‘You don’t hire for skills, you hire for attitude. You can always teach skills.' (Simon Sinek)

Richard looked for spirit, talent and potential. Perhaps surprisingly, this wasn’t first and foremost about knowledge, skills and experience. It was about attitude, character and engagement. Get the right people on board, the right team in place, and almost anything becomes possible. This made interviews intriguing. One person would try hard to impress based on what they had done and achieved. Another would convey humility and courage: ‘I’ll do whatever it takes to succeed.’ If the spirit was genuine, the sentiment was real, the latter person could leave with a good job offer.

It made performance conversations interesting too. Rather than ‘I’ve done this, or that’, it focused on spirit and contribution. ‘This is what I’ve made possible, including for others. This is what I’ve learned, including from others. This is how I aim to develop, and to enable others. These are the steps I’ll take, alongside others.’ People took ownership of their own performance, recognised their interdependence with and impact on others and proactively sought authentic feedback: ‘What do I do well? What would most improve my contribution in future? How can I do this better next time?’

This Richard took a chance on me too and invited me into his leadership team at a global Christian non-governmental organisation (NGO). He gave me a gift – Stephen Covey’s ‘The Speed of Trust’ – to signal his trust in me. That small gesture inspired me deeply and challenged me to reflect critically on my own spirit and practice. I created a simple grid with ‘can do/can’t do’ on one axis and ‘willing to do/not willing to do’ on the other, as a tool for honest conversations with myself, God and others. It reminds me to fan the flame of the Spirit within and not to become jaded, fearful or complacent.

What part does ‘spirit’ play in your life and work? How to you spot, nurture and help sustain it in others?

​‘Why are you talking with her? She’s a prostitute.’ The disdain in his voice was palpable. The young woman had approached me as I sat at the roadside. Walking in the Thai heat and humidity had left me sapped of energy so I was relieved to sip on a cool drink and rest for a while. She had smiled at first and started polite conversation. Was I here on holiday? Was I here alone? Then she moved closer and moved on: Would I like some company? Would I like to take her to my hotel room?

I responded kindly – and firmly. I was happy to talk, I was happy to buy her a cold drink too, but I would not take her to my hotel room. Period. She persisted for a while but then gave up. ‘OK, a cool drink would be nice.’ To my surprise, she stayed and talked for the next 3 hours. She told me about her life, her children, why she was doing this, how she handles what she does physically, mentally and emotionally, what her hopes and fears were for the future. I have rarely felt so humbled.

The thing that struck me most in this encounter was how it felt to meet this special person as a precious human being, a child of God, not as a prostitute. Even the word feels jarring, demeaning and dehumanising as if this label sums up everything someone is and is capable of. Before she left, this woman explained that she uses a pseudonym at work as a way of splitting off her true self from what she does. Then she told me...her real name. I felt honoured, clasped her hands and thanked her.
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As professionals, how often do we and others apply labels (e.g. job titles, role stereotypes) – sometime values-laden, sometimes convenient – to ourselves and to others that simplify reality yet blind us to the broader richness and complexity of who we and who other people and teams are and could be? If we were to peel back the labels to reveal the astonishing human beings that lay hidden behind them, what potential could be released in us, other people, teams and organisations?

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.
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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?

​It was an energising experience, facilitating a group of leaders this week who are keen to build a new high performing team. We pushed the boundaries of normal ways of working to stimulate innovative ideas in all aspects of the team’s work. We used photos to create an agenda and physically enacted people’s aspirations to avoid falling into conventional patterns of heady, rational conversation.

It felt very different to meeting ‘because that’s what we do’. There was a different dynamic, energy and momentum. Participants leaned actively into the conversation, not leaning back in passivity or boredom. Yet it can be a real challenge to break free from tradition, from norms that trap a team in ways of doing things that feel familiar and safe but, deep down, lack inspiration or effectiveness. 

In our meetings, how often do we pause before diving into the agenda to ask, ‘What’s the most important thing we should be focusing on?’, ‘How are we feeling about this?’, ‘What is distracting us or holding our attention?’, ‘What could be the most creative and inspiring way to approach this?’, ‘What do we each need, here and now, to bring our best to this?’, ‘What would be a great result?’

So I presented a simple model to the team with four words: content (what), process (how) and relationship (who) encircled around goal (where). In all my experience of working with individuals and teams, whether in coaching, training or facilitation, whether in the UK or overseas, these four factors are key recurring themes that make a very real difference.

