Category: Anxiety

Relational feedback

11/11/2020

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

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

On a knife edge

7/5/2020

16 Comments

‘A clash between two people doesn’t mean either one is bad. Show some understanding and tolerance, unless they are a serial killer…in which case, run.’ (Stephanie Davies)

A close friend in the Philippines heard a sharp disturbance outside today. Two neighbours were engaged in a knife fight. It started over one person showing rations she had received, during lockdown, to another. The other, worried for her own family facing starvation, took it as an insult, as bragging, and flew at her. This Filipina stepped into the affray, held a safer space between them, and calmed them down. I asked what on earth possessed her to do it. She said, ‘They were acting out of desperation, out of fear.’ She gave the aggrieved party what little cash she herself had left. The woman burst into tears. She could now buy food for her baby. Enough to survive. Life is hard-edged for the poor.

Here’s a Malaysian friend, this time in Cambodia and well before the lockdown started. He’s the manager of a hotel chain and locked in a dispute with staff. This friend knows he has to hold his ground but things are tense and risk getting out of control. He invites the trade union leader to meet him in his office, to see if they can negotiate a way forward. The leader arrives, sits down, places a loaded pistol and two hand grenades on the desk, and says, ‘OK, let’s talk.’ Now I’ve faced some tough negotiations in my time but none that come close to that. I asked what he did. My friend replied, ‘I stood fast. I figured that, if he had intended to kill me, he would have done it already.’

Such accounts and experiences certainly put my own work and life into perspective. I’m rarely placed in situations where tensions are anywhere near that high, or where I’m called upon to show such stark courage in the face of real danger. In the first instance, the Filipina responded with empathy for both pro- and antagonist. She saw beyond their actions to the real people, to the deep anxieties that lay behind their drama. In the second, the manager interpreted the encoded meaning behind his counterpart’s actions, reading the cultural messages and signals it pointed towards. When have you found yourself having to respond urgently to a crisis? How did you do it? What happened?

16 Comments

Control

10/8/2018

72 Comments

‘You can’t always control who walks into your life but you can control which window you throw them out of!’ (Anon)

It can be one of the worst feelings. To lose control. To be out of control. It’s also one of the main root causes of anxiety, depression and stress. To have control suggests to have choice, to have power to decide, to have agency, to be free. To lose those things, to have them taken away from us or to discover they lay out of reach for us can feel scary, disorientating and debilitating. It’s a critical consideration in change leadership, coaching, OD and training: how to handle issues of control.

I met with a change team recently that discussed how best to support people through transition. They had a very positive intention and created some great ideas. The critical and missing ingredient was to invite and involve the actual people they aimed to support in choosing what they would find most useful. The simple felt-experience of choosing can create a psychological sense of control in the midst of bewildering and anxiety-provoking change – and that can make all the difference.

I worked with a leadership team that felt overwhelmed by challenges they were facing. Their environment was so turbulent, complex and unpredictable that they struggled to understand it and to know what to do in response. Their felt sense of out-of-control-ness evoked anxiety and that made it difficult to think straight. Their solution lay not in exercising greater control but in letting go of their psychological need for control. They learned adaptive-responsive, emergent leadership instead.

How do you work with issues of control?

72 Comments

Hide and seek

25/5/2018

14 Comments

‘Come out from behind ourselves into the conversation and make it real.’ (Susan Scott)

Hiding for fear of discovery is an archetypal characteristic of human beings. Think back to Adam and Eve in the Garden of Eden. Think too to an ex-colleague of mine who, employed as a police officer, donned his uniform every day and – strange as it may sound – spent his time impersonating a police officer. John Powell reflected this phenomenon well in his classic book, ‘Why Am I Afraid to Tell You Who I Am?’ It’s very often about fear of exposure, risk of rejection…imposter syndrome.

There are, of course, at times good reasons to hide. I think, for instance, of criminals on the other side of the law who attempted last night to evade the blinding glare of a police helicopter searchlight outside a friend’s house. It was a dramatic scene, accompanied by the throbbing and deep reverberation of chopper blades overhead. We could think of such hiding as a rational and practical act – at least in the sense that it relates to a realistic prospect of arrest and imprisonment if caught.

Yet we may find ourselves hiding for all kinds of other reasons too. Hiding often manifests itself in relationships and at work in subtle avoidance strategies. We may rationalise our hiding by telling ourselves that we can’t tackle a tricky person, a difficult issue, a daunting conversation, because we’re too busy, it’s not our job, they wouldn’t listen or it could make things even worse. In doing so, we may deprive ourselves and others of invaluable talent, trust, possibility – and hope.

Stepping out takes courage with humility, challenge with support. When have you stepped out from behind yourself and made it real? When have you enabled others to step out too?

