NICK WRIGHT
  • Home
  • About
  • Services
  • Testimonials
  • Articles
    • Organisations and leadership
    • Learning and development
    • Coaching and counselling
  • Blog
  • e-Resources
  • News
  • Contact
  • Home
  • About
  • Services
  • Testimonials
  • Articles
    • Organisations and leadership
    • Learning and development
    • Coaching and counselling
  • Blog
  • e-Resources
  • News
  • Contact

Goal, content, process and relationship

15/3/2014

25 Comments

 
Picture

​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?
25 Comments

Soft target, hard impact

12/11/2012

21 Comments

 
If you’re tempted to cut back on L&D when budgets are tight, think twice. ‘Isn’t it easier to cut staff training than to make cuts in other business areas?’ Easier, maybe; wiser, maybe not. Let me pose four inter-related reasons why business leaders should pause before letting the axe fall.

Consider your talent. Talented people are those who make a disproportionate contribution to your organisation’s success. They’re the ones who leave a big hole if they leave. They’re also the ones who will find it easiest to leave if you don’t invest in their learning and growth.

Consider what makes your business succeed. Whatever your business is and does, I can guarantee it will depend on knowledgeable, skilful people. Disinvest in people development and, over time, your knowledge and skills base will erode and your performance with it.

Consider engagement. Engaged people are those who put in discretionary effort, sell your business by their enthusiasm, inspire and motivate others to do their best. Such people love to learn and grow. Cut back on L&D and you risk losing the hearts of your most committed players.

Consider your customers. They look to your business with high expectations of high quality products or services, and high quality customer service. If customer experience is compromised by poor service from untrained or disheartened staff, you can wave goodbye to their cash.

But what are the corresponding demands on L&D? Is L&D as an investment of value per se? It does symbolise valuing and investing in people. Nevertheless, the onus lies on L&D professionals to ensure its value in terms of attraction, retention, development and business results.

I would be interested to hear of any examples from organisations where business leaders have chosen to continue or increase investment in L&D in hard economic times. For example, what were the drivers, what convinced you, how did you achieve it, what were the results?
21 Comments

Qualities of leadership

7/2/2011

27 Comments

 
Picture

​Philosophically and practically, I find myself quite conflicted over the leadership competencies agenda.

On the one hand, we use a capability framework at an INGO where I work for assessment and development purposes and, on the whole, it provides a useful touchstone for these purposes. It was derived from observations globally of what seems to make people successful within the organisation's cultural environment (although I’m not sure what criteria were used to denote ‘success’). It provides a basis for awareness raising, focused conversation, critical reflection, practical action (e.g. developing new insights or ways of doing things). So, pragmatically-speaking, it does prove a useful tool.

On the other hand, there’s something about analysing leadership competencies - as an 'evidence base' -  that can feel simplistic and reductionist. I think that’s where my underlying discomfort lies. I’m reminded of a philosophy lecturer during my theological studies who introduced the idea of a beautiful rose. "A poet tries to capture and express the rose’s beauty in colourful, creative language. It’s about its intangible qualities – beauty, essence, spirit, impact." Perhaps, by analogy, we might experience this phenomenon in leaders as personality, character, charisma, X factor.

What’s interesting for me is that ‘beauty’ isn’t just about the rose – it’s about how I perceive, experience and respond to it. It’s not just what I see, it’s what I attribute to it, what I feel and do as a result. By analogy, I wonder if what I regard as ‘good leadership’ in a particular time and context is really the result of a complex combination of personal qualities emerging and interacting in a specific social/political/cultural environment. It’s influenced by what I notice (and don’t), what I attribute success to (and don’t), what happens when the leader interacts with people’s history, culture, values, expectations etc.

This may explain why different leadership qualities prove successful in different contexts. I’ve had personal experience of this. For example, I once led a highly successful youth group in the North of England. I tried applying the same leadership style and approach with a youth group in the South and it was a terrible failure. I’ve also noticed how in the same situation, different people respond to the same leader’s leadership differently. One person is inspired where another feels disengaged. As with the rose, there’s some kind of dynamic interplay between stimulus and responder.

This makes me wonder which, if any, leadership qualities are universal and which, if any, are contingent on context.

Staying with the rose analogy, the scientist dissects the rose in order to understand and explain it. This form of inquiry can explain the rose at a basic structural level but it won’t explain why people buy roses for their partners. I guess, for me, defining competencies can feel more scientific than poetic. There’s something about the dissecting that risks missing or even diminishing the quality of the whole.