They seem to be important factors that, if we get them right, make a positive impact. They lead to people feeling energised, more alive, more motivated and engaged. Conversely, if we get them wrong, they leave people frustrated, drained of energy, bored or disengaged. Worse still, if left unaddressed, they can lead to negative, destructive conflict that completely debilitates a team.

We can use a simple appreciative inquiry to reflect on this.‘Think back to your best experience of working with another person or team. How did you feel at the time?’, ‘Think back to a specific example of when you felt like that with the person or team. Where were you at the time? What were you doing? What were they doing? What made the biggest positive difference for you?’

One of the things we notice when asking such questions is that different things motivate and energise different people. That is, of course, one of the tricky parts of leading any team. So a next question to pose could be something like, ‘What would it take for this team to feel more like that, more of the time for you?’ and to see what the wider team is willing to accommodate or negotiate.

Now back to the model with some sample prompts to check out and navigate with a client, group or team. Notice how the different areas overlap and impact on each other. It’s about addressing all areas, not just to one or two in isolation. However, having explored each area in whatever way or level suits your situation, you are free to focus your efforts on those that need
special attention.

Goal: ‘What’s your vision for this?’, ‘Why this, why now?’, ‘What are you hoping for?’, ‘What would make a great outcome for you?’, ‘What would be the benefits of achieving it or the costs of not achieving it?’, ‘Who or what else is impacted by it and how?, ‘Where would you like to get to by the end of this conversation?’, ‘An hour from now, what would have made this worthwhile?’

Content: ‘What’s the most important issue to focus this time on?’, ‘What is the best use of our time together?’, ‘What is the issue from your perspective?’, ‘How clear are you about what this issue entails?’, ‘What feelings is this issue evoking for you?’, ‘What do we need to take into account as we work on this together?’, ‘Do we have the right information and expertise to do this?’ 

Process: ‘How would you like to do this?’, ‘What approach would you find most inspiring?’, ‘What might be the best way to approach this given the time available?’, ‘Which aspects to we need to address first before moving onto others?’, ‘What would be best to do now and what could be best done outside of this meeting?’, ‘Could we try a new way that would lift our energy levels?’

Relationship: ‘What’s important to you in this?’, ‘What underlying values does this touch on for you?’, ‘How are you impacted?’, ‘How are you feeling?’, ‘What are you noticing from your unique perspective?’, ‘What distinctive contribution could you bring?’, ‘What is working well in the team’s relationships?’, ‘What is creating tension?’, ‘How could we resolve conflicting differences?’

The versatility of the model is that it can be reapplied to coaching, training and other contexts too. In a training environment you could consider, for instance, ‘What are we here to learn?’ (goal), ‘What material should we cover?’ (content), ‘What methods will suit different learning styles?’ (process) and ‘How can we help people work together well in this environment?' (relationship).

In a coaching context it could look something like, ‘How do you hope to develop through engaging in this coaching experience?’ (goal), ‘What issues, challenges or opportunities would you like to focus on?’ (content), ‘How would you like to approach this together?’ (process) and ‘What would build and sustain trust as we work on these things together?’ (relationship).

I’d be interested to hear from you. Do the areas represented in this model resonate with your own experiences? Which factors have you noticed tend to be most attended to or ignored? Do you have any real-life, practical examples of how you have addressed these factors and what happened as a result? In your experience, what other factors make the biggest difference?

​I was skim reading a book today, ‘Organisations Don’t Tweet, People Do – A Manager’s Guide to the Social Web’ by Euan Semple (2012). It sparked my curiosity about how people and organisations could better engage with and draw on the benefits of social media culture and tools.

Most organisations I’ve seen up close are still feeling their way forward, sometimes trying to use social media such as Facebook or Twitter to spread corporate messages. It’s an old PR/marketing paradigm that needs a radical shift to unleash and realise this new media’s real potential.

So I’m intrigued. What have been your experiences of using social media in organisations? What media have you used? How has it influenced your leadership and culture? What have been the upsides and downsides? How have you handled them? I look forward to hearing from you!

