What principles, beliefs or values guide your most important decisions? Olson (below) sounds a word of caution and Nickols offers a useful grid. Let me know what you think!
‘There are no solutions; there are only trade-offs.’ (Thomas Sowell)
It was a critical juncture in my life so I met with a friend and mentor, Adrian Spurrell, to think things through. I had lots of ideas and some concerns but struggled to clear the mental fog that was amassing in my head. What to choose, what to do, when there are so many issues and options in the frame yet no clear and definitive way forward? Adrian challenged me by drilling down hard to my values, to what (for me) is non-negotiable and what isn’t, to sift the proverbial wheat from the chaff. The serious conclusions I reached in that conversation 2 years ago have guided my major life decisions since.
This approach resonates with Dr Deborah Olson’s view in Psychology of Achievement (2017) who comments that: ‘When clarifying your goals, be clear about what you want – and consider the things you don’t want to risk.’ Don’t want to risk adds a useful and important dimension to more conventional goal-orientated conversations that focus solely on what we hope to obtain or achieve. I worked with one organisation where the founder lived an aspirational life and achieved amazing things at work but lost sight of his family. His daughter committed suicide. The ethical stakes can be very high indeed.
Fred Nickols offers a simple and practical tool called a ‘Goals Grid’ that can be used to help identify goals and priorities (https://www.nickols.us/versatiletool.pdf) at personal, team and organisational levels. It poses two key questions: ‘Do I/we have it?’ and ‘Do I/we want it?’, places these questions on the axes of a 2-by-2 grid, adds the alternative responses of ‘Yes’ or ‘No’ against each question and proposes an action for each domain. The resultant combinations and options are: Have + Want = Preserve; Have + Don’t want = Eliminate; Haven’t + Want = Achieve; Haven’t + Don’t Want = Avoid.
Nickols’ model can be applied flexibly and creatively to incorporate a diverse range of helpful angles in leadership, OD, coaching and training conversations; e.g. strategic-visionary, spiritual-existential, psychological-relational and tactical-systemic. It ensures that trade-offs are made as conscious decisions with transparency and awareness. It also reminds that, when reaching towards a brighter future, to notice, value and protect who and what matters most. ‘Not jeopardising what we already have can matter as much as gaining new things.’ (Olson, 2017). Always keep values in sharp view.
‘The problem is, we are protecting people when we should be preparing them.’ (Carole Pemberton)
How to weather a storm. Resilience has become a buzz word in organisations today, linked with well-being, positive risk, agility, adaptivity and sustainability. As an individual-personal level, the imperative is being driven by a growing awareness of and concern about mental health issues, experiences, influences and impacts, including in the workplace. At a wider organisational level, factors include ever-more complex global dynamics and a seemingly relentless need for change. All in all, it can feel like a perfect storm – leaving leaders, managers, people professionals and staff alike feeling perplexed and exhausted.
I worked recently with a forward-thinking public sector organisation in the UK. It was and is working through a merger with two sister organisations and recognised the criticality of building resilience by preparing leaders, staff and teams psychologically in advance for the transitions that this would entail; as well as to manage the practical change process itself effectively. I will share insights and ideas here that participants said they found most useful. We framed the experience as moving from an until-now-known reality to a not-yet-known future reality, through what sometimes may look-feel like a messy place in the middle.
1. Scary voids. In the absence of knowing exactly what a change and new future may hold, some people will fill the interim void with anxiety; others with hope. It’s normal – and partly influenced by what each person has experienced in the past. Hold your nerve. Reach out if you – or others – need help. 2. Small things are big things. In the midst of change and transition, the most insignificant of decisions and actions can take on great symbolic significance – positively or negatively. Don’t be surprised if this happens. Ask each other what small thing(s) would make the biggest positive difference – then, if possible, do it.