I’m reminded of Nevin’s seminal work on Gestalt consulting: "The whole is more than the sum of the parts, as the arrangement of configuration of the parts is what gives an object its unique quality. In the case of singling out a tree in a park, the object is perceived almost immediately as a tree even if our attention is drawn to some parts more than to others. Studying only isolated, single parts of the tree (trunk, roots, branches, leaves etc) does not allow one to experience that which we call ‘tree’."

I've been prompted to consider two other issues which are related to the above. Firstly, whether it’s more meaningful to speak of leadership qualities and management competencies than leadership competencies. I'm not sure, but 'quality' somehow holds for me that sense of mystery that lies beyond transferable capability.

Secondly, whether we should inquire into what factors are making the difference in a specific real time and context rather than focusing on distilling and codifying generic leadership qualities or capabilities ‘out of context’. In other words, should we pay more (or equal) attention to evaluating leadership on the basis of what is achieved, what its effects are, which values are safeguarded etc. rather than the simple (in theory, if not in practice) qualities or capabilities the leader displays? It’s a difficult one. What results do we attribute to the leader and what do we attribute to other causal or contributing factors?

I’m reminded, by analogy, of the difference between Investors in People and Best Companies. Investors in People evaluates inputs (e.g. specific processes and practices) with the assumption that prescribed inputs (‘good practice’) will lead to desired outputs. By contrast, Best Companies evaluates whether desired outputs (staff engagement) have been achieved in a specific organisation and inquires into what has contributed to those results (e.g. confidence in leadership during tough economic times).

This poses interesting questions and challenges for leadership (as distinct from management skills) development: whether it’s possible and, if so, what we are trying to develop and how best to go about developing it.

The approach we’ve used in the INGO has focused mainly on developing cultural aspiration, holding ‘leadership conversations’ (getting leaders together to chat about what’s real and important for them and seeing what emerges), inviting stakeholder feedback, participating in executive coaching and action learning. I would love to hear how others are approaching leadership development and to draw on their ideas and learning too.

One final thing occurs to me. I've noticed how many leadership characteristics could be regarded and framed as essentially self-balancing. For example, visionary yet realistic; flexible yet robust; inspiring yet listening; humble yet assertive; courageous yet empathetic; strategic yet grounded. I can draw these ‘polarities’ as spokes on a wheel with 'person' at the hub and 'context' at the rim. There's something about what mode or quality influences change in a specific environment. I'm going to give more thought to that.

(2-12-09)
27 Comments

    ​Nick Wright

    ​I'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? ​Get in touch!

    Picture
    Like what you read? Simply enter your email address below to receive regular blog updates!
    Subscribe to Blog
    Picture
    Picture


    ​Archives

    February 2023
    January 2023
    December 2022
    November 2022
    October 2022
    September 2022
    August 2022
    July 2022
    May 2022
    April 2022
    March 2022
    February 2022
    January 2022
    December 2021
    October 2021
    September 2021
    August 2021
    July 2021
    June 2021
    May 2021
    April 2021
    March 2021
    February 2021
    January 2021
    December 2020
    November 2020
    October 2020
    September 2020
    August 2020
    July 2020
    June 2020
    May 2020
    April 2020
    March 2020
    February 2020
    January 2020
    December 2019
    November 2019
    October 2019
    August 2019
    July 2019
    June 2019
    May 2019
    April 2019
    March 2019
    February 2019
    January 2019
    December 2018
    November 2018
    October 2018
    September 2018
    August 2018
    July 2018
    June 2018
    May 2018
    March 2018
    February 2018
    January 2018
    December 2017
    November 2017
    October 2017
    September 2017
    August 2017
    July 2017
    June 2017
    May 2017
    April 2017
    March 2017
    January 2017
    December 2016
    November 2016
    October 2016
    September 2016
    August 2016
    July 2016
    June 2016
    May 2016
    April 2016
    March 2016
    February 2016
    January 2016
    December 2015
    October 2015
    September 2015
    July 2015
    June 2015
    May 2015
    April 2015
    February 2015
    January 2015
    December 2014
    November 2014
    August 2014
    July 2014
    May 2014
    April 2014
    March 2014
    February 2014
    December 2013
    November 2013
    August 2013
    July 2013
    June 2013
    May 2013
    April 2013
    March 2013
    February 2013
    January 2013
    December 2012
    November 2012
    October 2012
    July 2012
    June 2012
    May 2012
    April 2012
    March 2012
    February 2012
    January 2012
    December 2011
    November 2011
    October 2011
    September 2011
    August 2011
    July 2011
    June 2011
    May 2011
    April 2011
    March 2011
    February 2011