​I had precautionary tests this week for a potentially life-threatening condition. Thankfully, the results turned out to be OK but it’s experiences like this that often bring existential issues into sharp relief. Existential coaching focuses on helping a person explore his or her own sense of ‘being in the world’, that strange psychic awareness that we are in the world before what we are in the world. At times, such awareness can feel mysterious, unfathomable, disorientating and anxiety-provoking. It’s like one of those moments when, as a child, I gazed up into the night sky, saw the stars and the enormity of space, imagined space and time going on forever and felt dizzy and perplexed by it. It can also raise deep questions to the surface such as, ‘Who am I?’ and 'Why am I here?’

According to existentialist thought, our essence as a person isn’t fixed but we become who we are through the choices we make. Our choices are influenced by factors such as the assumptions, beliefs, judgements, hopes and fears etc. we hold about ourselves, the same we hold about others and how we experience and act in our relationships with others, in our everyday  circumstances and in the decisions we face and make. Existentialist writers sometimes refer to this as our ‘stance in the world’, that is, how we perceive, position ourselves and act in our everyday lives. Our stance both reflects something of our sense of and our way of being in the world and shapes who we are and become in the world. I can share a personal example to illustrate this phenomenon.

When my youngest daughter was 7 years old, I took her to a theme park that had a very high and steep ‘death slide’. I was surprised and impressed to see her quietly but resolutely psyche herself up to leap down its harrowing slope. When she finally did do it, I asked her how she managed to bring herself to push herself off its terrifying edge. She responded in a way that humbled and amazed me: ‘Firstly, when you told me it would be OK, I trusted you that it would be OK, even though it looked so scary. Secondly, when I write about what we did today in my diary tonight, I want to be able to write that I went on the slide even though I was afraid of it, not that I didn’t go on the slide because I was afraid of it. That’s the kind of person I want to be.’ I felt awe-struck and speechless.

Curiously, we are often unaware of making choices, or deny to ourselves that we are making choices in order to avoid the responsibility that choice implies, and unaware of the underlying metaphysical world view we hold that both influences and is influenced by our choices. It’s as if we can live at a superficial level, sometimes choose to live at that level as a form of self  defence or life-coping mechanism. The problem is that if we only live at that level, we may fail to be who we can become in the world; deny ourselves and others a deeper and more fulfilling life experience; struggle with contact in intimate relationships; expend our time, energy and resources on distractions that aim to suppress or avoid facing the discomfort and anxiety that existential issues can evoke. 

One of the goals of existential coaching is therefore to raise world view and choice into awareness in order enable clients to live more authentic lives. It’s about enabling clients to acknowledge and deal with underlying anxiety, tensions and conflicts that could be experienced symptomatically in psychological, emotional, physical or relational difficulties or in problematic patterns of behaviour. Duerzen summarises this approach in Skills in Existential Counselling and Psychotherapy (2011) as, ‘to help people to get better at facing up to difficulties with courage instead of running away from them’. It necessarily involves a willingness to explore issues beneath the surface, a willingness to face anxiety and a willingness to explore alternative ways of being and acting in the world. 

This reminds me of a volunteer assignment I did with a Christian social worker and psychologist in Germany not long after the Berlin wall came down and East and West were reunified. We were working in a social work project with young people, often from fairly poor and dysfunctional family backgrounds, who were being seduced by the far right to join new neo-Nazi groups. The groups provided these young people with a much-needed sense of identity, belonging and purpose in the world. As part of his practice, the social worker would touch sensitively on spiritual issues and questions where it seemed appropriate. A secular humanistic colleague challenged him vehemently on this, insisting that social workers should never stray into the spirituality arena.

The social worker empathised with his colleague’s concerns about professional ethics and the risks of pressurising and indoctrinating vulnerable young people. At the same time, he believed that true spirituality speaks to life’s deepest questions, experiences and actions. The social worker responded, ‘These young people often talk in therapy about  their deepest fears, about life and death, issues that are very real for them. It’s often such fears that lead them to seek a sense of identity, security and purpose in these sinister groups.  We cannot afford to separate our thinking or our practice into neat, distinct, spheres of influence. The matters we and they are dealing with bring profound psychosocial, existential and spiritual issues face to face in the room.’ I agree.

So what could existential coaching look like in practice? Firstly, the coach will invite the client to share their story, particularly  focusing on issues that led them to work with a coach in the first place. The coach’s role at this stage is primarily to listen and, over time, to reflect back any beliefs and values that surface implicitly or explicitly in the client’s account, particularly in terms of how the client perceives themselves, others, issues and their situation. In this sense, the coach is acting as a sounding board and a mirror, enabling the client to grow in awareness of his or own world view. The coach will go on to focus on specific tensions that may emerge, e.g. between the client’s underlying beliefs and values and the stances or actions they are choosing in practice.