3. Mind games. People, teams and organisations construct narratives that help them make sense of their experience. Pay careful attention to the stories that you and other people tell yourselves – and each other – on route. Change the narrative: change the experience. 4. Rollercoasters. Transitions can feel like a bumpy ride, often feeling more like a ‘snakes and ladders’ game than a smooth change curve. Be patient, flexible and forgiving. One step at a time. 5. Building blocks. Reflect and help others reflect on life-work changes that have worked out well in the past – and how.. Engender resourcefulness. Inspire hope.
How do you develop personal, team and organisational resilience?
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Tuesday night. A close friend in Asia discovers she is in terrible financial debt through no fault of her own. She has supported a near relative through her studies at considerable personal cost and the relative has let her down badly. I ask her to ask the bank how much she needs to clear the debt. Wednesday night. She tells me, UK equivalent, £1000. She says, ‘Let’s pray.’ I agree. Thursday night. A biker in the UK who I don’t know well calls me and asks if I can meet him at a biker/truck stop café on Sunday morning. I wonder if I have inadvertently done something to upset him. I agree to meet.
Sunday morning. He’s waiting at the table and I sit down, nervously. He asks, ‘That girl in Asia you once spoke about trusts Jesus, right?’ ‘Yes’, I reply. He slides an envelope across the table towards me. Now I am puzzled. He says, ‘Jesus told me to give her this – as soon as possible. Can you send it to her?’ Intrigued, I say, ‘Yes.’ He continues, sternly. ‘This is nothing to do with me. It’s between her and Jesus. I don’t want to hear about it again.’ I slide the envelope into my pocket, thank him and leave. At home, I open the sealed envelope. £1000 inside in crisp, new bank notes. I am speechless.
I don’t know about you, but this type of encounter, this kind of experience leaves me stunned and amazed. It has happened to me on quite a few occasions in my life and I’m convinced it lays beyond ordinary, rational explanation. I’m going to be brave here and to call it a miracle. It’s unpopular in contemporary secular culture to talk about God or the super-natural in the context of work and I’m not going to get all religious because that would be inappropriate and annoying. I am, instead, hoping to provoke an open spirit of curiosity. Have we thrown out the baby with the bath water?
I remember reading Holloway’s book, Spirituality & Social Work (2010) and Mathews’, Social Work and Spirituality (2009) which re-introduced questions of faith and spirituality into domains where such considerations had effectively and, I would argue, over-hastily been dismissed as irrelevant. Having reacted rightly against ‘religion’ in its worst, oppressive forms, I detect a fresh openness to consider Who or what may lay beyond the boundaries of empirical science; especially when working with people and cultures for whom life-giving faith and spiritual dimensions are fundamental.
As leader, coach, OD or trainer, what role, if any, do faith and spirituality play in your practice? How do you work effectively with people and cultures who consider them critical? Have you ever seen or experienced something that caused you to question everything you had believed was real and true?
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‘How to develop a thick skin at work without being obnoxious.’ (Experteer)
The article title made me smile. We often think of people with thick skin as tough, resilient and, at times, insensitive to others. It’s as if thick-skinned people are able to handle high levels of relational tension or conflict without feeling hurt or bruised. A similar personal-relational metaphor we sometimes hear is Teflon. If you are unfamiliar with it, Teflon is a material with ‘an extremely low coefficient of friction’ (Urban Dictionary). If something is coated with Teflon, stuff doesn’t stick to it. Tensions and conflict simply slide off, leaving a Teflon person unaffected by relational stress.
Whilst thick-skinned or Teflon people may be insensitive to criticism or insults, other people may be overly-sensitive, feeling hurt by relational tension or allowing conflict to penetrate into their soul. A pastoral friend, Nikki Eastwood, uses a blotting paper metaphor to characterise this. If you are unfamiliar with it, blotting paper is an absorbent material, used to soak up excess ink when writing with a traditional ink pen. If we allow ourselves to absorb all the hurt, pain, frustrations etc. of other people, including that projected onto us, we can become debilitated, stressed and exhausted.
I worked for most of my life in human rights work and international non-governmental organisations (NGOs). Faced, at times, with unspeakable suffering of others, I became very run down. Eventually, I spoke with an insightful therapist, Shona Adams, who challenged my risk of over-empathising. In my desire to feel and communicate genuine contact with others, I learned that sometimes I stepped so far into others’ shoes that I stepped out of my own. It was as if I was experiencing others’ traumas vicariously, yet without the resilience that people in such situations often develop or discover.
