Accidents happen. How do you respond to incidents that knock your carefully-made plans sideways?
I felt a bit nervous as I entered the office and, then, decidedly embarrassed as I accidentally tipped a hot cup of tea down my smart white shirt. The client looked bemused, as if trying to stifle a smile, before racing out of the room to return with a bright yellow t-shirt. Kind man. Not to be out-done by this, my brother went to a formal, tense business meeting with a client. As he approached their office, a car mounted the pavement and hit him, sending him flying into a wet, muddy gutter. His case burst open and his papers went everywhere. It almost broke his thigh but it also broke the ice.
It’s funny how, sometimes, when things go wrong – paradoxically – it makes things go right. In both cases, what felt like a complete disaster in the moment turned out to be the very thing that enabled a different type of contact, a positive bridge of human empathy and relationship and a better outcome. An emotional experience of humour or relief melted the rational, technical barriers that could otherwise have proved more difficult to navigate. Yet how many of us would welcome such ‘accidents’ when they arise, or see only how they wreck our plans, expectations or delicate egos?
It calls for a different kind of awareness, expectation and stance in the world. It means being open to possibilities, opportunities and potential in whatever happens. It’s far less about being planned and more about being prepared. It’s consistent with Professor Richard Wiseman’s view of what makes some people (apparently) ‘luckier’ than others (https://www.bbc.co.uk/programmes/p06t5w4d). In coaching, we call this developing a client’s resource-fulness. Often, it entails enabling a person to approach the world, work and relationships with open hands, mind and heart; faith, hope and love.
So – how do you respond to serendipitous ‘accidents’? How do you build clients’ resourcefulness?
How can I help you to be more resourceful? Get in touch! firstname.lastname@example.org
People sometimes ask if I have a guiding framework for fields of practice that range from individual and team coaching to organisation development. To be honest, it’s difficult to pin down definitively without becoming simplistic. After all, we work with people, cultures, systems and contexts that are dynamically complex. Different people, situations and times call for different interventions. Here-and-now presence, openness, curiosity and trust are prerequisite conditions for successful outcomes.
That said, I often hold 5 x Rs in mind as potential areas for attention. Each R represents a different and inter-related dimension of experience, awareness and practice that commonly influences a client’s inspiration and effectiveness. The Rs are: Results, Relationships, Resourcefulness, Resilience and Reflexivity (sometimes known as ‘critical reflective practice’ or ‘praxis’). I may explore and apply these dimensions with a client at different levels ranging from intra/inter-personal to organisational.
Results focuses on who or what is most important to a client and other key stakeholders and taps into e.g. vision, values, purpose, strategy, plans and outcomes. Relationships focuses on the quality of client contact with and between key stakeholders and taps into e.g. ethics, cultures, systems, synergies and dependencies. Resourcefulness focuses on solutions, strengths and opportunities in the client/environment and taps into e.g. spirituality, talent, creativity, innovation and networks.
Resilience focuses on client health, wellbeing and sustainability and taps into e.g. motivation, engagement, patterns-trends, agility and flow. Reflexivity focuses on the client’s critical self- and situational awareness, stance and actions and taps into e.g. assumptions, constructs, influences, behaviours and decisions. I place the latter at the centre of this model because, at best, it radically questions, challenges and guides all other dimensions. It lays at the heart of transformational change.
What frameworks do you use and find most useful?
Conventional wisdom tells us this: if we acquire more resources, we can do more and achieve more. Correspondingly, if we have less, we can do less and achieve less. It’s as if there’s a direct 1-2-1 causal relationship between resource and ability. The language we use in organisations often reinforces this view. We grow and shrink our ‘human resources’ according to the number and size of jobs that need to be done, tasks that need to be performed. It’s a linear logic. And it’s wrong.
Let’s flip this around a bit. A charity plans to run a leadership development programme but loses the funding to do it. It lost the resource so lost the programme, right? No, it explored alternative ideas and found a commercial organisation that was willing to run a high quality programme for it pro bono. It satisfied the charity’s need for a programme and the commercial organisation’s desire to support ethical work in the community. A great outcome for both parties. A win-win solution.
So what made the difference? Was it a shift in resources - or a shift in thinking? Here’s the thing: ‘How else might we do this?’ invites lateral thinking, creative ideas and innovative approaches. It takes us away from acquiring more resources and towards becoming more resource-ful. It moved this charity away from, ‘How can we get more money to support our work?’ towards, ‘Who shares similar passions and interests?’ and, ‘What might be possible to achieve our mutual goals?’
This is, of course, the domain of agile thinking. As environments become increasingly volatile, uncertain, complex and ambiguous (VUCA), we need to think ever more creatively, adaptively and resourcefully. This implies a fundamental paradigm shift away from human resources and towards resource-ful humans. It means shifting our attention beyond solving the immediate issue to developing critical thinking, creative ideation and reflective practice. How do you do it?
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