What do you really believe? It’s sometimes hard to know. We can believe something absolutely, with real passion and conviction, and yet act completely differently. The really weird thing is that we can convince ourselves that we’re living consistently with what we believe and yet the behavioural evidence, the decisions we take, the time and energy and resources we spend on people and things, can tell a very different story. Our human ability to deceive ourselves is quite remarkable.
Against this backdrop, words like integrity, genuineness, authenticity and congruence spring to mind as a stark contrast, posing a powerful and deep challenge to who we are and how we conduct ourselves in the world. We tend to think of these words as inner qualities, personal attributes, the idea of someone walking their personal talk whether anyone notices it or not. Yet they are often formed, outworked and sustained in the context of complex situations and relationships.
In this sense, we could consider the integrity phenomenon as having social and cultural as well as personal dimensions. It’s about the individual but it’s not only about the individual. So we can ask: Who best models integrity for us? If we live seek to live with integrity in all aspects of our lives, what impact and influence does that have on those around us? What cultural beliefs and values nurture and support it? What social conditions provoke and inspire it, often against all the odds?
What does this mean for leaders, OD and coaches? Here are some ideas: 1. Clarify our beliefs and values: what matters most to us? 2. Invite people to support and challenge us when we risk dissonance, self-deception or slip up on route. 3. Model, inspire, support and affirm integrity in behaviour, relationships, decision-making and culture. 4. Support and challenge, not collude, when working with clients. 5. Love, honour –and forgive – when we and others get it wrong.
How would you describe your coaching style? What questions would you bring to a client situation?
In my experience, it depends on a whole range of factors including the client, the relationship, the situation and what beliefs and expertise I, as coach, may hold. It also depends on what frame of reference or approach I and the client believe could be most beneficial. Some coaches are committed to a specific theory, philosophy or approach. Others are more fluid or eclectic.
Take, for instance, a leader in a Christian organisation struggling with issues in her team. The coach could help the leader explore and address the situation drawing on any number of perspectives or methods. Although not mutually exclusive, each has its own focus and emphasis. The content and boundaries will reflect what the client and coach believe may be significant:
Appreciative/solutions-focused: e.g. ‘What would an ideal team look and feel like for you?’, ‘When has this team been at its best?’, ‘What made the greatest positive difference at the time?’, ‘What opportunity does this situation represent?’, ‘On a scale of 1-10, how well is this team meeting your and other team members’ expectations?’, ‘What would it take to move it up a notch?’
Psychodynamic/cognitive-behavioural: e.g. ‘What picture comes to mind when you imagine the team?’, ‘What might a detached observer notice about the team?’, ‘How does this struggle feel for you?’, ‘When have you felt like that in the past?’, ‘What do you do when you feel that way?’, ‘What could your own behaviour be evoking in the team?’, ‘What could you do differently?’
Gestalt/systemic: e.g. ‘What is holding your attention in this situation?’ ‘What are you not noticing?’, ‘What are you inferring from people’s behaviour in the team?’, ‘What underlying needs are team members trying to fulfil by behaving this way?’, ‘What is this team situation telling you about wider issues in the organization?’, ‘What resources could you draw on to support you?’
Spiritual/existential: e.g. ‘How is this situation affecting your sense of calling as a leader?’, ‘What has God taught you in the past that could help you deal with this situation?’, ‘What resonances do you see between your leadership struggle and that experienced by people in the Bible?’, ‘What ways of dealing with this would feel most congruent with your beliefs and values?’
An important principle I’ve learned is to explore options and to contract with the client. ‘These are some of the ways in which we could approach this issue. What might work best for you?’ This enables the client to retain appropriate choice and control whilst, at the same time, introduces possibilities, opportunities and potential new experiences that could prove transformational.
It stands around the corner from an authentic Thai restaurant in central London. On the face of it, it’s an elegant building. As you walk past, however, you realise with surprise that the frontage is a façade, an elaborate shield concealing a plain office building that lies behind it. It’s a striking metaphor, a symbol of sorts for an inauthentic life. It challenged me powerfully yet silently to consider the masks I wear, the images I project to disguise my real self.
Some years ago, John Powell published a popular, short self help book, ‘Why am I afraid to tell you who I am?’ He explored how we attempt to protect our fragile egos and avoid our fear rejection by acting out roles or playing games. These are defensive routines aimed at minimising social anxiety or negative evaluation. By putting on a front that we believe will impress others, we attempt to feel better about ourselves and to win others’ approval.
