‘What are you willing to take responsibility for?’, ‘What are you willing to commit to?’, ‘What are you willing to do?’ These are important questions in leadership and coaching. After all, people may appear to agree or give passive assent to all kinds of things, especially if they believe that ‘Yes’ is the correct answer in that culture or context. It doesn’t necessarily mean they will do it or, perhaps, that they will do it e.g. in the spirit or timeframe or to the standard hoped for. Half-hearted efforts are sometimes worse than not-do, especially if they result in poor quality or dangerous short cuts.
Our willing-ness touches on deep beliefs, values, intention and motivation. If I am willing to do something, assuming I am able to do it too, it points towards a choice, a decision, an action, a behaviour. It’s the energy behind movement, the driving force that makes something tangible happen. We can often sense the ‘will’ emotionally and physically, a mysterious inner dynamic that propels us forward. It’s like shifting a car into gear, releasing the clutch, feeling that pull. Without the will, the best thoughts and ideas may stay in-principle and never become outworked in practice.
This is the notion behind John Whitmore’s W (Will) in GROW and David Clutterbuck’s 4th I (Intention) in 4xIs in coaching. If we stop simply at, ‘What actions will you take?’, we risk a person drawing up an action list, a list of actions-in-principle. The ideas generated here may stay at head level and not touch the spirit or galvanise the soul. ‘What matters most to you in this?’ and, ‘What would make this worthwhile for you?’ tap into values and emotions. Moving from there to, ‘So - in relation to that, what are you willing to take responsibility for?’ creates traction, momentum and commitment.
There’s something about chronic illness or injury that is hard to cope with, not only for ourselves but for others too. In my experience, people often want to say, ‘Get well soon’ rather than, ‘How can I stand with you when there is no prospect of recovery in sight?’ Over time it starts to feel awkward. Every time someone asks, ‘How are you?’ with look of sincere hope of improvement in their eyes, it feels harder to say, ‘No change (and no realistic prospect of change).’ Their face drops and, after a while, they stop asking. We feel a relief of sorts not to be asked and yet, at the same time, increasingly alone.
We live in an age where we expect everything to be fixed…and fixed quickly. As technology speeds up communication, service and delivery, we become socially conditioned to a culture of the instant. We become increasingly intolerant of waiting. We want immediate responses, immediate results. It’s all about now, narrowing the time gap between action and response. In project management, it’s as if we want to eliminate lag altogether, impatient that one coat of paint must dry first before we can apply a second coat. If push comes to shove, we’ll trade quality for speed. Just do it. Now.
At heart – if it had a heart, it’s a culture of reductionism that seeks to accelerate maturation without trusting a process of slow change or an experience of being. It ignores the value of the present moment, the potential deep richness of the space between the now and the not yet. It discounts an eternal perspective and purpose, the larger frame that places everything now in context. It’s a leader who drives change without allowing people time to take their own journey. It’s a coach who presses clients to set goals before they’re ready to take that step. So, now: pause, reflect - and breathe..?
Who or what is important to you? Who or what do you value most? I’ve heard it said that we can know who or what we value in practice, which sometimes differs from who or what we value in principle, simply by looking at our diaries and bank account statements to see who and what we spend our actual time with and money on. It’s a crude measure but can be revealing – especially as we can be prone as people and groups to deceive ourselves by believing what we want to believe.
In Britain, we often value e.g. individuality, effort and achievement. You could think of this as affirming: standing on our own two feet, trying hard and reaching stretching goals that are perceived as worthwhile by UK culture and the wider nation-community. I’ve heard some people say that, as British, we are only impressed by a person, team or country that manages to achieve something better than we believe we could have achieved ourselves. ‘I could have done that’ is a subtle put-down.
Against this backdrop, I was challenged and inspired last week by a girl from a very different culture who discovered that a fellow student had been excluded from taking part in a drama production team because she had some difficulties with her speaking. This girl instinctively showed empathy and compassion, valued the person, reached out, drew her in and modelled social inclusivity rather than simple task achievement. I wondered what I would have done. She reminded me of Jesus.
Why is this so significant? Our values reveal and shape something profoundly important about who we are in the world. They influence our stance, focus, decisions and boundaries. I’ve often found that working with values as a leader, OD, coach or trainer has had a transformational impact on people, teams and organisations. There’s something about, ‘What really matters to you in this?’ that can feel so much deeper than, ‘What are your goals?’ So – who or what matters most to you?
This impressed me. This woman has been deaf since birth and lip-reads. Struck by how naturally she speaks and with apparent ease in conversation, I'm curious and ask if she can hear anything of her own voice. She replies, ‘No - nothing’. Even more intrigued, I ask, ‘So…how do you know what volume you are speaking at?’ ‘Trial and error’, she replies. ‘I started to speak when I was a child. If someone leaned back as if trying to move away from me, I realised I was speaking too loudly. If they leaned forward as if straining to hear me, I knew I was speaking too quietly. Simple.’ And brilliant.
There are some interesting parallels to this approach in fields such as Gestalt coaching and OD action research. It’s about trying something new – an experiment, if you like – and being open to, sensitive to, the experience, the response. This type of feedback loop can enable us to learn, grow, innovate and improve. It takes courage to take a step into not-yet-knowing; attentive observation skills to notice what happens; critical reflective research skills to make sound, meaningful sense of it and, last but not least, personal and professional judgement to make good decisions and act on them.
So, what does this point towards as leaders, OD, coaches and trainers? I believe it’s about recruiting, releasing and rewarding people who seize the initiative: responsible risk-takers willing to try something new, more likely to seek forgiveness than permission. It’s also about creating healthy relational and cultural conditions where positive qualities – e.g. wonder, curiosity and inquiry – thrive and are supported. It’s about experimenting and learning without fear of blame or failure. ‘There is no such thing as a failed experiment, only experiments with unexpected outcomes.’ (Fuller).
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