'Vulnerability + Hazard = Disaster.’ (Steve Penny)
It’s one thing to conceptualise it. It’s quite another thing to feel it, to experience it, to know it for real. Marcus Oxley, international disaster response expert, comments with insight that at moments when crisis hits, all vulnerabilities that pre-existed, yet lay out of view, come into sharp relief. It’s like a lightning flash in the darkness of night that, suddenly and just for a moment, reveals starkly what’s already there: e.g. political systems, public services, infrastructure, corruption, technology, security etc.
Yet crisis can also reveal and evoke extraordinary awareness, resourcefulness and resilience. Shona Adams, a clinical psychology expert, observed astutely that people often don’t know what’s possible, or what they and others are truly capable of, until they are in a crisis. There’s only so much we can imagine, anticipate and prepare for in advance. People sometimes discover surprising strength, support and spirit and fresh possibilities emerge, as if by magic, that lay hidden or untapped before.
So, here are some tips for leaders, coaches, OD and HR that feel especially pertinent in the midst of the Coronacrisis: 1. What vulnerabilities have emerged that were already there, yet your client now sees more visibly and has energy to address? 2. What has stayed strong or not broken in the face of crisis? (e.g. ‘If your client rates his or her resilience as 2 out of 5, what has stopped it becoming a 1?’). 3. What new opportunities can you and the client see and create: to be, become or do something new?
Can I help you think through steps 1-3 in your work? Get in touch! firstname.lastname@example.org
Lockdown, as a self- or state-imposed isolation from other people, is a physical response to a physical threat, a measure taken to limit the impact of a clear and present danger. The current, global, disease crisis-response is a very explicit case in point. Yet every action risks creating its own unintended consequences. Take, for instance, mental and physical health problems that may well result from media-induced fear and panic; sustained social isolation; reduced physical exercise.
Cast your eye to the poorer countries and communities in the world, and the list grows much longer. You can add stress from lost essential livelihoods; lack of access to food, safe water, sanitation and health facilities; increased risks of corruption and exploitation of the most vulnerable people. So, in the face of such existential threats, what can we do? William Glasser, a choice-theory, relational psychotherapist, offers useful insight in his 3Rs formula: Reality + Responsibility + Relationship.
Reality: Look beyond our own immediate thoughts, feelings and circumstances to see, where possible, a bigger picture. Reflect critically on what we see and hear in the media. Keep things in perspective. Responsibility: Acknowledge that our actions in the face of adversity represent choices. We can make different choices. Do what is right, not just what is expedient. Relationships: Look outwards when tempted to close inwards. Ask for support. Offer it too. Keep in touch. Pray.
Would you find coaching with the 3xRs helpful? Get in touch! email@example.com
For the first time in human history, toilet paper is worth more than real money.
It’s hard not to look on with bemusement and alarm at the wild antics of desperate people, fighting in wealthy supermarket halls to grasp hold of the last packs of loo roll. My Filipino friends are utterly astonished. Whilst poor people there are struggling to hold onto their income, their ability to feed their families – and with good reasons too, here we are gripped by a selfish fear of…inconvenience.
The new pandemic has its scary dimensions, but they are nothing compared to those created by sheer irrationality – whipped up into a frenzy by irresponsible, scare-mongering media, fueling the flames of terror. At times like this, we need to look outwards, not barricade ourselves inwards, to see how best we can support those who are poor and vulnerable; locally, and in the wider world.
An antidote to the disease, that risks taking so much, is a yet greater and deeper humanity – to help ourselves and each other by keeping things in perspective; to see people in need and take practical, caring action in response; to pray for faith, hope and love when afraid or tempted to retreat, grab or lash out. Ask: ‘When you look back, what kind of person do you want to have been?’ Then be it…now.
Are you feeling gripped by the Coronadrama? How can I help you? Get in touch! firstname.lastname@example.org
‘The facts never speak for themselves.’ (Geoff Pelham)
Res ipsa loquitur. A Latin phrase. It means: the facts are so obvious that no further explanation is needed. ‘Anita is under-performing, despite having been trained. She is clearly incompetent.’ Right? Wrong. Anita may well be incapable of doing the job, but the facts (under-performing; trained) don’t necessarily, of themselves, lead to that conclusion. What if, for instance, she’s trying to cover for an absent colleague at the same time as doing her own job, or if elements have changed that weren’t covered by the training?