At one level, these strategies can prove successful in life and work. It’s one reason why we pay attention to our physical appearance, the way we behave and conduct ourselves in public, the way we present ourselves at job interviews etc. From our earliest childhood experiences, we learn what wins love and affirmation from others within our key relationships, social environments and culture. We learn how to play the game.
At another level, however, keeping up appearances can prove self-defeating. Over time we may feel alienated from ourselves, not sure how we really are, and alienated from others, not sure if we are really loved and accepted. We can feel lonely, frustrated and tired. It’s as if, paradoxically, the façades we create to develop and maintain relationships can have the opposite effect, preventing authentic and intimate contact with others.
This presents us with a dilemma, an anxiety-provoking risk. What if I remove the mask, tell you what I’m really thinking, show you how I’m really feeling? Would you love and accept me for who I am or would you look at me with disappointment in your eyes? Will making myself vulnerable release you to be vulnerable too? Can we find a new way of connecting that feels more real, more authentic, less defended, less like a façade?
It can feel like a breathtaking step. The possibility feels exciting and yet the potential feels daunting. I’m reminded of Jesus’ call in the gospels: ‘remove the mask and come into the light’. There is further New Testament teaching too: ‘perfect love casts out fear’. If God can love and accept me as I am, perhaps I can learn to love and accept myself and to love and accept others too. Perhaps that’s where it starts, feeling truly safe with God.
So therein lies the challenge. As a leader and a coach, am I willing to make myself vulnerable so that others can be vulnerable too? Can I demonstrate unconditional love with such honesty that others feel safe to remove their masks, to take down their façades? Can I find new ways to relate to others with an increasing sense of trust and authenticity, creating ever-deeper levels of contact? It’s certainly a goal worth praying and striving for.
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'm indebted to Rosabeth Moss Kanter for her wise insights and guidance on change leadership, especially in her excellent article, 'Managing the Human Side of Change'. I will share some of her insights and suggestions below along with some of my own and how these could look as guiding principles. I would be very interested to hear from others too...what principles have you found that make the greatest positive difference when dealing with human dimensions of change?
1. Loss of control
'How people greet change has to do with whether they feel in control of it or not. Change is exciting when it is done by us, threatening when it is done to us. Giving people chances for involvement can help them feel more committed to the change.'
We will involve people were possible in discussing, designing and planning changes that affect them.
(In what ways can you get people involved in the changes you are planning?)
2. Staying close
Leaders can be tempted to avoid contact with people affected by change in case they face criticism or questions they can’t answer. Staying closer to people during change enables communication and builds trust.
We will create maximum opportunities for people to engage with leaders throughout the change.
(What opportunities can you create to engage with people throughout the change?)
3. Excess uncertainty
'If people don’t know where the next step is going to take them, change can seem dangerous. Information, coupled with the leaders’ actions to make change seem safer, can convert resistance to commitment.'
We will communicate decisions and plans clearly and accessibly to build confidence for the future.
(What do people impacted by the change need to know to minimise uncertainty?)
4. Surprise surprise!
'People are easily shocked by decisions or requests suddenly sprung on them without groundwork or preparation. Give people advance notice, a warning, and a chance to adjust their thinking.'
We will share issues and decisions as early as possible to allow people time to adjust and respond.
(What do people need to hear now to help prepare them for the change?)
5. The difference effect
'Change requires people to become conscious of, and to question, familiar routines and habits. Maintaining some familiar sights and sounds, the things that make people feel comfortable and at home, is very important.'
We will emphasise what will stay the same alongside what will change.
(What good things can you safeguard to maintain a sense of continuity?)
6. Loss of face
'If accepting a change means admitting that the way things were done in the past was wrong, people are certain to resist. Commitment to change is ensured when past actions are put in perspective – as the apparently right thing to do then, but now times are different. This way, people do not lose face.'
We will affirm the past, including people’s contributions, and explain why change is needed now.
(What things can you do positively to affirm the past?)
7. Future competence
'Sometimes people resist change because of personal concerns about their future ability to be effective after the change: Can I do it, how will I do it, will I make it under the new conditions, do I have the skills to operate in a new way? We have to be sensitive enough to make sure that nobody feels stupid, that everyone can ask questions and that everybody has a chance to be a learner, to come to feel competent in new ways.'
