NICK WRIGHT

Samarita

22/11/2020

The boy looks about 13, maybe 14, and is guiding cars into parking spaces. The sun is beating down and its steaming hot. Exhausted, he sits down against a wall for a break. This is in the Philippines last week. A poor woman from Samar, Jasmin, notices him out of the corner of her eye as she steps down off a jeepney – a mini-bus used for public transport. The boy looks weak and unwell. She walks across to him, speaks gently then reaches out and touches his face with her hand. His skin is burning with a fever.

Jasmin urges him to stay there and wait for her as she rushes quickly to find a shop where she can buy medicine, food and drink. Then she returns and says she will take him home, to the slum area where he lives. She reassures him that things will be OK, that she will give his family the equivalent of what he could earn in 2 weeks, along with the food, so that he could take a rest to recover. The boy looks up at this stranger, can’t speak…and just cries. She helps him into a jeepney and honours her promise.

I ask Jasmin why she has taken such a risk, to touch a person with clear signs of a fever when the Philippines is in the midst of a Covid-19 lockdown. She looks emotional now and says, quite simply, ‘I imagined how I would have felt if I was that teenager.’ She couldn’t bear to leave him alone, so very sick. She gave what little she had so that his family would not become destitute. I flash back to the parable of the good Samaritan. Jasmin loves Jesus and is willing to engage. I might well have just walked by.

7 Comments

Platitude

19/11/2020

2 Comments

No, not platypus – that’s a duck-billed, beaver-tailed, otter-footed, egg-laying aquatic creature native to Australia. ‘Don’t worry – be happy.’ Now, that’s a platitude. It’s a superficial cliché that rolls all too easily off the tongue, without thinking, and presents itself as truth. It’s the kind of thing you may well hear from well-meaning, secure, content-with-life people; yet lacks empathy, depth or genuine appreciation of a person, situation or struggle.

Now you may already be thinking, ‘I wouldn’t worry about that if I were you.’ Oops. Ding! Platitude. Here’s the thing: I’m not you; I might not worry about it if I were you; you might worry about it too if you were me. Furthermore, I’m a human being, not a robot. I don’t have an on-off switch for worry, or for happiness, although I sometimes wish I did. A platitude creates the sense of saying something useful…without actually saying something useful.

So, what’s the antidote? How can I avoid inadvertently slipping into platitude-speak? 1: Listen. Don’t speak. Zip it. Resist the temptation to fill the space, to apply a fix without having heard. 2: Empathise. Feel the feeling, the emotional tone, the tremor, the resonance that lays behind the words. 3: Understand. ‘How are you feeling?’ ‘What do you need?’ Great questions, powerful reach. 4: Offer. Share your wisdom – if called for. Make it real.

2 Comments

Beware of the Panda

14/11/2020

16 Comments

‘The only exercise some people get is jumping to conclusions.’ (Hal Elrod)

A recurring theme in psychological coaching/OD is that of enabling a person or a team to grow in awareness of what they are believing, assuming, hypothesising or concluding. This could be about, for instance, themselves, another person, a relationship or a situation. In Yannick Jacob’s words, ‘Human beings are meaning-making machines’ (An Introduction to Existential Coaching, 2019). We are wired to see things as complete wholes and, where there are gaps, to fill them subconsciously – and therefore, by definition, without noticing we are doing it.

This reflects a core concept in Gestalt psychology; where you may be familiar with, say, an image of black shapes on a white background that viewers typically see as a ‘panda’. This assumes, of course, that the person seeing the image already has an idea of panda in mind – i.e. what a panda looks like. We join the dots or, in this case the shapes, to create something that we already know. In doing so, we superimpose meaning onto the image and, at the same time, exclude alternative interpretations. It’s as if, to us, if the image is self-evidently that of a panda. Full stop.

This panda-perceiving phenomenon can help us to understand how we, as individuals and as cultural groups, construe our ideas of reality at work. Drawing on limited data, we fill-in any gaps (e.g. with our own hopes, anxieties or expectations) to create what looks and feels, to us, like a complete understanding of a situation. Yet, in Geoff Pelham’s words, ‘The facts never speak for themselves’ (The Coaching Relationship in Practice, 2015). If we enable a person or a team to revisit the gaps and to hold their hypotheses lightly, fresh insights and opportunities can arise.

First, pay attention to how a person is feeling, or the mood in a team. Acknowledge the emotion without necessarily seeking to change or to resolve it. Instead, invite a spirit of curiosity, a desire for discovery. Next, facilitate a process of critically-reflexive exploration: e.g. of what meaning they are making of their experience; of what needs it reveals; of what strategies they are using to address them. Now, offer support and challenge to test assumptions, stretch boundaries, shift a stance. Be prayerful and playful. Release the panda to emerge as something new.