The focus on Anita, in isolation as an individual, is just one way of construing a situation. If we were to zoom-out, as with a camera, who and what else comes into view and what questions could that raise? For instance: Who sets the performance standards? What are they based on? Are they fair, realistic and achievable? What other factors could influence Anita’s performance, such as quality of line-management relationship, access to the right and timely information and resources, critical dependencies on other teams?
The facts never speak for themselves. When have you experienced or enabled a paradigm shift, a radical re-framing, a surfaced personal-cultural assumption, that changed everything? How did you do it? What then became possible?
Would you like help with thinking outside of the box? Get in touch! email@example.com
You are what you eat. That’s what I read on social media anyway, particularly during vegan January (in the UK). We could propose alternatives: You are what you think; or, You become what you do. There’s an idea in psychology that we don’t really know who we are until we expose ourselves to different situations, or find ourselves in them, then observe what we think, feel and do. We may discover, with surprise, that we are quite different to how we had imagined ourselves to be.
Another idea is to think of an idea, an approach, and then act on it as if it were true. It’s as if I’m choosing in advance who I will be, how I will behave, how I will respond. So, for instance, if I’m facing a presentation where I lack confidence, I can stand up straight, tell myself I feel incredibly confident, create an image in my mind of being incredibly confident, then act that out, like a role play, until it becomes real and normal for me. It’s about breaking default patterns and creating new ones.
I’m reminded here of a biblical principle: ‘Be transformed by the renewing of your mind.’ I’m limited or changed by what I believe and act on, by faith, as possible – in this case, with God. Richard Bach in his philosophical allegory, Illusions: ‘Argue for your limitations, and they are yours.’ Henry Ford: ‘Whether you think you can or you can’t, you’re right.’ This isn’t positive psychology on steroids. It’s an acknowledgement of the profound relationship between thinking, feeling, experiencing possibility - and hope.
A goal of leadership, OD, coaching and training is to tap into the power of imagination, to create and release potential by paying attention to what people think, believe, hypothesise, assume, notice (and not-notice), the deeply personal and cultural narratives they tell themselves and each other – and to experiment with divergence, disruption, dissonance and change. You can because you think you can: When have you adopted this idea? How did you do it? What difference did it make?
Are you ready to challenge and stretch your thinking and practice, to open up and create fresh possibilities and opportunities? Get in touch! firstname.lastname@example.org
‘It’s front-to-back!’, my daughter would say with a smile – when she was two. It was creative genius, depicting the meaning of the phrase, back-to-front, in how she structured the sentence itself. It’s a word play suggesting that something is, somehow, the wrong-way-round. This notion of wrong-way-round itself suggests implicitly that there is a right-way-round. Our notions of right-way-round are usually an indicator of convention, function or perspective rather than something that is, per se.
Take, for instance: ‘The West in the East if you’re standing in Vladivostok.’ The statement only makes sense if we hold a Eurocentric view of the world, in which countries on the left of a flat, traditional map are regarded as the West, corresponding to directions on a compass, and those on the right are (progressively) East. If we form the map into a globe, however, everywhere is relatively West and East of everywhere else, marked only in relation to other places by relative direction and distance.
We could instead take, say, a geo-political view in which places are distinguished or related by location, terrain, access or resources. Or we could take, say, a socio-anthropological view in which places are distinguished or related by history, tradition, language and culture. There is no one, definitive, way of looking at and making sense of what is in the world. Whatever statement I make reveals an implicit personal-cultural construct; a hidden backdrop of beliefs, values and assumptions.
How easy do you find it to view things front-to-back at work, to notice, reveal and challenge existing paradigms and perspectives? If you do it well, what then becomes possible?
Do you need help with front-to-back thinking? Get in touch! nick-wright.com
‘If you equate listening with being silent, not disrupting the status quo, not interrupting another person’s monologue, not challenging their view of the world ...you’re not ready to be a coach.’ (Ana Karakusevic)
I’m paid to be disruptive.
Isn’t that, after all, at the heart of what it is to be a good leader, coach, OD change agent or trainer? There’s something about an encounter with leadership, a true leader, that leaves us changed and transformed. The best OD people I’ve known have challenged, stretched and reframed much of what I thought I believed. The best trainers have impacted my ideas and practice. The best coaches have left me startled, dizzy, at times disorientated, and yet, somehow…renewed.
