective practice? Get in touch! firstname.lastname@example.org
Who or what is important to you? Who or what do you value most? I’ve heard it said that we can know who or what we value in practice, which sometimes differs from who or what we value in principle, simply by looking at our diaries and bank account statements to see who and what we spend our actual time with and money on. It’s a crude measure but can be revealing – especially as we can be prone as people and groups to deceive ourselves by believing what we want to believe.
In Britain, we often value e.g. individuality, effort and achievement. You could think of this as affirming: standing on our own two feet, trying hard and reaching stretching goals that are perceived as worthwhile by UK culture and the wider nation-community. I’ve heard some people say that, as British, we are only impressed by a person, team or country that manages to achieve something better than we believe we could have achieved ourselves. ‘I could have done that’ is a subtle put-down.
Against this backdrop, I was challenged and inspired last week by a girl from a very different culture who discovered that a fellow student had been excluded from taking part in a drama production team because she had some difficulties with her speaking. This girl instinctively showed empathy and compassion, valued the person, reached out, drew her in and modelled social inclusivity rather than simple task achievement. I wondered what I would have done. She reminded me of Jesus.
Why is this so significant? Our values reveal and shape something profoundly important about who we are in the world. They influence our stance, focus, decisions and boundaries. I’ve often found that working with values as a leader, OD, coach or trainer has had a transformational impact on people, teams and organisations. There’s something about, ‘What really matters to you in this?’ that can feel so much deeper than, ‘What are your goals?’ So – who or what matters most to you?
What sense do you make of categorical, definitive statements? For example, ‘This book is excellent.’ ‘That person is annoying.’ Could it be that such truth claims say more about the person making them, perhaps also about the beliefs and values of the cultural worlds they inhabit, than who or what they are referring to? In coaching, what could they reveal about embedded, hidden and often subconscious assumptions, perspectives, constructs, needs, hopes, fears and expectations?
I had a difficult conversation tonight. Some close neighbours have 2 dogs that they leave outside barking and a son that kicks his football against the wall, fence and bins. The noise, the persistent intrusive disturbance, drives me crazy. I tried to tackle it in polite conversation but it ended badly. The neighbour was angry and frustrated with me and slammed the door with a loud bang as the conversation came to an abrupt end. I walked away feeling shaken, disappointed and stressed.
It is easy to imagine the kind of statements we could now be making about each other inwardly and, perhaps, outwardly in conversation with others. ‘That bloke is so inconsiderate!’ ‘That guy is so over-sensitive.’ It’s as if the statements we project convey objective, incontrovertible truths about the other, statements of what-is rather than statements of subjective opinion, of cultural possibility and, at a deeper level, of veiled revelations of how we are feeling and the pain and hurt of unmet need.
I worked with one leader, Richard Marshall, who took this principle very seriously. Every time I or another made a definitive statement, he would challenge us to personalise it. So, for example, ‘This meeting is a waste of time’ would be reframed as something like, ‘I feel frustrated in this meeting and would prefer to do X’. The effect was transformational. It surfaced underlying values and needs and made them explicit. So, is my neighbour unreasonable? I don’t know. I just need peace and quiet.
What’s your angle? We use this expression to check out a perspective, a way of seeing things, of presenting things. The angle itself is designed to convey something as interesting, eye-catching, novel, unique. There’s another way of thinking about ‘angle’ too. A friend commented yesterday that, if we look at a protractor, we see how a slight shift at the centre leads to a significantly different end point at the perimeter. The shift represents a change of direction and trajectory.
So here we are at the start of a New Year. The decisions, the angles, we take, here and now, will influence where we finish in the future. They may seem small and insignificant in the moment yet, each time we change our angle, the direction in which we face, we change our trajectory too. In many aspects of life, the cause-and-effect consequences are not as linear and predictable as lines on a mathematical tool. Nevertheless, it’s as if every choice and decision, in some way, counts.
We can also look at our lives, circumstances, choices and decisions, from different angles. Leaders, coaches, OD and trainers refer to this as ‘reframing’. It could involve, say, looking at ourselves, our relationships and situations through different metaphorical frames or lenses, from different angles or vantage points, from different points in time or stakeholder perspectives etc. This can open up new insights and possibilities that may otherwise lay obscure or hidden to us.
I believe this is where coaching to develop critical reflective practice can be so important, valuable and useful. It can enable us to grow in awareness of our beliefs, values, assumptions and preoccupations – our default angles, if you like. It can enable us to consider fresh options and implications that will guide our focus, attention, behaviour, decisions and actions. It can enable us to live authentic lives and to work with greater insight and freedom. So – what’s your angle?
Working cross-culturally can be a fascinating, illuminating and enriching experience. Picture this: here is an interview panel for a job in the UK. The candidate is from South East Asia and the lead interviewer asks her to comment on her strengths and weaknesses. The candidate bows her head. Her long hair falls across her face and she falls into silence. The interviewer restates the question, this time enunciating each word slowly and clearly in case she hadn’t understood. Still silence.