16 Comments

Relational feedback

11/11/2020

22 Comments

Feedback – a topic that often keeps people awake at night. There’s something I want to say, perhaps need to say, but I can’t think of the right way to put it. ‘What if it provokes a negative response?’ ‘What if I can’t handle the person’s reaction?’ ‘What if it makes things even worse?’ Such questions can understandably create an anxious psychological, emotional and physical state. If I’m feeling anxious, no matter what carefully-crafted words I may use, the other person is likely to pick it up intuitively and it could, to them, look and feel like attack or defence: and evoke the same in them.

The truth is, we are continually giving and receiving feedback, yet often out of conscious awareness. Our tone of voice, body language, use of words and behaviour all convey implicit messages and we only have limited rational control over them. What is more, we filter and interpret signals we receive from others based on our own personal experience; including our hopes, expectations and fears. Feedback always takes place in a dynamically-complex and fluid relational (e.g. affinity; trust; hierarchy) and cultural (e.g. language; values; norms) context – and that influences everything.

Take, for instance, feedback that lands positively on one day, yet could feel negative on another, depending on how I’m feeling. If I like and trust the person, I’m more likely to hear and respond to it positively. Conversely, if trust is low, of if we’ve just had a bruising argument, it could evoke a negative reaction; even if the feedback itself is valid and fair. In light of this, we are most likely to give and receive feedback successfully if we pay attention to our psychological, emotional, physical and relational state first, and then give equal attention to that of the other person too.

We can do the former in a number of ways. Take a moment to relax, breathe (pray) and imagine the person and conversation. How am I feeling? Is now the best time to hold this conversation? What will I need to handle it well? What beliefs am I carrying? What am I saying to myself? If: ‘What if it goes wrong?’, what happens if I reframe it to, ‘What if this goes well?’ If I’m saying, ‘I want this person to stop what they’re doing’, what happens if I change it to, ‘I want this person to succeed’? Now rehearse the opening of the conversation – in a positive, relaxed state.

We can do the latter part in a number of ways too. Invite the person into a constructive review conversation together, not simply impose something onto them. Be clear about your (positive) intention, purpose and desired outcome. Ask them where and when would suit them best. Frame the conversation in an appreciative, solutions-focused way, reminding them of the vision and goals and inviting their reflections first: e.g. ‘What is going well?’ and ‘What will make it even better?’ – before offering your own feedback and ideas. Close with, ‘How shall we move this forward?’

Do you lose sleep over giving or receiving feedback and how to do it well? If so, get in touch!

22 Comments

Great

28/10/2020

36 Comments

‘Good is the enemy of great.’ (Jim Collins)

When we look out for great qualities, talent or performance; when we attempt to codify great competencies and to recruit, develop or retain them; we need to ask ourselves seriously: ‘Great - in relation to what?’

An existential view reframes everything. If shifts our attention from, say, ‘How can we make this more profitable?’ to ‘How can we make this more purposeful?’ or, ‘What is my career trajectory?’ to ‘What is my calling?’

Good is the enemy of great? Yes, if by ‘good’ we mean mediocre, a failure to reach a true, positive potential. No, if by ‘good’ we mean those ethical-spiritual values that call us back to who and what really matter most.

How do good and great feature in your life and work, and those of your clients – and how do you/they manage the relationship between them?

36 Comments

#Je Suis Samuel

20/10/2020

18 Comments

The brutal murder of Samuel Paty, a teacher in France on Friday, spun freedom of expression back into the media spotlight. Freedom of speech is, after all, a bedrock of Western democracy – not only the safeguarding of the expression of thoughts, feelings, and opinions but also, critically, the right and opportunity to be exposed to those of other people and groups too. The same principle applies in liberal education: learning, development, creativity and innovation emerge from the interaction of diverse insights, experiences and ideas; sometimes awkwardly or angrily if they clash, yet vital for healthy growth.

Emmanuel Macron has described the current Kairos moment as an existential crisis: a fundamental conflict between secular, liberal European values and those of radical Islam. A broader cultural backdrop is, however, a struggle between freedom of speech and freedom from harm, where the latter includes freedom from offence. Brendan O’Neill commented last weekend that, in France, “cancel culture turned murderous…the (teacher’s) beheading was a militarised expression of (it).” The silencing of a voice, the no-platforming of a dissenting view, can lead to dire unintended consequences.

Coming from a very different place politically to O’Neill, Douglas Murray struck a strikingly similar chord in, ‘The Madness of Crowds’ (2019/20): “We are going through a great…derangement”. Cultural and technological upheavals are driving humanity at breakneck speed into uncharted territories where many hitherto beliefs, values and assumptions are being stress-tested to their limits. Grasping at simplistic and polarising stances – no matter how irrational – is one way to feel safer and more purposeful in the world. So, question: What do these feverish times call for from us, as leaders, coaches, trainers and OD?

18 Comments

Fearless

11/9/2020

26 Comments

At just 5 feet (152 cm) tall, this Filipina presents an imposing stature. She went out this week to provide emergency food and modest cash gifts to some of the poorest people in the Philippines, those who live at the roadside on zero income owing to the Covid-19 lockdown. She herself is very poor yet determined to share what she has for the benefit of strangers in need. She prays to Jesus, dons a face mask and heads out fearlessly. One family revealed they had barely survived until she arrived. They had been living on just boiled water with a little sugar stirred into it. No rice, and little hope.

