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.
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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!

​How are you finding online leadership, OD, coaching and training? What are the pros and cons and how are you making it work?

Pav Ponnoosami blogged satirically this week that, during the lockdown, ‘The bedroom has become the boardroom’. As we find ourselves staring at each other on screen, we often see a backdrop, a glimpse of a person’s home life, an insight into the person-beyond-the-role. I find myself intrigued by the different things I see-hear that lay behind: books on the shelf; flowers on the desk; photos on the wall; a child that stumbles in unexpectedly, asking for attention. They all add context, meaning.

Yet is an online relationship a real relationship? I’ve certainly never spent so much time with clients and colleagues on Zoom as I have done during this past few weeks. Is it real? The question itself begs at least two underlying questions: what constitutes an authentic relationship, and what do we mean by real? We could of course apply the same two questions to evaluate encounters and interactions between people in the real world; that is, the world that we think of as real, not just the virtual one.

So, some thoughts. Can an online conversation allow us to know and understand each other better? Yes, although I will know someone better if I see and experience them acting-interacting in a range of different situations and relationships. Can it enable effective task communication? Yes, if both-all parties have access to suitable and stable technologies. Can it enable practical teamwork to achieve a common purpose? Yes, if all have equal access. Can it build friendship or love? What do you think?

Lockdown, as a self- or state-imposed isolation from other people, is a physical response to a physical threat, a measure taken to limit the impact of a clear and present danger. The current, global, disease crisis-response is a very explicit case in point. Yet every action risks creating its own unintended consequences. Take, for instance, mental and physical health problems that may well result from media-induced fear and panic; sustained social isolation; reduced physical exercise.

Cast your eye to the poorer countries and communities in the world, and the list grows much longer. You can add stress from lost essential livelihoods; lack of access to food, safe water, sanitation and health facilities; increased risks of corruption and exploitation of the most vulnerable people. So, in the face of such existential threats, what can we do? William Glasser, a choice-theory, relational psychotherapist, offers useful insight in his 3Rs formula: Reality + Responsibility + Relationship.
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Reality: Look beyond our own immediate thoughts, feelings and circumstances to see, where possible, a bigger picture. Reflect critically on what we see and hear in the media. Keep things in perspective. Responsibility: Acknowledge that our actions in the face of adversity represent choices. We can make different choices. Do what is right, not just what is expedient. Relationships: Look outwards when tempted to close inwards. Ask for support. Offer it too. Keep in touch. Pray.

Would you find coaching with the 3xRs helpful? Get in touch! info@nick-wright.com

Ever had one of those situations where you have said or done something entirely innocently and the person or group’s response seems totally disconnected to what you said or did – or completely out of proportion to it? It can feel like you have stepped on a hidden landmine. It can take you by surprise and can leave you reeling from the impact. It can feel hurtful, confusing and disorientating. What is going on here? What can you do to make sense of it and to deal with it?

There are some really useful insights we can draw on from fields including psychodynamics, Gestalt, social psychology, social constructionism and systems thinking. They are all interested in human­­ relationships, what happens when we interact with each other and why. I’m going to share a couple of insights here, briefly, because I think they can be very helpful for leaders, OD, coaches etc. In fact, anyone who encounters people, works with people, is keen to build good relationships.

Firstly, we experience everything and everyone we encounter through a psychological-cultural filter. The filter is, essentially everything and everyone we have experienced in the past, how we have felt about it and what sense we and others have made of it. This means that a person who, say, appears to overreact to you is encountering you through their own filter. The filter subconsciously influences their assumptions, perceptions etc. It may be about you…but it isn’t only about you.

Secondly, no encounter takes place in a vacuum. Even as you read this, you aren’t doing so in a bubble. The stuff that is going on around us, which includes things in our lives and work here and now as well as things we carry from the past and our anticipated futures, influences what we notice, what we value, what we prioritise, what we enjoy, how we cope etc. in any given moment. So, the ‘overreacting’ person? Acknowledge they have a backstory. Breathe, be open; ask, listen.

It feels like walking on egg shells. That sense of tip toeing ever-so-carefully…a bit like making your way with nervous trepidation through a proverbial minefield. Every step feels dangerous. You don’t know what lays beneath. You’re never quite sure if you’re about to trigger something – Explosive!!! This kind of encounter, this type of volatile relationship, can feel incredibly difficult to navigate. It’s something about threat, uncertainty and unpredictability that can leave us anxious and stressed.

A real problem here is that it places – or, we place – the other person in a position of great power over us, especially if we fear their reaction. This is compounded if it is a boss, a peer or another authority figure who holds sway over our job, our family, our organisation or our community. We can expend huge amounts of mental, emotional and physical energy trying to placate them, to avoid being, saying or doing anything that may set them off. It’s a form of intimidation and control.

