 ‘Our cultural strength has always been derived from our diversity of understanding and experience.’ (Yo-Yo Ma) Assertiveness is often framed as a positive trait – being clear, direct and confident in expressing our thoughts and needs. But in cultures where relationship, harmony and saving face are highly-valued, a Western style of assertiveness can sometimes feel abrupt or even rude. It’s a lesson I’ve learned – no, I’m still learning – through having made painful and embarrassing cross-cultural mistakes. So how can we adapt an assertive approach without losing our voice? Here are some general rules-of-thumb: *Observe and learn: Pay attention to local communication styles. Notice how disagreements or requests are typically handled. *Use indirect language: Try to frame your points in a way that aligns with cultural norms (see practical examples below). *Be mindful of non-verbal cues: In high-context cultures, non-verbal communication carries weight. Ensure words, tone and body language are congruent. *Seek local feedback: Engage with culturally-knowledgeable friends or colleagues to refine your communication approach. Here are some practical examples: 1. Listen beyond words: A Vietnamese colleague told me, ‘Yes doesn’t always mean yes here.’ Instead of relying solely on verbal confirmation, pay attention to body language, tone and hesitation. If someone says, ‘That might be difficult,’ they may be politely saying no. Example: If you ask someone if they can meet a deadline and they respond with, ‘That could be a challenge but we will try our best,’ this may mean they cannot meet it. Try asking, ‘I understand it’s difficult. What timeline do you think would be realistic?’ 2. Use indirect language: Rather than saying, ‘I disagree with this approach,’ try, ‘I wonder if there’s another way to look at this?’ or ‘Would it be possible to explore an alternative?’ Softening language allows for discussion without putting anyone on the spot. Example: If a team in Thailand proposes an idea you find impractical, instead of rejecting it outright, you could say, ‘This is an interesting idea. What challenges do you foresee in implementing it?’ This approach encourages dialogue without shutting them down. 3. Frame feedback as a question: Direct or implied criticism can feel very personal in some cultures. Instead of ‘This report isn’t clear,’ try ‘How do you think we could make this report even clearer?’ It invites reflection and change without causing embarrassment. Example: If a junior colleague in Singapore submits a report with errors, instead of saying, ‘This isn’t detailed enough,’ ask, ‘Could we add a bit more background information to clarify this section?’ This encourages improvement whilst maintaining respect. 4. Leverage relationships: In hierarchical cultures, feedback is often best received through the appropriate channels. Instead of challenging a senior colleague directly, discuss concerns privately or ask a trusted intermediary to raise the point. Example: If you need to push back on an unrealistic request from a senior manager in the Philippines, rather than directly saying, ‘This won’t work,’ you might discuss your concerns with a colleague who has a good relationship with them and ask them to introduce the idea tactfully. 5. Respect the pause: Silence is powerful. In Western cultures, we may jump in to fill gaps. But in cultures where people reflect before responding, allow pauses. If you ask a question and don’t get an immediate answer, don’t rush to rephrase – wait. You might get a more thoughtful response. Example: In a negotiation in Cambodia, you propose a fee rate. The other party remains silent. Instead of jumping in with a revised offer, wait. The pause doesn’t necessarily mean disapproval. It may signal they are considering it.