The intention here is to surface the client’s underlying personal and cultural metaphysic rather than simply his or her way of perceiving and responding to an immediate issue. This approach is based on a belief that the client’s general world view or stance-in-the-world will influence e.g. what issues the client perceives as significant; how they perceive, experience and evaluate them; what their subjective needs and aspirations are; what approaches and actions they will consider valid or appropriate; what actions they will be prepared to commit to and sustain etc. This approach also enables the client to explore any tensions within their world view, between that world view and those of others in their situation and between their world view and their actions.

The problem with the language of ‘world view’ in describing such an approach is that that it sounds too conscious, too cognitive, too coherent. The focus of existential coaching is profoundly subjective and phenomenological, that is, how the client actually experiences and responds to his or her being-in-the-world at the deepest psychological levels. In that sense, it’s as much about how a person feels, the questions they struggle with and what they sense intuitively as what they may think or believe rationally.  Again, there are important links for me with a spiritual dimension. As I faced my own health-related tests this week, for instance, I experienced my faith in God as something more like a subconscious, mysterious, inner ‘knowing’ than a rational assent to a set of beliefs.

As the coaching conversation progresses, the coach may help the client identify choices he or she is making (including by default), potential choices he or she could take in the future and how to integrate the client’s choices with his or her chosen being and stance in the world in order to live a more authentic and thereby less conflicted life. At one level, this enables the client to become more aware of and honest about their decisions and actions and to act with a greater sense of freedom and responsibility. At another level, it opens up more opportunities for the future than the client may have perceived previously. It can feel very liberating and energising to discover fresh ways of perceiving and acting in situations that have previously felt stuck or entrapping.

Sample coaching methods could involve helping the client reframe experiences as choices or to change their language from passive to active voice. For example, ‘I have to write this report for my boss by Friday’ or ‘This report needs to be written by Friday’ sound and feel less empowering than, ‘I will choose to write this report for my boss by Friday’. It enables the client to take ownership of their choices and to weigh up alternative courses of action. After all, if it’s a choice, I can choose differently, although I will need to weigh up the relative pros and cons of different choices. My best choices are congruent with my underlying beliefs and values, e.g. in this case, respect for authority, the sense of a job well done or a desire to keep my job so I can pay my bills.

The coach is likely to help the client connect their choices with their underlying world view. One way to approach this is to use the ‘7 whys’ technique whereby each time the client explains why they are choosing a certain course of action, the coach responds with, ‘…and why is that important to you?’ until the client’s deepest values, aspirations and anxieties surface. I will end this piece by posing some brief existential questions for personal reflection: Who am I? What personal stance do I want to take in the world? How do I handle contradiction, ambiguity, uncertainty and paradox? What is most important to me? What is God or this situation calling for from me? How consistent are my choices with my values? How well do my actions reflect the person I aspire to be?

​I love creativity. I find creative people interesting and stimulating. My definition of creative is very simple: creative is something I would never have thought of myself. I love innovation too. Innovation is doing something different and new.

It’s not that I’m entirely uncreative. In fact, I love playing, experimenting, exploring new things and experiences. I even have the occasional novel idea. You may find me creative if I see and do things differently to you. Creativity is contrast with the norm, pushing boundaries, shifting paradigms. It’s about shedding strange light on the ordinary, introducing a new idea, angle or dimension. It challenges and awakes us, introduces fresh possibilities.

I was watching a music video today, marvelling at the creativity in its words, the music, the images, its ability to convey a story and a mood. We live in a media saturated world with endless possibilities to generate and convey the new. Where does all this creativity come from? It’s partly subjective, in the eye of the beholder. Experientially, it can feel like a spark of inspiration that comes out of nowhere. At other times, it’s a synergy released from what’s already there.

The Bible describes God as inherently and irresistibly creative. He has the ability, the imagination, to create ex nihilo, to create quite literally out of nothing. Our creativity reflects his creativity. It’s inherent to our identity too. So next time you look at a person, a situation, an experience, the world, what will you see? Will you marvel at the imagination, colour, richness, hope? Will you allow your own creative potential to surface, enrich and release? I hope so!