The interviewer now looks awkward. I feel curious so I ask the candidate, gently, ‘Is there something about the question that makes it difficult for you to answer?’ She lifts her head and responds in apologetic tone: ‘Yes. In my culture, it would feel very immodest to talk about my own strengths in this way.’ I say, ‘OK…so if we were to ask you to leave the room for a moment and to invite your colleagues into the room, what kind of things do you think they might say to us about you?’
Her face brightens immediately and she reels off a list of things she excels in and things she could develop further. It was as if, culturally, it was OK to talk about herself in this way from a third party perspective but not OK to talk about herself directly. Plaister-Ten (The Cross-Cultural Coaching Kaleidoscope, 2016) talks about this type of encounter and experience as working with the cultural self and cultural mandates. It’s about learning to navigate cultural beliefs, assumptions and norms.
Plaister-Ten also offers some interesting culture-based coaching and interview questions, e.g. ‘What do you think members of your family would think about that?’ (if respect for elders and allegiance to family is high); ‘What do you think your boss would do in such a situation?’ (if power-distance is high); ‘If you were in a position of power in the government, what would you do about that?’ (if deference to institutions is high). So, I’m curious – how well do you navigate different cultures?
'What are you not noticing?’ What an odd question. How can I notice what I’m not noticing? It sounds, feels, like a paradox. I first heard this question during a Gestalt workshop posed by the legendary Malcolm Parlett. And then, next: ‘What are we not talking about?’ So now we’re supposed to talk about what we’re not talking about?! Weird. Mind-bending. An intriguing adventure.
I took part in a workshop with Tuku Mukherjee. He drew a black dot in the middle of a blank sheet of flipchart paper. What did we see? 'A black dot'. What did we not notice? The white background. Or you may have tried the selective attention test where you are invited to watch a basketball game and count the number of bounces or passes. How is it that we miss the gorilla walking by?
Such insights and ideas sparked the start of my own journey into not-noticing. What am I not noticing? It has profoundly influenced my leadership, OD and coaching practice. What are we noticing? What is captivating us, holding our attention? What have we become fixated by? And, What are we not noticing? Who or what is lying in the background, hidden in plain sight?
Our noticing is filtered by e.g. language, beliefs, values, assumptions, cultures, paradigms, interests, experiences, expectations and emotional states. Not-noticing enables us and our clients to focus, simplify and make sense of the world. Yet it can blind us to all kinds of insights, ideas and possibilities. Noticing not-noticing can be liberating and powerful. What are you not noticing?
If you’ve got nothing to say, say it.’ As teenagers at school, we could always tell the teacher was annoyed when he would blurt out these words in exasperation. It was usually when the class was noisy, people chatting away excitedly but paying no attention whatsoever to the teacher at the front. I have to confess that, at the time, its subtlety was lost on us.
We would look at each other across the room, puzzled faces, mouthing silently, ‘It?’ Over many years working as leader, coach and facilitator, however, I have noticed, discovered, the real value of staying silent. As someone with a clear introverted preference, being quiet comes easily to me. However, the silence I’m talking about here isn’t quietness per se but silence as presence – active, engaged, being-with.
Often, silence is associated with absence, avoidance, withdrawal from. You can imagine, for instance, the stony silence that follows an argument or the silence of a bored colleague gazing out of the window during a team meeting. I know extroverted trainers who dread working with introverted participant groups because they find the silence deafening, impenetrable, debilitating.
The silence I’m talking about, though, is a deliberate space, choosing contact with another person or a group (or God) rather than filling that space with our words. It’s a silence that invites the other, assures the other of our attention and believes that that connection, that quality of relationship itself, can be transformative. It’s about offering ourselves – and believing that is enough.
When I first started out in my career, I was keen to make a difference through my efforts and concerned about how others would perceive me. I felt I had to speak to convince others of my worthwhile-ness, to show that I had something useful to say. It was all about displaying and asserting my own knowledge and experience. Over time, however, I discovered that my speaking was sometimes, paradoxically, counter-productive.
As a leader, it could inhibit others from speaking their own words. As a coach and facilitator, it could be a distraction, an interference. I realised that awakening and building the best in others often involves silence, listening, genuine curiosity and care. It entails pausing before stepping in, allowing the silence to do its own work.
My silence allows me to not-know. It allows me space to listen, truly listen, to the sound behind a person’s voice; the silent, vibrant, resonating sound of deeply-held beliefs and values, unspoken questions, hopes and fears. My attention, my presence, supports the other person as a human being, nurturing what is within to emerge, to rise to the surface and, in doing so, it affirms something of my own humanity too.
Of course, silence itself is not the only quality that matters in our work. There are times where we do need to speak up, to share and show what we think, feel and believe. Nevertheless, silence can evoke the space, the environment, the conditions, the opportunity, for creative conversation, energetic dialogue and a dynamic way forward.
Nick is a psychological coach, trainer and OD consultant with over 18,000 followers on LinkedIn. How can I help you? Get in touch! email@example.com