So, what can we do to build healthy, constructive relationships that are neither too Teflon to the point of insensitive arrogance on the one hand or too over-empathetic to the point of unhealthy confluence on the other? How can we develop emotional intelligence and resilience? Firstly, listen actively for expressed and unexpressed feelings of others. If you’re unaware or unsure, be curious and inquire. Secondly, establish and maintain a clear psychological boundary and relationship between your experiences and those of others. It may be about you but it’s not only about you.
If you would like help with creating and sustaining healthy, inspiring and effective relationships at work, get in touch! firstname.lastname@example.org
'The good news is you have 200 people working for you. The bad news is they don't see it that way.' (Euan Semple)
I love how humour can transform, creating fresh perspective by shedding novel light on people, issues and situations in ways that plain comment or description just can’t. It can be a great technique for reframing, making the familiar unfamiliar and vice versa too. I worked with a colleague, Benjamin, who enjoyed using phases playfully. If something went wrong or didn’t work out as we had hoped, or if someone was sounding unduly pessimistic, he would simply grin disarmingly and say something like, ‘Ah well, every silver lining has a cloud.’ Humour can inject energy, diffuse tension, bring people together, make life and work more fun. Smiles and laughter are good for health and well-being too.
I worked with Richard, an occupational psychologist and HR leader who had a passion for developing talent and enhancing people’s commitment, capacity and contribution. He could have presented his case for change using formal statistics, spreadsheets and information. Instead he would start with an open, provocative smile, ‘There are people who left this organisation years ago...but still turn up for work every day.’ It had a very different qualitative feel to sarcasm, cynicism or bland statement of fact. It was a powerful use of irony to highlight an issue, evoke curiosity, challenge the status quo and invite a response. I could almost hear every person in the room thinking, ‘I wonder if that could be me?’
For humour to work, it needs to have some resonance with what the audience already knows, perceives and experiences as real and true. I think back to the first time I read Scott Adams’ The Dilbert Principle (1996). I sat on my bed and literally cried laughing. It was for me, as for many others, a refreshingly new approach to shining a critical spotlight on the quirky, crazy and self-defeating politics of office life. This, however, signals that humour is culturally and contextually-relative. Have a glance, for instance, at satirical Despair.com. Are its posters funniest for those who have seen their earnest equivalents first? What have been your best experiences of humour at work? Who or what made them so effective?
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This short article addresses the question, how to spot and deal with untrue truisms that appear to be true. The tricky bit is that common truisms often guide and reinforce everyday beliefs, behaviour, decisions and actions – including at work. Untrue truisms can prove limiting, unhelpful or damaging. What do you think?
‘Ring a bell and Pavlov’s dog salivates.’ True? Not necessarily. It depends on the context in which the dog hears the bell (Anne Rooney, Psychology – How the World Works, 2019). ‘Brainstorming in a group generates more ideas than individuals generate alone.’ Not necessarily true either. It depends on whether individuals in the group have had opportunity to write down their own ideas separately first (Michael West, Developing Creativity in Organisations, 1997).
We could list many more frequently-proclaimed and widely-accepted truisms here that turn out to be not entirely true. ‘People don’t like change’. Oh, really? Perhaps closer to the truth could be a more qualified statement, ‘Some people don’t like change’ or, as a variation, ‘Most people don’t like having change forced on them’ where the emphasis is definitely more on forced – an implied denial of choice, freedom, influence or control – than on change per se.
The problem here lays in simplistic generalisations, superficial conclusions, trite clichés that may well sound plausible and convincing on the face of it yet lack validity and soundness. They present an idea of reality with an air of marked confidence, yet which doesn’t correspond with research evidence or lived experience. (Some contemporary politicians came to mind as I wrote that…but I won’t go there). Worse still, we and others may act on untrue-truisms as if they were true.
