 ‘It’s a question of what the relationship can bear.’ (Alison Bailie) You may have heard the old adage, the received wisdom that says, ‘Don’t try to run before you can walk.’ It normally refers to avoiding taking on complex tasks until we have mastered simpler ones. Yet the same principle can apply in relationships too. Think of leadership, teamworking, coaching or an action learning set; any relationship or web of relationships where an optimal balance of support and challenge is needed to achieve an important goal. Too much challenge, too early, and we can cause fracture and hurt. It takes time, patience and commitment to build understanding and trust. I like Stephen Covey’s insight that, ‘Trust grows when we take a risk and find ourselves supported.’ It’s an invitation to humility, vulnerability and courage. It sometimes calls for us to take the first step, to offer our own humanity with all our insecurities and frailties first, as a gift we hope the other party will hold tenderly. It's an invitation, too, for the receiver to respond with love. John, in the Bible, comments that, ‘Love takes away fear’. To love in the context of work isn’t something soft and sentimental as some cynics would have us believe. It’s an attitude and stance that reveals itself in tangible action. Reg Revans, founder of action learning, said, ‘Swap your difficulties, not your cleverness.’ A hidden subtext could read, ‘Respond to my fragility with love, and I will trust you.’ I joined one organisation as a new leader. On day 3, one of my team members led an all-staff event and, afterwards, she approached me anxiously for feedback. I asked firstly and warmly, with a smile, ‘What would you find most useful at this point in our relationship – affirmation or critique?’ She laughed, breathed a sigh of relief, and said, ‘To be honest, affirmation – I felt so nervous and hoped that, as my new boss, you would like how I had handled it!’ In this vein, psychologist John Bowlby emphasised the early need for and value of establishing a ‘secure base’: that is, key relationship(s) where a person feels loved and psychologically safe, and from which she or he can feel confident to explore in a spirit of curiosity, daring and freedom. It provides an existential foundation on which to build, and enables a person to invite and welcome stretching challenge without feeling defensive, threatened or bruised. How do you demonstrate love at work? What does it look like in practice?
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 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!  I was astonished and alarmed to feel the building shudder each time the heavy vehicle went past. The doors inside my home rattled loudly, pictures slewed on the walls and cracks appeared around the window and door frames. I felt a new and urgent empathy with people living in earthquake-prone zones. I couldn’t believe it. Phone in hand, I hurriedly called the construction site manager. He sounded surprised but agreed to come and inspect the damage the following week. Sure enough, the doorbell rang and here were 2 men dressed in hard hats and safety outfits on the doorstep. The contract manager with whom I had spoken previously introduced himself politely. The other, apparently the local site manager, stood back with distinct reluctance and scepticism written on his face. I reached out, shook hands then took them for a guided tour of the house, pointing out various cracks on route. Their reactions and responses couldn’t have been more different. The contract manager listened carefully, took note of the damage and promised to ensure it would be rectified quickly, explaining what that would involve in practice. He also offered to inspect the exterior walls to check for any signs of structural damage. The site manager, by contrast, insisted in defensive tone that the vehicle could not have shaken the house, that the cracks could not have been caused by shaking and that they are, instead, a normal part of a building settling. Right. So what are some lessons here for leaders, coaches, OD and trainers? I will list a few that spring to mind: 1. How open are we to invite and receive critical feedback on our leadership, interventions, actions or services? 2. How do others feel when they give us feedback? 3. How do we respond to feedback, especially if it is unsolicited or may leave us looking and feeling vulnerable, foolish or mistaken? 4. If/when cracks appear, what do we do to restore relationship, confidence and trust? |
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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