14 Comments

Challenging conversations

19/1/2018

74 Comments

‘You get what you tolerate.’ (Susan Scott, Fierce Conversations)

We were sitting by a window on an icy winter day. I was working with Bryan Emden, my coach at the time and a skilled psychotherapist. Part-way through the conversation, I felt a cold shiver and asked Bryan if he would mind if we moved to a different table. He looked back at me with cool, penetrating gaze then spoke. ‘It has been cold here for some time. I wonder how uncomfortable things need to get for you before you take action…and whether that reflects a wider pattern in your life and work?’

I was a bit taken aback because I had always prided myself on a decisive-activist mantra, ‘(almost) any decision is better than no decision’. Nevertheless, on reflection I could remember certain hard situations in which I had not acted early enough. I had feared that to do so could have made things even worse. We could call this an avoidance strategy, a defence against anxiety based on a fear of negative consequences. In CBT terms, I had catastrophised, predicted the worst possible outcomes.

At those times, the anxiety had sometimes increased to such a degree that it had triggered a fight-flight-freeze response within me. The fight option meant I risked becoming aggressive, the flight option becoming passive and, as a result, I simply – froze. One way I have learned to tackle this is to acknowledge the emotion and to challenge how sound the prediction is. It sometimes means doing the thing we fear most, to see what new opportunities it creates. To notice how we survive it.

It’s about resilience and, at work, it’s often about relationships. Claire Pedrick offers a stark challenge on this front: ‘What’s the conversation you need to have that you’re not having?’ Guy Rothwell advocates a willingness to listen openly and also to have the courage, the authenticity, to speak up. Rick James proposes exercising courage with humility, to grasp the proverbial nettle, to have the difficult conversation and yet to address the person with open hand, not clenched fist.

How do you handle challenging conversations?

74 Comments

Light

3/6/2016

9 Comments

Ouch! Sooner or later, something hits us in life. It could be a broken relationship, an accident, loss of employment, sudden ill health. It could be anything. But we know it when it hits us. The impact can feel physical like a thud to the chest, a sharp pain that leaves us gasping for breath. It hurts, it aches…and, for a time, it disorientates everything we know, believe, expected or hoped for. It can leave us spinning, angry, scared, numb. We feel vulnerable. We may feel anxiety, despair.

You do know it if you’ve had this experience. You may be having it now. The usual optimism and positive thinking that have served you so well in the past suddenly feel empty, shallow somehow, lacking substance. You reach out for help but if feels like grasping at thin, intangible mist. All you know is a persistent, uneasy, gnawing feeling, deep inside and the light of hope looks hopelessly dim. Family and friends offer support but, in the midst of it you feel – alone. Painfully…alone.

It’s moments like these where existential and spiritual questions may come sharply into view. I’ve know that feeling of falling, sinking, so deep that I thought I would drown. It felt like slipping into deep darkness, overwhelmed by a pain-filled fear. I couldn’t see a way to stay alive. Sitting on a fence in a cold field one night, all I could discern was a feint pin prick of light in the farthest distance. I tried hard to cling on, however weakly. That night, I discovered the light was - Jesus.

9 Comments

Hope

13/3/2016

40 Comments

Are you an agent of hope - or of fear? It’s a stark choice. Faced with challenges that look and feel insurmountable, it’s easy to fall into fear. Some avoid fear by closing their eyes tightly, holding their breath, sticking their fingers in their ears and singing, ‘La la la’, hoping it will go away. Some try to avoid the situations, the relationships, the circumstances that evoke their fears. It sometimes works, but not often. Our fears have an annoying way of stalking and haunting us, tracking us down.

And so it is so often with those we lead, coach, train or facilitate in groups. What message do we model, communicate, inspire in others? I walked through fire last week. Well, on burning embers anyway. It was a charity fundraising event and I volunteered. In preparation beforehand, a trainer tested our fears in order to build resilience. We did all sorts of strange activities to overcome our inhibitions, culminating in breaking boards with bare hands and snapping an arrow end-on with my throat(!)

Weird stuff. But it worked. The Firewalk was easy after that. It’s the same as exposure therapy: a gradual exposure to things we fear most in order to overcome our anxiety by facing them head-on and by doing them, not just thinking about them. Have you heard of P = P – I? Performance = Potential – Interference, based on Tim Gallwey’s Inner Game. Interference can be external or internal. Internal includes our fears of failure, of rejection, of humiliation, of getting it wrong.

