 'Don't be still. One of the most common mistakes when change is upon us is to take enormous amounts to time to run analysis and come up with various routes to be followed. Sitting still in moving waters will only lead to a ship becoming adrift, with no indication of where it will end up or whether it will sink. If adjusting the course is needed, the leader should do it quickly and without hesitation.' (Raluca Cristescu)
The start of this new year has felt like a very rough ride for some people. I’ve been working alongside humanitarian disaster management experts in and from a wide range of countries, trying to make a difference for those who are poorest and most vulnerable in the world. In some places, wave after wave of devastating impacts have hit hard and fast, ranging from drought, crop failure and swarms of locusts to military conflict and deep civil unrest – all with the ongoing Covid-19 crisis overlaid on top. A close friend in the Philippines spent today with her children, praying earnestly and wrapping what few possessions they have in plastic bags in preparation for the roof of their fragile boarding house being torn off by an impending typhoon. Others I’ve been supporting have been grafting long hours, trying to help people and communities recover from the effects of war. The power fluctuates on and off, as does the wifi signal, making online communication difficult – yet I, we, they, persevere. My first direct experience of disaster response was some years ago during the Kosovo crisis. I travelled with a team across Spain, France, Italy and Albania to take emergency logistical supplies to refugee camps on the frontline border with Serbia. Our vehicles were fitted with spare tyres, satellite communications equipment and ballistic blankets in case we drove over land mines. I remember vividly the ‘No weapons on board’ symbols on our windows – signalling, I hoped, ‘Please don’t shoot us.’ We encountered challenge-after-challenge on route. At times, it felt as if everything was against us. As military helicopters flew overhead in impressive formation, we meanwhile were often stuck firmly on the ground, mired in red tape or the insidious effects of blatant corruption. It was a rapid learning experience for me, seeing how my seasoned disaster response colleagues handled this. It was my first exposure to adaptive leadership in a crisis too – out in the field, not inside an organisation. It went something like this: 1. Hold tightly to your goals and values but loosely to your plans. If you expect everything to go smoothly, you will get disheartened and frustrated. 2. Treat every roadblock as a new reality. It’s not the end of the road, it’s another challenge to navigate. 3. Think quickly and tactically. Lateral thinking will prove more useful than strategic planning. 4. When faced with an obstacle, take a decision and act. Don't stop, keep moving. 5. Pray – God can do more than you can do. This kind of activist-pragmatist outlook, behaviour and stance draws on and develops creativity, innovation, resourcefulness and resilience. It’s a way in which the poorest and most vulnerable people and communities learn to survive and thrive too. When a life situation is too painful, turbulent or dynamically-complex to understand, predict or control, a focus on the here-and-now can be the most meaningful choice. Even small steps can engender and evoke a real sense of agency, hope and change. My work now includes coaching, mentoring, facilitating and training of humanitarian field workers in action learning: a here-and-now, real-time methodology to stimulate adaptive leadership and learning in the midst of action. It’s an experimental pilot initiative with a global network of humanitarian non-governmental organisations (NGOs) and a team of action learning specialists. When have you developed or used adaptive leadership in a crisis? How did you do it? What difference did it make?
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 ‘If you don’t know what an extrovert is thinking, it’s because you haven’t listened. If you don’t know what an introvert is thinking, it’s because you haven’t asked.’ (Richard Marshall)
Extroverts speak, introverts write. I first noticed this reality whilst studying for a masters’ degree. I enjoyed writing my dissertation immensely because it felt like an exciting journey of discovery. It was like a stream of consciousness, seeing my learning and ideas take shape as I wrote them. I didn’t know what I thought until I wrote it down. By contrast, an extrovert colleague found writing her own dissertation tedious, an administrative task to simply record what she had already talked-through. ‘Extroverts tend to think externally; they need to verbalize their thoughts to think. Thoughts are actually formed as they are verbalized. They don’t know exactly what they are going to say at first, but they know their thoughts will take shape as they speak them. That is, an extrovert will speak it to think it. By contrast, an introvert will sit quietly and ponder, mulling ideas over in her head, looking for the right word and the best description of the ideas that are taking shape.’ (Heather Hollick) Now, it’s not that extroverts can’t write well or take pleasure in it, or that introverts can’t talk or enjoy conversation. It’s more about a preference or a default. Whereas extroverts sometimes need to remember to listen, I sometimes need to remember to speak. The conversation can be so vivid, so active in my mind that I feel as if I’m engaged in the discussion out loud. I have learned over time that sometimes I need to speak earlier, before my thoughts are fully-formed, to invite others in. So, what does this mean in practice? If you’re working with an extrovert, speak to them directly and give them chance to speak, to think. Give them time to mull things over by talking out loud until they reach their own conclusions. Conversely, if you’re working with an introvert, give them quiet space to think, to write down, to form their thoughts before speaking. What’s your preference? How do you take preference into account when working with people? Do you prefer to speak or to write? |
Nick WrightI'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? Get in touch! 
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