    Categories

    All
    Abc
    Ability
    Accountability
    Achievement
    Act
    Action
    Action Learning
    Activism
    Adaptability
    Adaptive
    Advent
    Adventure
    Africa
    Agency
    Agile
    Ambiguity
    Angle
    Anticipation
    Anxiety
    Appraisal
    Appreciation
    Appreciative
    Appreciative Inquiry
    Approach
    Argyris
    Asia
    Assumption
    Assumptions
    Asylum
    Attachment
    Attention
    Attitude
    Audience
    Authenticity
    Authority
    Autonomy
    Avoidance
    Awareness
    Behaviour
    Being
    Belief
    Beliefs
    Bias
    Bible
    Body Language
    Boundaries
    Brainstorming
    Brand
    Calling
    Care
    Career
    Censorship
    Challenge
    Change
    Character
    Charity
    Child
    Choice
    Choose
    Christ
    Christian
    Christmas
    Clarity
    Client
    Climate
    Coach
    Coaching
    Coactive
    Cognition
    Cognitive
    Cognitive Behavioural
    Commitment
    Communication
    Community
    Compassion
    Competence
    Competencies
    Complexity
    Concepts
    Confidence
    Conflict
    Confluence
    Congruence
    Consciousness
    Construct
    Constructs
    Construe
    Consultancy
    Contact
    Content
    Context
    Contracting
    Contribution
    Control
    Conversation
    Corruption
    Counselling
    Counterintiution
    Counterintuition
    Countertransference
    Courage
    Craziness
    Creativity
    Credibility
    Crisis
    Critical Consciousness
    Critical Reflection
    Critical Reflective Practice
    Critical Reflexivity
    Critical Thinking
    Critique
    Cross
    Cross Culture
    Cross-culture
    Culture
    Curiosity
    Customer Care
    Customers
    Customer Service
    Death
    Deception
    Decision
    Deconstruction
    Defence
    Defences
    Deferred Gratification
    Definition
    Delusion
    Democracy
    Depression
    Determination
    Development
    Deviance
    Deviant
    Diagnosis
    Disaster
    Discernment
    Disclosure
    Discovery
    Discrimination
    Disruptive
    Dissent
    Dissident
    Dissonance
    Distinctiveness
    Distortion
    Diversity
    Dream
    Dynamic
    Dynamics
    Easter
    Ecology
    Edge
    Edi
    Education
    Effectiveness
    Efficiency
    Ego State
    Eliciting
    Emergence
    Emotion
    Emotional
    Emotional Intelligence
    Empathy
    Empowerment
    Encouragement
    Energy
    Engagement
    Environment
    Equality
    Eternity
    Ethics
    Ethiopia
    Evaluation
    Evidence
    Evocative
    Existential
    Existentialism
    Expectation
    Expectations
    Experience
    Experiment
    Experimentation
    Exploration
    Explore
    Exposure
    Facilitation
    Faith
    Fear
    Feedback
    Feeling
    Feminism
    Figure
    Filter
    Fit
    Flashback
    Focus
    Forgiveness
    Framework
    Freedom
    Freud
    Fun
    Future
    Gender
    Geopolitical
    Geopolitics
    Gestalt
    Global
    Goal
    Goals
    God
    Gospel
    Grace
    Grief
    Grit
    Ground
    Group
    Guidance
    Healing
    Health
    Hear
    Heidegger
    Hero
    Hope
    Human
    Human Givens
    Humanity
    Human Resources
    Human Rights
    Humility
    Humour
    Hybrid
    Hypotheses
    Hypothesis
    Icon
    Ideation
    Identity
    Image
    Imagination
    Impact
    Impostor
    Inclusion
    Independence
    Influence
    INGO
    Initiative
    Injustice
    Innovation
    Inquiry
    Insecurity
    Insight
    Inspiration
    Instinct
    Integrity
    Intention
    Interdependence
    Interference
    International
    Interpretation
    Intimacy
    Introversion
    Intuition
    Invisible
    Jargon
    Jesus
    Journey
    Jungle
    Justice
    Keys
    Knowing
    Knowledge
    Labels
    Language
    Lateral Thinking
    Leader
    Leadership
    Learner
    Learning
    Lesson
    Liberal
    Life
    Light
    Listening
    Logic
    Loss
    Love
    Management
    Manager
    Marathon