One group surrounded her when she at first appeared. Some men grabbed the bags of rice that she carried with her, skulking away in an attempt to avoid being caught. At that, she lifted her mask and yelled assertively: ‘Bring that back now, or I leave here with everything I came with.’ Slowly…the stealthy thieves reappeared, with guilty expressions on their faces now, and handed them back. She explained, ‘We are poor, but this is no way to conduct ourselves. We need to learn to share what we have, like Jesus.’ She then held out the sacks and cash, and every family went home with something real.

I asked her if she had felt nervous, to be confronted and robbed like that in broad daylight. She was, after all, alone among strangers and anything could have happened. She said no, she wasn’t afraid, because she had prayed hard before setting out. ‘I know what it is to be poor, and I have lived my entire life among the poor.’ I reflected on how I might have acted defensively in response, annoyed by their attitude and fearful for my own safety. By contrast, she showed courage, empathy, faith and love. Question: When have you been at your most fearless? What made the difference for you?

26 Comments

Peak

7/8/2020

26 Comments

I live close to a legendary road that weaves through the countryside with hills and valleys, twists and turns. It’s a favourite for local motorcyclists and police speed-trappers alike. Learning to navigate the road at high speed, on two wheels, to achieve maximum adrenaline rush whilst, at the same time, to minimise danger to self and others, can be a thrilling challenge. Every time I reach the end of that road to pause for a break and savour the moment, it takes at least an hour to get the wild grin off my face. ‘It’s the next best thing to sex!’, shouts one of my biker mates, wild with enthusiasm as he screeches to a halt beside me. I laugh and nod, flip the visor, pray, twist the throttle and cruise home.

Yet why the rush, the buzz, the high? What’s the relevance to leadership, coaching, training or OD? It’s something about achieving peak performance, being ‘in the zone’, that can stimulate and release incredible energy. It’s the amazing power of a dynamic synergy that emerges, like magic, between (1) person, (2) resources and (3) environment – which, in this case above, includes: rider, bike and road. If we too want to reach the peak and to live to tell the tale, we do well to pay attention to all 3. When do you experience peak performance at work? How, in practice, do you release, enable and synergise people, resources and environment to achieve healthy, engaging and life-giving success?

26 Comments

Human

20/7/2020

40 Comments

‘They may forget what you said, but they will never forget how you made them feel.’ (Maya Angelou)

It was a dire and inspiring experience, a hospital for children with severe disabilities in a desperately poor country under military occupation. Conditions were severe, the children were abandoned by their families and the staff were often afraid, suspecting the children were demon-possessed and, therefore, holding them disdainfully at arms’ length. A fellow volunteer, Ottmar Frank, took a starkly different stance. He was a humble follower of Jesus and I have rarely witnessed such compassion at work. I asked him what lay behind his quiet persistence and intense devotion. He said, ‘I want to love these children so much that, if one of them dies, they will know that at least one person will cry.’

Ottmar’s words and his astonishing way of being in the world still affect me deeply today; the profound impact of his presence, and how my own ‘professional’ support and care felt so cold by comparison. I remember the influence he had on others too – how, over time, some others started to emulate his prayer, patience, gentle touch and kindness – without Ottmar having said a word. It invites some important questions for leaders and people, culture and change professionals. If we are to be truly transformational in our work, how far do we role model authentic presence and humanity, seeing the value in every person and conveying through our every action and behaviour: ‘You matter’?

40 Comments

Let go

16/7/2020

42 Comments

As a young child, a Filipina living in the jungle threw a bucket down a deep well to collect water, but forgot to let go of it. She fell down the well, almost drowned and was rescued at the last minute by her father. He had happened to pass by and was surprised to see that both she and the bucket had vanished. A short while later, this same girl was climbing a guava tree to collect its fruit. Hanging upside-down with her feet around a branch, she parted the leaves and, to her horror, came face to face with a deadly cobra. This time, she did let go, fell and hit the ground hard. It saved her life.

The principle here is to know when to let go. In English, we use to ‘let go’ metaphorically to mean to make a break with the past. It’s as if by letting go, we release ourselves psychologically to move on. (It’s sometimes used euphemistically to mean to make someone redundant – but that isn’t the way in which I’m using it here). It can also mean to relax our metaphorical grip in the present moment. In this sense, it’s the opposite of to grab, hold on tightly or seek to control. It’s about learning to relax, trust, flow and breathe – and, for me, to pray – then to see who or what emerges, new, into view.

Are you holding onto, e.g. a person, home, job, role, income, plan, structure or way of doing things, that's stifling what’s truly possible? How easy do you find it to let go? How do you enable others to do so too?

42 Comments

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Samarita

Platitude

Beware of the Panda

Relational feedback

Great

#Je Suis Samuel

Fearless

Peak

Human

Let go

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