So I’m intrigued by how often e.g. God in the Bible says, ‘Don’t be afraid’. There’s a deep spiritual, existential dimension to this. Who or what do we place our trust in, our confidence in? What enables us to muster courage, to take a stance, in the face of our fears? There’s a psychological dimension to this too. How far do we take a breath, reveal our anxieties, take a risk, take courageous steps forward in the face of fear - to build the belief and hope in others that they can do the same?

40 Comments

Christmas - taking a stance for hope

22/12/2015

18 Comments

Gone are the days when we could think of ourselves, our teams and our organisations in splendid isolation. We now discover, abruptly at times, that everything is interconnected, everything is interdependent. We see impacts of global markets on domestic markets and vice versa. We see impacts of national and international policy on local people. We see sudden, unexpected changes that come out of nowhere, traceable only in retrospect, that dramatically shape our lives and work.

In the third sector where I’ve spent most of my professional life, we used to think of, say, human rights, international development and environmental issues as completely separate. We now see them as integrally related. Make a change in one area and it impacts on people and communities in another area - or in another part of the world. We can’t always see the connections but we can certainly feel them. This makes the world more complex, less predictable, less certain.

A pervasive atmosphere of complexity and uncertainty can evoke personal, social, economic and political anxiety. Leaders and ideologies are emerging across the globe that offer simplistic solutions, often at the extremes, that create a comforting illusion. They may help us sleep more peacefully, live more purposefully. Yet they ignore, dismiss or suppress aspects of reality that don’t fit their simple narrative. To break free from this, we must learn to surface and live with uncomfortable truths.

A stark example: witness the rhetoric in the UK and other Western nations this year in the face of unplanned, large-scale migration into Europe. Social media is filled with heated debate. ‘They’re all helpless refugees – rescue them!’ vs ‘They’re all terrorist sympathisers – reject them!’ It poses an either-or, black-white choice. To say, ‘It’s complicated. It calls for a sophisticated response’ sounds like a cop out, a refusal to take sides, a stance devoid of passion, a betrayal of a cause.

So we find ourselves facing an existential crisis, created and fuelled in part by a perfect storm of influences. These include: spread of Islamic extremism, growth in right/left wing nationalism, intolerant illiberal liberalism, gross economic inequality, unprecedented global awareness via the internet, powerful social media, more failed states, huge displacement of people, alarming climate change. It can feel perplexing, confusing, debilitating. How to take a stance in the midst of all this?

Adrian Spurrell (Synapse Solutions), my professional mentor, has been a persistent voice of challenge and support this year. ‘We can be driven by fear or by hope. Choose hope.’ It reminds me of hope in the Christian gospel too – a faith I experience as real – when we affirm the birth of Jesus Christ. It’s a mysterious faith that holds onto hope, is held onto by hope, often in the midst of hope-lessness. May we know peace and hope this Christmas time and the courage to stand in 2016.

18 Comments

Defences against anxiety

24/6/2015

49 Comments

Participants are arriving at the training room. I’ve never met them before and one appears very loud and confrontational. I’m taken aback, wondering how I’m going to work with this person in the group. I mention this to my co-trainer and he responds calmly, ‘Everyone has their own way of dealing with anxiety’. This was many years ago now but his words still resonate when I’m facilitating training events.

I’m back in a training room again. This time, more recently. It’s a group of senior leaders from an organisation and one of the participants repeatedly questions the trainers’ credentials as if to imply: ‘I don’t know if you have what it takes to do this well.’ He avoids taking part in activities by discussing and debating them rather than doing them. His behaviour feels resistive, disruptive, difficult. ‘Everyone has their own way of dealing with anxiety…’

OK, let's hypothesise: this man is among peers, concerned about how his performance will be perceived and evaluated. His organisation is going through leadership changes and he feels vulnerable. A subconscious voice gnaws at him from within: ‘What if I don’t have what it takes to do this well?’ ‘What if this exposes how inadequate I am?' He projects his insecurity onto the trainer and avoids activities as a defence against anxiety.

At the end of the day, the co-trainer and I leave feeling drained. It’s an unusual feeling and we wonder what we are carrying from the group. The group itself feels draining, drained. After all, it takes huge amounts of energy to hold up a front, to mask and subdue anxiety, to contain it. Perhaps the group’s behaviour opens a window into its wider organisational reality: ‘We don’t feel safe; this organisation doesn’t feel safe.’

I've found this psychodynamic perspective to be valuable for trainers, coaches and leaders alike. It poses questions such as: ‘What is really going on here?’, ‘What is what happens within the room telling us about what may be happening outside of the room?’, ‘What do participants in this group need to feel sufficiently safe to work together?’, ‘What do I need to recognise and work well with complex group dynamics?’

What is your experience of dealing with group anxiety? What have you noticed and experienced? How have you worked with it? I'll be interested to hear more!