I worked with one leader who displayed wild mood swings at work. A mentor at the time invited me to envisage approaching this leader’s office…putting my hand on the door knob…turning it. What feeling did that evoke for me? I could feel the immediate tension in my stomach, that sense of ‘in the grip-ness’, not knowing – and fearing – who or what to expect on the other side of the door. I became aware that I would tend to modify my own behaviour to try to keep the peace at all cost.
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A turning point was in discovering insights from Transactional Analysis (TA) that helped me to manage such interactions differently – although still rarely easily. I pray for courage and grace, to view the person through a prism of love rather than one of fear. I choose to relate in adult-adult mode, irrespective of what mode the person may relate to me in. I take a deep breath and name the dynamic and, if needed, walk away if it can’t be resolved. What have you found works for you?

‘That was hard work. Exhausting. How to keep thinking of good questions…and then even more good questions??’ I hear this time and again from coaches and from leaders who are keen to develop a coaching style. The pressure is on to create a magical experience, find a ground-breaking solution, that leaves the other person feeling totally dazzled and impressed. Or at least that they found it useful enough to warrant paying you a fee - if you’re coach or trainer in private practice(!)

But what is really going on here? Whose conversation is it? Who is responsible for any outcome that is achieved? Is it really all down to the leader, coach or trainer to make something happen? What part does the client play in enhancing their own performance and development? In my experience, these are really important questions to think though, discuss and contract around with the client. It clarifies and manages mutual expectations and forms a healthy, effective relationship.

A key principle is to build the client’s capacity to make best use of the resources, the opportunities, that are available to them through me and, by extension, in other situations. This often entails supporting and challenging them to develop their personal leadership: that is, their ownership, proactivity, resourcefulness and influence over their own learning and growth. This could involve, say, working to develop a curious, assertive stance in place of a more defended, passive one.

So, in practice, irrespective of the person’s presenting issue, we will spend time negotiating and contracting explicitly around, e.g. ‘What are we here to do?’, ‘What do you want to be different?’, ‘How shall we do this?’ and ‘What are you willing to take responsibility for?’ This reinforces what we do as a coactive process in which the client, rather than coach, takes a lead role. And, critically, it ensures that we focus our attention and approach on what the client will find most useful.

​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 took my mountain bike for repairs last week after pretty much wrecking it off road. In the same week, I was invited to lead a session on ‘use of self’ in coaching. I was struck by the contrast in what makes a cycle mechanic effective and what makes the difference in coaching. The bike technician brings knowledge and skill and mechanical tools. When I act as coach I bring knowledge and skills too - but the principal tool is my self.

Who and how I am can have a profound impact on the client. This is because the relationship between the coach and client is a dynamically complex system. My values, mood, intuition, how I behave in the moment…can all influence the relationship and the other person. It works the other way too. I meet the client as a fellow human being and we affect each other. Noticing and working with with these effects and dynamics can be revealing and developmental.

One way of thinking about a coaching relationship is as a process with four phases: encounter, awareness, hypothesis and intervention. These phases aren’t completely separate in practice and don’t necessarily take place in linear order. However, it can provide a simple and useful conceptual model to work from. I’ll explain each of the four phases below, along with key questions they aim to address, and offer some sample phrases.

At the encounter phase, the coach and client meet and the key question is, ‘What is the quality of contact between us?’ 

The coach will focus on being mentally and emotionally present to the client…really being there. He or she will pay particular attention to empathy and rapport, listening and hearing the client and, possibly, mirroring the client’s posture, gestures and language. The coach will also engage in contracting, e.g. ‘What would you like us to focus on?’, ‘What would a great outcome look and feel like for you?’, ‘How would you like us to do this?’

(If you saw the BBC Horizon documentary on placebos last week, the notion of how a coach’s behaviour can impact on the client’s development or well-being will feel familiar. In the TV programme, a doctor prescribed the same ‘medication’ to two groups of patients experiencing the same physical condition. The group he behaved towards with warmth and kindness had a higher recovery rate than the group he treated with clinical detachment).

At the awareness phase, the coach pays attention to observing what he or she is experiencing whilst encountering the client. The key question is, ‘What am I noticing?’

The coach will pay special attention to e.g. what he or she sees or hears, what he or she is thinking, what pictures come to mind, what he or she is feeling. The coach may then reflect it back as a simple observation, e.g. ‘I noticed the smile on your face and how animated you looked as you described it.’ ‘As you were speaking, I had an image of carrying a heavy weight…is that how it feels for you?’ ‘I can’t feel anything...do you (or others) know how you are feeling?’