We will affirm people’s willingness to learn new things and support them with their development.
(What could you do to enable people to meet future demands?)
8. Ripple effects
'Change sometimes disrupts other plans or projects, or even personal and family activities that have nothing to do with the job, and anticipation of those disruptions causes resistance to change. Effective change masters are sensitive to the ripples changes
cause. They introduce the change with flexibility so that, for example, people who have children can finish the school year before relocating or managers who want to finish a pet project can do so.'
We will work alongside those affected by change to find, where possible, win-win solutions.
(What is negotiable to make the change more workable for those affected?)
9. More work
'The effort it takes to manage things under routine circumstances needs to be multiplied when things are changing. While an employee is working harder, it certainly helps to know that your boss is acknowledging that extra effort and time.'
We will acknowledge the challenges of working through change and ensure people are rewarded.
(What can you do practically to affirm people working through the changes?)
10. Past resentments
'Anyone who has ever had a gripe against the organisation is likely to resist the organisation telling them they now have to do something new. Going forward can mean first going back – listening to past resentments and repairing past rifts.'
We will listen to people’s concerns from the past and take active steps to address them.
(What past hurts need to be dealt with in order to go forward positively?)
11. Dealing with loss
'Sometimes a change does create winners and losers. Sometimes people do lose status, clout or comfort because of the change. We all need a chance to let go of the past, to mourn it. Rituals or parting events to honour the past help us let go.'
We will honour those affected by change by marking endings and supporting through transition.
(What creative rituals could you do to celebrate the past and enable people to move on?)
12. Modelling values
The way leaders treat people during change reveals their true values. When leaders act honourably with love, care and respect, it builds trust, loyalty and hope for those who stay with the organisation.
We will model the organisation's values in how we lead the change.
(How will your values influence your decisions and behaviour?)
Think of a great leader, leadership team or experience. A person, group or moment where you strongly noticed or felt the influence and impact of leadership. What made the difference?
I don't believe in the cult of the perfect leader, the person who lives and demonstrates perfect leadership qualities at all times and in all circumstances - except of course, God.
Nevertheless, I do know when I experience or exercise leadership. I have an intuitive sense that I'm being something, doing something, experiencing something that feels both 'me' and 'beyond me'.
I've noticed these moments most profoundly when certain qualities emerge at the same time. It's a kind of synergy that, in a particular moment and context, ignites a spark and something emerges:
*Identity. The intrinsic me. A sense of who I am, who I am in God, what I believe about myself, what others recognise in me, what my talents are, what I base my confidence in.
*Initiative. Personal proactivity. A sense of my own power, personal leadership, a willingness to be the first to step out and take a risk, a preparedness to take responsibility for action.
*Inspiration. How I motivate others. A sense of vision, imagination, a compelling idea, a grasp of opportunities and possibilities, an ability to help others believe in themselves, to release potential.
*Intuition. Deep insight. A sense of what's important, an awareness of my own feelings, an ability to tune into what isn't being said, an ability to notice and discern 'what's really going on here.'
*Influence. Inspiring others to follow. An awareness of what matters most to others, a commitment to role modelling, an ability to communicate, negotiate, convince and persuade.
*Inclusion. Valuing others' contribution. A sense of awareness of my own limitations, a recognition of others' gifts and talents, an ability to involve others and draw out their best.
*Intimacy. How I relate to others. A sense of empathy, a willingness to challenge and support, a preparedness to stand alongside others through good times and bad.
*Integrity. My values and behaviour. A sense of conscience, a moral compass, a determined commitment to ethical practice, a clear sense of parameters and boundaries.
*Innovation. Seeing and doing things differently. A sense of creativity, a willingness to be playful, experiment and take risks, an ability to reframe, to challenge the status quo, to enable paradigm shifts.
*Impact. A commitment to action. A sense of purpose, a desire to achieve change, the courage to get involved, a willingness to take decisions, an openness to experiment, evaluate and learn.
It's a dynamic combination of these elements that results in the exercise and experience of leadership, whether personal leadership or leadership as a team (where ‘I’ could be converted to ‘we’).
So I want to use this list as a checklist before God. How far does my attitude, outlook and approach reflect these qualities? What would it take for me to become more of a leader, more of the time?
Nick is a psychological coach, OD consultant and trainer, specialising in critical reflective practice.