What can we do as leaders, coaches, OD and trainers to notice, reveal and test hidden, personal-cultural assumptions that are so often masked and disguised as statements of fact? Firstly, listen for words or phrases that signpost a claim is about to follow, e.g. ‘of course, ‘obviously’, ‘clearly’, ‘self-evidently’, ‘everyone knows that’. Secondly, acknowledge that the explicit truth claim represents an implicit belief. Thirdly, open it up for critical exploration and evaluation.
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‘Who started this work – the organisation’s founder, or the child who inspired him to do it?’
This challenge came as a healthy jolt, a moment of insight and inspiration, from Carlos, a humble, radical leader working with poor communities in Brazil. It was at an induction event for new leaders of a now very large, global non-governmental organisation (NGO). Its history was being presented through the lens of the organisation’s founder and its successive global presidents. The founder was a war photographer who had been appalled to see the terrible suffering of children during the Korean War. An encounter with a child had galvanised his determination to do something about it.
The resultant NGO had worked very hard over the years to support poor and vulnerable children throughout the world and had indeed achieved some remarkable results. Over time, however, as the organisation had grown in scale and scope, it had started increasingly to view the world through an organisational lens rather than through the eyes of a child. The simple-yet-profound voice of a child had become lost in the midst of complex strategies, structures, policies, plans and programmes. The presidential perspective symbolised a shift from client/beneficiary-centric to organisation-centric.
Why is this important? Firstly, this child’s interaction with and influence on the founder challenges traditional ideas of leadership as a hierarchical-structural phenomenon rather than, as according to Chris Rodgers (2015), ‘an emergent property of people interacting together, not as an elite practice confined to those at the top of organizations.’ Secondly, this NGO’s experience highlights the risk of subtle-yet-critical drifts away from a customer-client, outside-in focus to an intra-organisational, inside-out/inside-inside focus. How can we address these issues as leaders, coaches, OD and trainers?
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'In ‘Leadership and Self-Deception’ (2006), the Arbinger Institute highlighted the subtle, subconscious and serious art of deceiving ourselves and others in organisations...without realising it. This short article says a bit more about this strange risk phenomenon and invites your insights and ideas on how to address it!
Is everything we know wrong?'
In 2010, the BBC released a ground-breaking Horizon documentary entitled, ‘Is Everything We Know About the Universe Wrong?’ It set out to question and challenge current, fundamental and widely-held scientific beliefs about the universe, particularly in relation to ‘dark matter’, ‘dark energy’ and ‘dark flow’. Perhaps the most radical dimension to the investigation was its willingness to wonder. Are our hypotheses, our cosmological theories, so convincing to us, so self-evidently true for us, that they blind us, close down uncomfortable questions, act as powerful psychological-cultural filters?
It coincided with the release of a plethora of popular books (e.g. Chabris & Simons’, The Invisible Gorilla, 2011; McRaney’s, You are Not so Smart, 2012) that set out to reveal and challenge our cognitive and cultural limitations and distortions. An underlying, recurring theme is that self- and group deception act in stealth mode. We are most deceived when we don’t know we’re deceived. We face the same challenges as leaders, coaches, OD or trainers: how to practise reflexivity/praxis ('critical reflective practice') whilst enabling other people, groups and organisations to do so too.
Thomas Aquinas offers useful psychodynamic insight here. If we face an unresolved question that captures our interest and imagination, it sets us off on a quest, a journey, of discovery. If, however, we find an explanation or solution that we find convincing, the mind comes to a standstill, our thinking comes to a halt. This is a reason why transformational teachers such as Jesus, Buddha and Socrates are famous for posing high order, high quality, questions, puzzles or paradoxes – searching, evocative, provocative stimuli that leave us deeply restless until, if possible, we find resolution.
So, some food for thought: As leader, coach, OD or trainer, what are you, or your clients, assuming or taking at face value? When have you, or they, leapt to a conclusion too soon, treating an open question as if it were a closed one? What rules, principles or received wisdom (e.g. ‘good practice’) do you, or they, consider obvious or sacred? When do you, or they, shut down questions or avenues of inquiry because they feel too difficult or sensitive to raise? Which tricky issues, experiences or conversations are you, or they, avoiding? How can you get self-deception out of stealth mode?
