‘It’s not what you look at that matters, it’s what you see.’ (Henry David Thoreau)
Psychologist Albert Ellis, widely regarded as the founding father of what has today evolved into Cognitive Behavioural Therapy, noticed that different people responded differently to what were, on the face of it, very similar situations. Previously, you might have heard, ‘Person X feels Y because Z happened’. It assumed a direct causal relationship between emotions and events. Ellis’ observations challenged this, proposing that something significant was missing in the equation. After all, if this assumption were true, we could expect that everyone should feel the same way in circumstance Z.
Curious about this, Ellis concluded that the critical differentiating and influencing factor that lays between emotions and events is belief. It’s what we believe about the significance of an event that affects most how we feel in response to it. Here we have person A who hears news of a forthcoming redundancy with fear and trepidation. He believes it will have catastrophic financial consequences for himself and his family. Person B receives the news with positive excitement. She believes it will provide her with the opportunity she needs to pursue a new direction in her career.
Drawing on this insight, organisational researchers Lee Bolman & Terrence Deal proposed that, in the workplace, what is most important may not be so much what happens per se, as what it means. The same change, for instance, could mean very different things to different people and groups, depending on the subconscious interpretive filters through which each perceives it. Such filters are created by a wide range of psychological, relational and cultural factors including: beliefs, values, experiences, hopes, fears and expectations. This begs an important question: how can we know?
Hidden beliefs are often revealed implicitly in the language, metaphors and narratives that people use. To observe the latter in practice, notice who or what a person or group focuses their attention on and, conversely, who or what appears invisible to them. Listen carefully to how they construe a situation, themselves and others in relation to it. Inquire in a spirit of open exploration, ‘If we were to do X, what would it mean for you?’; ‘If we were to do X, what would you need?’ This is about listening, engagement and invitation. Attention to the human dimension can make all the difference.
You may remember the poster. Seagulls in flight and simple words: ‘They can because they think they can’ (Virgil). It’s a great cognitive-behavioural insight. Faith is to act on what we believe as if it were true. How far are we held back by limitations in our thinking? How can we discover and release potential for what is truly possible?
‘Argue for your limitations, and they are yours.’ (Richard Bach)
Jonathan Livingstone Seagull blew my mind. I was 17 at the time, working in a tedious, meaningless job, just to earn enough money to buy my dream motorcycle. I remember a tradesman called Steve handed me the book. He had travelled the world and had a perspective and outlook that seemed to transcend what we were doing. I opened the pages and started to read. I immediately felt gripped, challenged and inspired. I could see myself, my life, hopes and aspirations in a totally different light. It ignited something deep within me. I felt breathless with excitement. It set my imagination ablaze.
Around that time, pop group Supertramp released, Logical Song: ‘When I was young, it seemed that life was so wonderful, a miracle, it was beautiful, magical. And all the birds in the trees, they'd be singing so happily, joyfully, playfully watching me. But then they sent me away to teach me how to be sensible, logical, responsible, practical. And then they showed me a world where I could be so dependable, clinical, intellectual, cynical…’ It was as if they were speaking my words, my voice. It resonated deeply with the profound existential restlessness I was now feeling. The lyrics went on:
‘There are times when all the world's asleep, the questions run too deep for such a simple man. Won't you please, please tell me what we've learned. I know it sounds absurd, please tell me who I am. Yet, watch what you say, they’ll be calling you a radical, a liberal, fanatical, criminal...’ These words rang out for me like a prophecy. I immersed myself in radical literature, in political activity and, in the midst of it, found Jesus. Now this was a truly explosive experience, catapulting me from Star Trek’s impulse to warp drive. It felt like my whole body and mind were filled with blazing light.
Family, friends and colleagues looked on, alarmed or bemused. I went into work, tore down demeaning pornographic material that covered the workshop walls, resigned from my job and studies, gave away my possessions and headed off to do full-time, voluntary, community development and human rights work instead. I was bursting with vision and energy and it completely changed the focus and trajectory of my life and relationships since. I’ve never looked back for a second. It taught me that so many limitations exist only in our minds. What limitations are you arguing for? Are they now yours?
How can I help you to discover and release potential? Get in touch! email@example.com
I took part in a workshop last week that focused on social media, work and leadership. One of the questions that Zoe Amar, the trainer, posed was, ‘What’s your personal brand?’ It was in relation to being clear and authentic about, say, who we are, what makes us distinctive, what others value about us, what we have to offer etc. I quickly thought about my own Twitter, LinkedIn and website profiles. How clear and consistent am I in how I portray myself, what is true about me and what matters to me, bearing in mind the different audiences and purposes for those profiles?
The phrase ‘psychological coach’ sprang to mind. ‘I’m a psychological coach’. I also do mentoring, training, facilitation, consultancy, writing and even some teaching yet, somehow, ‘psychological coach’ felt the clearest and most grounding. Perhaps it’s something about how I see myself, what I enjoy, what expertise I hold, where I feel my calling lays, where clients say I add value, how I see and approach what I do. The psychological part signifies a type, a focus, a style, an orientation to my work' the coaching part signifies developing and releasing hope and potential in others.
What this means in practice is that I tend to view and approach leadership, mentoring, training, facilitation, consultancy etc. through a psychological lens. I instinctively look at what enhances or inhibits people, teams, groups and organisations from psychological, existential and systemic perspectives. I draw on insights and practices from fields as diverse as social constructionism, Gestalt/field theory and cognitive behavioural psychology. I enable people, teams, groups and organisations to grow in insight and ability to create, achieve and sustain their transformation.
So – ‘I’m a psychological coach’. Inspired by my Christian faith and informed by my studies and experience, it’s at the heart of who I am in the world, my work, what I do and how I do it. What’s your personal brand?
Have you tried reasoning with someone when they’re feeling intensely emotional? It’s hard to think clearly, think straight, when we’re stressed. Some brain research says it’s almost impossible. When we’re stressed, we flick out of reasoning mode into fight-fight-freeze mode. The brain gets flooded with chemicals that are intended to enable us to survive an emergency, a crisis. Trying to hold a rational conversation with someone in that state can be like pouring fuel onto a chemical fire.
Cognitive behavioural psychology points us helpfully towards some signs that a person may be in that kind of emotional place. For example, they may be speaking in very black-white/either-or terms, unable to see nuances or alternatives in a situation. They may be assuming intentions in others or predicting outcomes with unfounded certainty – as if they know the future for sure. Physically, they may be struggling to rest or sleep, missing meals or avoiding normal patterns of social contact.
The vivid image that comes to mind for me is that of a lot of dust being kicked up into the air. Until the dust settles, we are unable to see clearly. This is a reason why leaders who try to lead change and transition as a purely rational-technical process often encounter greatest resistance or other attitudes or behaviours they consider irrational. It’s also a reason why coaching and training may fail if the coach or trainer doesn’t take the client’s or group’s emotional state into account.
So what, if anything, can we do to address this? We can offer time and space for people to feel and process their emotions. ‘How are you feeling as we talk about this?’ As the person or group talks, the dust often settles enough for them to start to make sense of their experience and to see and discuss the beginnings of a way forward. We can also offer empathy and support. ‘What do you need?’ It values and respects the person or group and shows care, responsiveness – and standing-with.
I'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? Get in touch!
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