    Matrix
    Mbti
    Meaning
    Media
    Mediation
    Meetings
    Memory
    Mentoring
    Merit
    Metaphor
    Metaphysic
    Mindfulness
    Miracle
    Mirroring
    Misfit
    Mission
    Mode
    Morality
    Motivation
    Mystery
    Narrative
    Nazis
    Need
    Negotiation
    Neo-Nazi
    Networking
    News
    New Year
    Norm
    Norms
    Noticing
    Online
    Operations
    Opportunity
    Oppression
    Organisation
    Organisation Develoment
    Organisation Development
    Origin
    Pace
    Panic
    Paradigm
    Paradox
    Partnership
    Passion
    Pastoral
    Pattern Matching
    Peace
    People
    Perception
    Perfectionism
    Performance
    Perseverance
    Personal Constructs
    Personal Leadership
    Person Centred
    Perspective
    Phenomenology
    Phenomenon
    Philippines
    Philosophy
    Physicality
    Plan
    Plans
    Plato
    Play
    Plot
    Polarity
    Policy
    Politics
    Poor
    Positive
    Positive Psychology
    Posture
    Potential
    Potential#
    Poverty
    Power
    Practice
    Pragmatism
    Praxis
    Prayer
    Preference
    Preferences
    Prepare
    Presence
    Principles
    Priorities
    Priority
    Privilege
    Proactivity
    Problem Solving
    Process
    Professional
    Progressive
    Projection
    Projects
    Prompt
    Propaganda
    Protection
    Protest
    Providence
    Provocative
    Psychoanalysis
    Psychodynamic
    Psychodynamics
    Psychology
    Psychometrics
    Psychotherapy
    Purpose
    Quality
    Questions
    Race
    Radical
    Rational
    Rationale
    Rationalisation
    Rationality
    Reality
    Reason
    Reasoning
    Reconciliation
    Recruitment
    Reflect
    Reflection
    Reflective Practice
    Reflexivity
    Reframing
    Refugee
    Refugees
    Relationship
    Relationships
    Release
    Religion
    Representation
    Rescue
    Research
    Resilience
    Resonance
    Resourcefulness
    Respect
    Responsibility
    Responsive
    Responsiveness
    Revelation
    Reward
    Rights
    Risk
    Role
    Role Model
    Rosabeth Moss-kanter
    Rules
    Sabbath
    Satire
    Satnav
    Saviour
    Schemata
    School
    Science
    Secure Base
    Security
    See
    Selection
    Selective Attention
    Self
    Sense Making
    Senses
    Sensitivity
    Serendipity
    Servant
    Shadow
    Significance
    Silence
    Simplicity
    Sin
    Skills
    Snake
    Social Construct
    Social Construction
    Social Constructionism
    Social Media
    Social Psychology
    Socrates
    Solution Focused
    Solutions
    Solutions Focus
    Solutions-focus
    Space
    Speed
    Spirit
    Spiritual
    Spirituality
    Stance
    Stealth
    Stereotype
    Stereotypes
    Story
    Strategic
    Strategy
    Strengths
    Stress
    Stretch
    Structure
    Struggle
    Stuck
    Style
    Subconscious
    Subjectivity
    Success
    Suffering
    Supervision
    Support
    Survival
    Sustainability
    Symbol
    Symbolism
    Systems
    Systems Thinking
    TA
    Tactical
    Tactics
    Talent
    Teacher
    Teaching
    Team
    Teamwork
    Teenage
    Theology
    Theory
    Therapy
    Thinking
    Thought
    Time
    Touch
    Toys
    Traction
    Trade
    Tradition
    Training
    Transactional Analysis
    Transference
    Transformation
    Transition
    Transitional Object
    Trauma
    Trust
    Truth
    Uncertainty
    Unexpected
    Vallues
    Value
    Valued
    Values
    Violence
    Visibility
    Vision
    Voice
    VUCA
    Vulnerability
    Vulnerable
    Waiting
    War
    Wealth
    Weird
    Wellbeing
    Will
    Willingness
    Window
    Wisdom
    Wonder
    Words
    World
    Worth
    Youth
    Zoom

    RSS Feed

Proudly powered by Weebly
  • Home
  • About
  • Services
  • Testimonials
  • Articles
    • Organisations and leadership
    • Learning and development
    • Coaching and counselling
  • Blog
  • e-Resources
  • News
  • Contact