Can I help you develop critical reflective practice?
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‘The big question is, who rolls the dice?’ (Pav Ponnoosami)
You may have seen change models that depict human experience as a linear curve. The idea is that people progress through change by transitioning gradually through different emotional phases. On the whole, it’s a useful tool – except, that is, when it isn’t. Perhaps a more apt metaphor for complex change in organisations today could be a snakes and ladders board. (If you’re not familiar with this children’s game, it involves rolling a dice to move a piece from start to finish, step by step. If you land on a ladder, you accelerate forward. If you land on a snake, you slide backwards.)
That’s so often what happens in change – and so often what it feels like too. We step forward then, all of a sudden, someone or something hits us and knocks us off course. We trip up, fall down, get up, dust ourselves off, steady ourselves and find our feet again. We take another step, more cautiously this time and, unexpectedly, happily, something positive shifts. Wow, we leap forward now filled with fresh energy, confidence and hope. Success! We smile, breathe…then, shockingly, the ground gives way. Woah?! How did that happen? Where did that come from? Two steps forward, one step back.
Why is this metaphor useful? It creates a realistic expectation, an anticipation, that enables us to handle change. If we know in advance that change will feel chaotic at times; that multiple changes from different sources may well collide and create conflict; that not everything will be as smooth, clear, organised and coordinated as we may hope for; that sometimes our energy will dip or rise, that we may feel irritable, excited, annoyed all in the same day and – yet – that we will get through this; that the ‘miserable middle’ is only the middle; we can keep moving forward, pushing ahead.
It normalises what otherwise feels abnormal. It helps us not to panic. It begs interesting questions too. For instance: Whose game is this? Who decides the rules and why? What piece have I chosen to represent me – or my team? Who or what are the snakes and ladders here? Am I a ladder for others or a snake? How resilient and resourceful am I if I land on a snake? Who am I competing with? What would it mean to win? Who roles the dice? As leaders, coaches, OD and trainers, we can listen for the metaphors that our people/clients use; explore them playfully; experiment with alternatives.
‘I was embarrassed to ask the king for a cavalry bodyguard to protect us from bandits on the road. We had just told the king, ‘Our God lovingly looks after all who seek him.’’ (Ezra 8:22)
I don’t often laugh when reading biblical texts but this honest, heartfelt confession did make me smile. The writer, a role model and leader, found himself in a daunting situation and the faith he had felt in more secure circumstances now felt pretty daunting too. It was a moment of decision and it feels so contemporary, so real. Would he be willing to put his feet where his mouth had been? I can so relate to that tension. Do I stick with my vision, my beliefs, my values, when things get tough – or do I shrink back, compromise, take the easier road? Am I willing to take genuine steps in faith?
In the UK, we have ‘zebra crossings’ on busy roads, intended to provide safe crossing points for pedestrians. If I stand at the edge of a crossing and see cars flying past at speed, I may well hesitate to step onto the crossing for fear of being injured or killed. In fact, for visitors to the UK, choosing not to step onto the crossing will look and feel like a rational decision. Yet here’s the rub: until I take that first step, that step of faith, the cars are not obliged to stop. It’s only when I do so that the traffic will come to a halt, as if by magic. Change is what happens as we move forward.
So back to Ezra – and to us. Faith is acting on what we believe, as if it were true. I can imagine that daunted feeling, that heart-racing moment, that deep-breaths experience before taking…that…step. It could be an unnerving time, a risk-taking venture, a profound exercise in trust; whether in God, our intuition, research, resources, training – or all of the above. It could also be a thrilling, life-giving adventure, taking us to the edges of what we had dared to imagine possible or hope for. As leader, coach, OD or trainer, how do you enable people to take scary steps? How do you do it too?
Nick is a coach, trainer and OD consultant with over 15,000 followers on LinkedIn. How can I help you? Get in touch! email@example.com