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 ‘A significant role of leadership is to identify vicious cycles and find ways to turn them into virtuous cycles.’ (Clinton Keith) ‘Fortunately, the virtuous cycle is every bit as cascading and self-amplifying as the vicious cycle.’ (Bruce D. Perry) Ever felt stuck in a downward spiral? You try to push forward but something keeps pulling you back. That’s the nature of a vicious cycle, a pattern where negative thoughts, emotions and behaviours keep reinforcing each other, keeping you trapped. Just as negativity feeds on itself, so does positivity. That’s the nature of a virtuous cycle. Shift the pattern and you can move from a cycle that drains you to one that empowers you. Picture this: You hesitate to speak up in a meeting because you’re afraid of sounding foolish. You stay quiet, others dominate the discussion and you leave feeling even less confident. Next time, the hesitation grows even stronger. That’s a vicious cycle. Try this: You take a deep breath and contribute just one point. You realise no one ridicules you. Encouraged, you try again and confidence starts to build. A virtuous cycle begins. Or ever had an argument where both sides keep retreating into defensiveness? One person withdraws, the other feels ignored and lashes out, making the first withdraw even more. Round and round it goes. Flip the script. Instead of shutting down, acknowledge the other person’s frustration. A simple ‘I hear you’ can create a shift. The more you listen, the more they soften. The more they soften, the easier it becomes to connect. Or picture a toxic workplace where micro-management breeds resentment and that creates disengagement. People feel stressed so they make mistakes, or undervalued so they do the bare minimum. Managers tighten control, making things worse. Switch the cycle. Trust. When leaders empower people, engagement increases. Engaged people perform better, reinforcing trust. Performance improves. A virtuous cycle.  ‘We've gone through periods of political instability before, and ultimately we've chosen to keep changing…for the better. But every single time, we've only got through those moments because of two things: engaged citizens and principled leaders.’ (Elissa Slotkin) A warning, a mirror, a question. I found US Senator Elissa Slotkin’s response to Donald Trump’s State of the Union address yesterday interesting. Her challenge was a subtle response to the style of the current presidential leadership that appears to dispense with democratic principles, devalue political engagement (including by Congress) and, instead, attempt to rule by decree – signing already over 70 executive orders (far more than any other previous President) in less than 2 months. Perhaps, for Donald Trump, it’s partly about optics, to inspire confidence in his leadership by presenting himself as a man of action, a man who gets things done. I don’t know. What I do know is that acting unilaterally – especially if that is a continual rather than crisis trait – can have very significant downsides. If any leader is so convinced by their own powers of insight and decision-making that they believe they don’t need input from others, they risk self-deception, making uninformed or ill-informed decisions, losing support from those they hope to influence and, ultimately, drowning in the depths of their own hubris. Worse still, if a leader uses their power and position to threaten and silence voices of dissent, they will become a self-blinded dictator surrounded by sycophantic ‘yes’ people. I sometimes imagine what kind of leader I would be, if I had that much wealth and power at my fingertips. It’s easy to point the finger from the keyboard, from across the Atlantic pond if you like but, hey, who knows? Many years ago now as a new leader, I did a psychometric test with a resulting report that said I need to be aware that I could be so convinced by my own intuition that I inadvertently disregard the need for input from others. Eeek…I have a dictator's disposition? Whatever our role or position in life, we do well to heed Lord Acton’s warning: ‘Power tends to corrupt and absolute power corrupts absolutely.’  ‘Do not get too close to the leading aircraft. Do not get below the leading aircraft’s flight path. Be particularly wary when light wind conditions exist.’ (Civil Aviation Authority, NZ) Seat belts on. Buckle up. We could be in for a rough ride. Caught in wake turbulence, with a change of President in the cockpit and the USA veering off in a new direction, much of the rest of the world is struggling, suddenly and desperately, to regain stability: a sense of safety, security and control. A brace position is an instinctive human response: curled up in foetus position with head down and eyes closed tight, hoping or praying to survive. A crash landing can hurt. We may wish we’d paid for a seat in the exit row. Look now and see some world actors tipping their caps with feigned enthusiasm and rushing around frantically, shouting ‘Yes sir, no sir, three bags full, sir’; trying hard to win approval, make all the right noises and to do all the right things to please or placate the self-proclaimed King. It may well mean sacrificing long-held beliefs, values, principles and relationships but, hey – pragmatism over idealism. The end justifies the means. Sell your soul if the price is high enough and the risks and rewards seem worthwhile. Others, a minority, are speaking from the shadows in muted tones and attempting, in acts of sometimes naïve yet heroic-sounding bravery, to hold a shaken position. They work hard to look confident, to speak with sincere conviction from moral high ground, but anxiety shows its face through the look in their eyes, their wringing hands or their clenched fists. Straining nerves to hold onto hope, they cling to the remnants of an unexpectedly-redundant paradigm, resisting the urge to give up and get on board with a dominating new. One final group have closed their eyes, put their fingers in their ears, and are singing gently but happily from the sidelines, ‘La, la, la.’ It reveals a belief that, if they keep quiet and keep their heads below the parapet for long enough, it will all pass by. Sooner or later, everything will settle down again. It’s the mark of the optimist who doesn’t want to be troubled by an inconvenient truth. They ignore the dismantling of democracy hidden in plain sight and appear completely immune to the geopolitical drama unfolding before them. Each reaction represents, in essence, a defensive routine – flight, fight or freeze – in the face a perceived threat: a daunting future marked by anxiety and uncertainty. To react is, by definition, to follow. It’s what we do when someone, or something, has seized the initiative or taken it from us. What we need now is humble and courageous leadership; people who will bring hopeful vision, whose behaviour is rooted in ethical values and who are not seduced, buffeted or derailed by opportunistic possibilities or a gathering storm.  ‘It’s about recognizing the spark of greatness even in moments of darkness – and nurturing it to light the way forward.’ (Dr Wayne Dyer) Coaching has been described as ‘the art of the obvious’ – helping clients recognise what is hidden in plain sight. Coaches use various techniques to bring these insights to the surface such as asking thought-provoking questions, mirroring language and gestures, or engaging clients in physical experiments. A shift in awareness often provides the focus, energy and momentum needed for meaningful change. Coaching in action: Lisa’s fear of presentations Lisa, a new manager, says she feels scared of giving presentations. She feels sick and tries to avoid them. Someone may pose direct questions like:
While these could be useful, deeper exploration may be needed. Different coaching approaches offer varied pathways for insight and growth. Here are some examples, drawing on my own studies, training and practice in diverse psychological fields: Solutions-focused
Strengths-based
Cognitive
Psychodynamic
Neurolinguistic
Gestalt-somatic
Existential
Spiritual
Critical
Behavioural
Conclusion Different coaching approaches provide unique lenses through which clients can explore and address their challenges. The key is finding the method that best aligns with the clients' needs and interests, and unlocks awareness, confidence and action for meaningful growth. Would you be interested to work with a coach? Get in touch!  'Will AI tools like ChatGPT or DeepSeek replace the need for human coaches? What, if anything, is the added value that a real human can bring in an increasingly AI-dominated arena?' Nick Wright (UK) and Dr Smita Singh (India) offer their own reflections here: I (Nick) have to admit that I feel quite conflicted in my response. On the one hand, I have a deep conviction that human presence lays at the heart of effective coaching, On the other, I can see a huge potential for Artificial Intelligence (AI) in this arena. The opening questions beg deeper questions for me such as: ‘Which aspects of human interaction such as empathy, intuition and relational depth are essential to coaching – and can these be emulated by AI?’ ‘Are there specific situations, industries or types of coaching where AI is more or less effective than a human coach?’ ‘What are the potential costs and benefits of using AI for coaching in contrast to those of working with a human coach?’ An AI can generate questions to help us address day-to-day challenges. For example, if I’m wondering why one of my team colleagues has stopped speaking to me, I could ask the AI what coaching-type questions I could consider. ChatGPT generated these questions when posed with that scenario: ‘Can you recall any recent interactions or events where there might have been a misunderstanding or conflict, even if it seemed minor at the time?’ ‘Have you noticed any changes in their behaviour toward others, or is their silence directed only at you?’ ‘How might you create a safe space to approach them gently and ask if something is wrong, showing that you’re open to listening and understanding?’ That said, in more complex situations, for instance where emotions are running high, posing questions alone isn’t enough. As human beings, we respond to presence, empathy and a felt-sense of being heard and understood. Although an AI can increasingly convincingly mimic these things, and although we have a remarkable ability to anthropomorphise non-human entities, we still somehow experience the relationship intuitively and qualitatively as different. As AI, deep learning and robotics continue to develop further, the blurring of human-non-human boundaries will blur further too. AI could make coaching more widely available, accessible and affordable. Perhaps, for some, it will be good and enough. I (Smita) have always wanted to address concerns about the scalability, consistency, accessibility and data-driven insights in the coaching field. I hope this issue can be effectively addressed with the advent of AI. Technology-enabled coaching will be a great asset but, yes, reflecting on the questions Nick raised above, a reflective approach will help determine whether we will benefit from it. Today, we have continuous glucose monitoring (CGM) and fitness trackers that measure heart rate and sleep quality and, based on that data, doctors make more-informed and accurate decisions. Likewise, having AI help the client identify challenges with more clarity will undoubtedly enhance the quality of coaching. There are areas where AI may not, or should not, be left alone; for instance to help a client address emotional intelligence or high-stake situations, like deciding one’s career etc. Human coaches can deal with complex, open-ended questions and offer more insightful, reflective and customised responses than any AI. Additionally, AI may may not be much help with, say, trust-building. Humans can engage with clients more deeply and intimately than AI, which is essential for fostering trust and accomplishing coaching objectives. AI coaching could, however, contribute significantly to technology and software development, health and wellness, finance and accounting and other practical or technical areas. Human coaches may be far better suited to areas like senior leadership development, team building and creative fields that help artists and designers develop their talent. Yet, here too, we could take help from AI and make it more data-driven. Coaches and clients with, say, an MBTI ‘sensing’ preference may enjoy access to numbers over intuition. AI is here to stay but, like all other scientific inventions, it has two sides. It’s in our hands how to use it. I would like to believe that it will not replace human coaches but, instead, will enhance and help the coaching process become more data-driven, and make it attractive for younger coaches to make a career in this field: ‘human-empowered AI-enabled coaching’. What do you think? We’d love to hear about your experiences, insights and ideas of using AI in coaching. (Dr Smita works in India as faculty at IMT Nagpur business school and is also a management consultant, coach and author.) [See also: Coaching and the poor; Coaching through an East-West lens; Artificial]  ‘Individually, we are one drop. Together, we are an ocean.’ (Ryunosuke Satoro) Shared leadership is about attitude, behaviour and culture. It isn’t strictly about role, although it has special significance for people in leadership roles. It’s about sharing the joys and burdens, opportunities and challenges of organisational leadership. It’s about making my best contribution and recognising the distinctive contribution of others. It’s also about respecting interdependence and valuing fellow leaders and colleagues. Here are some examples of shared leadership, in contrast to and as a shift away from a more individualistic approach:
Shared leadership isn’t about being passive or dependent as part of a group. It is about recognising my contribution, recognising others’ contributions too, and working together to achieve shared success. Imagine a scenario in which, for instance, I discover the leader of another team is struggling to reach an important deadline. A person with an individualistic approach may think or say, for example, ‘It’s not my problem, it has nothing to do with me.’ By contrast, a shared leadership response may look something like this: ‘I’ve noticed you are under pressure to meet X deadline. Would you like to grab a coffee to discuss ways I or others could help you?’ Or, ‘Is there anything I could do to help release the pressure for you, e.g. renegotiate what my team is asking from your team or renegotiate our deadlines?’ Or, ‘I have some space in my calendar tomorrow, is there something I could do to help you?’ We see here that the spirit and practice of shared leadership is: contributing my best and, at the same time, drawing on and adding to the contributions of others. Would you like help with developing shared leadership in your organisation? Get in touch! [See also: Agency as leadership; Leadershift; Interdependence]  ‘Moral discipline is the consistent exercise of agency to choose the right because it is right, even when it is hard.’ (D. Todd Christofferson) Secret agent? No. Estate agent? No. Travel agent? No. Change agent? Yes – that’s what I mean here. Personal leadership is all about outlook, attitude and behaviour. It isn’t about role or position. It is about seeing myself, whatever my role, as an agent of change. It’s about being proactive, seizing the initiative and embracing fresh challenges. It’s also about seeking ways to improve things and being resourceful to address them. Here are some examples of personal leadership, representing a shift from passive to active stance:
Personal leadership isn’t about being individualistic or selfish. It is about choosing to take responsibility for my own decisions and actions and, where it affects others, helping to manage the implications. For instance, say I discover I can’t make it to a pre-arranged meeting. A passive response could be to say, for example, ‘Apologies, can’t make it after all.’ And that’s it. It could leave the other party feeling unsupported, undervalued or disrespected. By contrast, a personal leadership approach could look something like this: ‘Apologies, some unexpected, high priority and urgent work has come up which means I can’t now make it to our meeting. I recognise the meeting is important and I’ve explored various ways to make it possible, e.g. by rearranging other work, asking colleagues if they can cover for me; seeing if other deadlines can be renegotiated etc, without success. Is the date or time of the meeting negotiable...or could I perhaps arrange for somebody else attend in my place? I would ensure they are fully briefed beforehand and check in with them afterwards.’ See and feel the difference? Bottom line: personal leadership is about exercising my agency to contribute my best, and to enhance the contribution of others. Would you like help with developing personal leadership in your organisation? Get in touch! [See also: Shared leadership; Personal leadership; Developing personal leadership]  ‘Hope reflects a psychological state in which we perceive the way-power and the willpower to get to our destination.’ (Charles Snyder) I’ve spent much of the past 18 years working with leaders in beyond-profit organisations, enabling them to lead and influence transitions in the midst of dynamically-complex change. This often involves helping them to develop the qualities and relationships they need to support themselves and others to survive, thrive and perform well in the face of an uncertain and, at times, anxiety-provoking future. A recurring challenge that such leaders encounter is how to instil and sustain hope within themselves as well as within and between others. Putting on a brave face my inspire confidence in the short-term but can feel inauthentic if their foundations are wobbling – and authenticity is a critical condition for building and sustaining trust. New leadership calls for resilience, resourcefulness and faith. Hope Theory offers some useful insights and ideas here. If we (a) have a desired future in mind (vision), (b) can see a way by which it can be achieved (way-power) and (c) are motivated to take action to do it (willpower), we are more likely to experience genuine hope. It’s very different to abstract idealism or naïve optimism, which may engender a good feeling but lack any grounding in reality. Yet what to do if someone is stuck: devoid of vision, unable to see a way forward or lacking in any sense of agency to do anything about it? This is where co-active leadership, coaching and action learning can really help; offering practical means by which people and groups can discover or create fresh goals, find or devise innovative solutions, and gain the traction they need to move things forward. Do you need help with hope? Get in touch!  ‘Jesus - teach us to wait, as we hang in the balance of the past and the possible. Help us to make loving choices, as you did.’ (Thomas Merton) Who could have anticipated it? The Covid lockdown. Russia’s invasion of East Ukraine. 7 October Hamas attack. Ukraine (still) fighting back. Hezbollah decapitated. Free speech clampdown in UK. Iran firing missiles directly at Israel. Donald Trump re-elected in the US. North Korean deployment to Russia. French and German political meltdown. Sudden collapse of the Assad regime. The list goes on. Events appearing as if out of nowhere, taking by surprise. This is a backdrop to a BANI perspective on the world: Brittle, Anxious, Non-Linear and Incomprehensible. It’s not just a way of thinking about what’s happening around us. It’s an existential expression of how it can feel to be in the world. It shatters illusions of predictability and control. Think back at a more personal level – what have been your most significant life experiences over the past year? How many did you know or anticipate in advance? It corresponds, perhaps, to a rise in mental health crises across the world. If we can’t predict or control the future with any degree of certainty, it can leave us feeling anxious, stressed or depressed. After all, anything could come in from anywhere, disrupting our carefully-made plans and throwing everything, including ourselves, in the air – with no idea where it and we may land. Little wonder people are turning to ideologies and leaders that promise ‘security’. Yet so often their assurance is a façade; a delusion wrapped in compelling rhetoric that disguises its own emptiness. How, then, to survive and thrive in this earth-shaking context where threats ranging from climate emergency to nuclear war are real and extreme? I'm trying to follow Jesus’ example here: courage to face truth, prayerfully, head-on and not to hide; compassion to act, prayerfully, in humility and love: one person, issue and moment at a time. How about you? |
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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