‘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?
'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! firstname.lastname@example.org
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! email@example.com
Cliché: ‘There’s no I in Team’. Linguistically correct; yet conceptually so wrong! Inspiring and effective teamwork is always a dynamic interplay between I, you, we and they. It’s the magic that occurs where personal leadership and team leadership intersect and collide; releasing fresh insight, energy and potential. Here (below) is a short case example. What do you think?
I remember their faces vividly. I was invited to work as team coach with a leadership team that was experiencing significant conflict. Our introductory meeting was filled with deafening silences, with team members looking around or down at their notes to avoid painful eye contact. The next step was to meet with each team member individually. A resounding, recurring theme emerged: the conflict was between 2 team members, with each of the 2 attributing the blame to the other, and the rest of the team were innocent bystanders. It was the 2 protagonists who needed to change.
I invited each of the bystanders, separately, to look back to the last time conflict erupted in a team meeting. ‘What happened?’ They each described the behaviour of the 2. ‘And what did you do?’ They each described sitting back, saying nothing. ‘And why was that?’ Their responses ranged from, ‘I didn’t want to get caught up in the conflict’ to, ‘I didn’t want to be seen as taking sides’ to, ‘I didn’t want to make things worse.’ I pressed on with the challenge, ‘So, as a leader, what could-will you do differently next time?’ They looked bemused, or alarmed, and shuffled uncomfortably in their seats.
What we are seeing here is an intersection between personal leadership and team leadership. The conflict between the 2 was influenced, or supported, or sustained, by the behaviour, the passivity, of the wider group. I teased out different scenarios with the bystanders, the kinds of interventions they could make instead: e.g. ‘I feel really uncomfortable when this kind of conflict breaks out in a meeting.’; ‘When you 2 fight, I find myself withdrawing.’; ‘Let’s find another way to tackle this that doesn’t get so heated.’; ‘Let’s look at how to hold robust conversations that feel more constructive.’
At the next team meeting, I invited team members to share their reflections from our conversations, along with what they would take responsibility for and what they were willing to do. I was amazed by the courage and humility that surfaced: ‘I sometimes sit quietly and don’t say anything when I should. I’m going to try to speak up in future. I want you to help me to do it.’; ‘I play it safe when I should take more risks. From now on, I’m going to say what I’m thinking and feeling, even if I feel scared.’ It was the start of a transformational leadership-team process…where everyone changed.
How can I help you build a more inspiring and effective team? Get in touch! firstname.lastname@example.org
Well-being and resilience are hot topics in the world of work at the moment. The Stockdale Paradox offers a useful psychological outlook and stance. How do you handle faith, facts and hope?
‘Retain faith that you will prevail in the end, regardless of the difficulties and, at the same time, confront the most brutal facts of your current reality, whatever they may be.’ (Stockdale Paradox)
Someone commented recently on my ‘relentless optimism that everything will work out in the end.’ They saw this as a principle that guides my decision making, drawing on my faith as a follower of Jesus. I was a bit taken aback, partly because I had read in Jim Collins’ book, Good to Great some years ago that optimism can lead to naïve passivity in the face of challenge. On further exploration, it became clear that they meant I appear un-phased by some situations that could leave other people shaking. It’s as if I am open to, look out for, the possibility in, the opportunity in, what is. Sometimes.
This is quite different to a kind of positive thinking that says things like, ‘You can be whatever you want to be’, as if personal, cultural and contextual constraints don’t exist, or, ‘Don’t worry, you’ll be fine’ – when clearly you won’t be. Collins talks about the importance of confronting the brutal facts; that is, of actively seeking out and facing what could well look and feel like the opposite to how we would prefer things to be. In contrast to optimism or pessimism, it’s a kind of relentless realism. It demands honesty, courage, humility, and a hopeful outlook to avoid falling into paralysis or despair.
Achieving this perspective, attitude and stance isn’t always as easy, however, as it may sound. Psychodynamically-speaking, leaders, teams and organisations often develop subconscious and highly-effective defence mechanisms that protect them from dealing with issues that could feel threatening or anxiety-provoking. As a consequence, it can mean that we see what we want to see, hear what we want to hear and filter everything else out – without even knowing it. This may create both risky blind spots (what we can’t see) and dangerous hot spots (what we avoid facing).
To add to the complexity, according to Gestalt and social constructionist research, leaders, teams and organisations can become so focused-fixated on specific issues they consider most important that they inadvertently exclude wider perspectives or dimensions – again without realising it. This influences what they perceive as key, what they consider to be the brutal facts in relation to it, what they believe the options are and, therefore, what they decide to do in response to it. It’s as if the narratives we create function for us as as-if realities. How do you handle faith, facts and hope?
How can I help you build well-being and resilience? Get in touch!
An opportunity to receive questions.
‘Unless your ideas are ridiculed by experts, they are worth nothing.’ (Reg Revans)
You may have heard of Action Learning – a powerful tool used in organisations and between peers to learn in the context of action, and act in the context of learning. It typically involves one person presenting an issue, and then receiving critical questions from peers that enable them to think it through for themselves and reach their own solutions. In this sense, we could think of a conventional Action Learning process as a group-team of individuals providing coaching-consultancy to an individual.
I saw this idea turned on its head on a trip to Africa. An organisation was grappling with key strategic issues and invited leaders and professionals to form Action Learning sets to address them. Instead of one person presenting, however, the groups first spent time clarifying and crystallising their own issues. They then asked of themselves and each other: What are the critical questions that, if we could answer them, would provide us with strategic options? They finished by reaching agreement on solutions.
It’s the first time I had seen Action Learning used as a collective venture in this way. It was a a shared, relational process of inquiry, ownership and problem-solving wherein the group itself functioned simultaneously as both client and coach-consultant. I have seen similar patterns of approach used in Asia since. What strikes me is that this isn’t just a different, novel methodology or technique. It’s the product of a deep cultural mindset, belief and stance that sees, values and places the group first.
In my experience, there are corresponding benefits and risks to working in these different ways. An individual-orientation can develop personal insight, awareness and autonomy yet may lack ‘the whole is greater than the sum of the parts’ strength and cohesion in addressing change. A group-orientation, on the other hand, can bring the latter advantages to bear, yet faces its own risks including social loafing, conflict-avoidance or group-think. I’m curious, therefore: what have been your experiences of Action Learning?
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?
Can I help you develop greater resilience? Get in touch! email@example.com
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?
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