There is, however, a cost to all this. Don’t always expect a warm welcome and smiles in the room. An honest HR colleague commented to me once: ‘You pose questions and perspectives that can make us feel jarred, frustrated and, at times, even threatened. You turn everything upside down, inside out – and you are absolutely right to do so.’ And this is where contracting and trust prove critical. Without a genuine spirit of relationship and intention of support, we risk simply p***ing people off.
So, how far are you a disruptive influence? How well do you build trust through risk-taking with support?
‘Don’t just do something. Stand there.’ (White Rabbit – Alice in Wonderland)
It was 1 hour before the workshop was due to start and we discovered the room had been double-booked. With delegates due to arrive at any moment, the pressure and risk was to spring into action to solve this. Suddenly, I remembered the simple yet profound words of a girl in the Philippines: ‘First, pray’. So I paused, prayed, finished my cup of tea (I’m British) then walked calmly to the foyer. The manager appeared: ‘I’ve found you a fantastic alternative room at a nearby conference venue.’
Another occasion. A team meeting was due to start but the leader had been held up elsewhere. He arrived late and saw the anxious gazes of team members at the already packed-full agenda. The risk and temptation was to race through the items at breakneck speed. Instead, he paused, took a deep breath and encouraged others to do the same. Then, he turned the agenda upside down on the table. ‘What, for us, would be a great use of the time we have available?’ Sighs of relief all round.
There’s a question, an idea, a principle here. Guy Rothwell calls it Space and Pace: discerning and deciding when to pause (pray) and when to leap. Pause too long and you may miss the opportunity, allow issues to escalate or frustrate others who need decisions or actions from you. Leap too soon and you may miss wiser options, fail to notice important implications or deprive others of creating better solutions. How do you handle space and pace? How do you enable others to do so too?
'Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for life. Right? Wrong. Not if there’s a factory upstream pumping toxic effluent into the river.’ (Bill Crooks)
Bill’s jolting critique demonstrates starkly the potential inadequacy of focusing on a person, or an issue, out of context. There is, after all, always a context, a Gestalt ‘Ground’, that bears an influence on a person, team, group or organisation and what she, he or they are capable of achieving. It could be an enabling or disabling influence, a stronger or weaker influence, yet an influence all the same.
I worked with an organisation that took contextual dynamics very seriously; e.g. when setting and reviewing goals, ‘What else?’ was a key question. What else would it take to achieve success, over and above the enthusiasm, expertise and hard work of the individual? What people, resources, relationships and other factors would she have to navigate well, and what support would she need?
This approach raises some interesting questions. If we take this kind of systemic view, to what extent does it make sense to reward (or reprove) an individual if the wider context plays such a significant influence on what he does, or doesn’t, do or achieve? It is something about how well, or not, he grasps, transcends or overcomes whatever opportunities or challenges the context may create?
What do you think?
Can I help you develop greater systemic awareness in your work? Get in touch! email@example.com
Like it or not, you’ve been framed. You’ve framed others too. Not just some-one. Everyone you’ve ever met or imagined. Think: male, female, black, white, tall, short, extrovert, introvert, manager, staff, marketing, operations, rich, poor, educated, uneducated, leave, remain. Whatever category we apply to ourselves, or to others, creates an experience, an awareness, of same-as or different-to.
‘I’m a white, male, Christian from the North East of England. I like riding motorbikes.’ Notice what those descriptors evoke for you. Reflect on which draw you towards me and which push you away from me. Have those words created a sense of greater affinity with me or do they now make me feel more alien to you? How are they the same or different to the labels that you apply to yourself?
Why does this matter? Well, the categories, the frames of reference, we use are always selective and simplifications of a wider reality and, thereby, reductionist. They draw our attention to certain attributes and cause us to not-notice others. They carry personal-cultural value judgements and trigger emotional responses that influence, often reinforce, our beliefs, attitudes and behaviour.
So - what happens if we switch frames, re-frame? What then becomes possible?
How can I help you reframe your reality and relationships? Get in touch! firstname.lastname@example.org
Nick is a psychological coach, trainer and OD consultant with over 20,000 followers on LinkedIn. How can I help you? Get in touch! email@example.com