(Some schools, e.g. Gestalt or person-centred, view this type of reflecting or mirroring as one of the most important coaching interventions. It can raise awareness in the client and precipitate action or change without the coach or client needing to engage in analysis or sense-making. There are resonances in solutions-focused coaching too where practitioners comment that a person doesn’t need to understand the cause of a problem to resolve it).

At the hypothesis stage, the coach seeks to understand or make sense of what is happening. The key question is, ‘What could it mean?’

The coach will reflect on his or her own experience, the client’s experience and the dynamic between them. The coach will try to discern and distinguish between his or her own ‘stuff’ and that of the client, or what may be emerging as insight into the client’s wider system (e.g. family, team or organisation). The coach may pose tentative reflections, e.g. ‘I wonder if…’, ‘This pattern could indicate…’, ‘I am feeling confused because the situation itself is confusing.’

(Some schools, e.g. psychodynamic or transactional analysis, view this type of analysis or sense-making as one of the most important coaching interventions. According to these approaches, the coach brings expert value to the relationship by offering an explanation or interpretation of what’s going on in such a way that enables the client to better understand his or he own self or situation and, thereby, ways to deal with it).

At the intervention phase, the coach will decide how to act in order to help the client move forward. Although the other three phases represent interventions in their own right, this phase is about taking deliberate actions that aim to make a significant shift in e.g. the client’s insight, perspective, motivation, decisions or behaviour. The interventions could take a number of forms, e.g. silence, reflecting back, summarising, role playing or experimentation.

Throughout this four-phase process, the coach may use ‘self’ in a number of different ways. In the first phase, the coach tunes empathetically into the client’s hopes and concerns, establishing relationship. In the second, the coach observes the client and notices how interacting with the client impacts on him or herself. The coach may reflect this back to the client as an intervention, or hold it as a basis for his or her own hypothesising and sense-making. 

In the third, the client uses learned knowledge and expertise to create understanding. In the fourth, the coach presents silence, questions or comments that precipitate movement. In schools such as Gestalt, the coach may use him or herself physically, e.g. by mirroring the client’s physical posture or movement or acting out scenarios with the client to see what emerges. In all areas of coaching practice, the self is a gift to be used well and developed continually.

​My boss had been reading John Ortberg’s ‘Everybody’s Normal Till You Get to Know Them’ and it was time for us to plan our annual leadership team retreat. Looking for a theme title, he suggested half-jokingly, ‘How about ‘Everybody’s Weird’?’ I laughed at first but then thought for a moment…what a great concept and idea. It felt inspired. How to blow away any sense of normality and conformity and to meet each other afresh as we really are. Our creativity lies in our unique weirdness and what a great way to explore our individual quirkyness and its potential for the team and organisation.

Every group, every team, develops its own normative behaviours. Some even prescribe them by developing explicit competency and behavioural frameworks. It provides a sense of identity, stability and predictability. It can also improve focus and how people work together by establishing a set of ground rules, how we can be at our best. The flip side of all of this is that a team can begin to feel too homogeneous, too bland. It can lose its creative spark, its innovative spirit. The challenge was how to rediscover our differences, our wonderful, exciting, diversity in all its weird complexity.

We invited people to bring objects that represented something significant in their personal lives and to share their stories. We invited people to use psychometrics to explore their preferences to shared them in the group. We invited them to challenge the psychometric frames, not to allow themselves to be too categorised. We invited people to challenge stereotypes, to break the moulds they felt squeezed or squeezed themselves into, to look intently for what they didn’t normally notice in themselves and each other, to allow themselves to be surprised and inspired by what they discovered.

It felt like an energetic release. People laughed more, some cried more, others prayed deeply together. The burden of leadership felt lighter as people connected and bonded in a new way. It felt easier to challenge and to encourage. By relaxing into each other and themselves, people became more vibrant, more colourful, less stressed. They saw fresh possibilities that lay hidden from sight before. They discovered more things they liked about each other, fresh points of common passion, interest and concern. They built new friendships that eased their ways of working. It felt more like team.

What space do you and your organisation allow for weirdness? Do you actively seek, nurture and reward differences? Do your leadership style and culture bring out and celebrate individuals’ strange idiosyncracies, each person’s unique God-given gifts, talents and potential? Have you had experiences where a capacity for weirdness has enhanced your team or organisation’s creativity and innovation? Do you risk inadvertently squeezing out the best of weirdness by policies and practices that drive towards uniformity? Could a bit more weirdness be more inspiring and effective – and fun?!  :)