‘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?
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