‘If you want to know what your true values are, have a look at your diary and your bank statement.’ (Selwyn Hughes)
Take any example of an important-to-you decision that you have taken during this past week. Consciously or subconsciously, directly or indirectly, it will have reflected something of your underlying beliefs and values. At one level, every decision we take with awareness represents the outcome of a choice point, analogous to a choice of a direction at an intersection in a road. Guiding principles are a way of choosing to align our decisions and behaviour with our beliefs, ethics and values.
I worked with a group recently where, during feedback, participants commented on how they felt impacted by what they saw and experienced as my ‘distinctive’ style and approach. They were curious and asked me what, if anything, lay behind this – that which they had experienced – for me. What is it that makes the difference?
I held up a small, yellow, post-it note to the screen. On it are written 3 words in my own scrawled handwriting: Prayer, Presence, Participation. These are, if you like, the guiding principles that underpin me personally and all of my work professionally. I carry them with me and have them stuck on my desk, beside the monitor. I pause and focus on them consciously and deliberately before, say, writing a message, joining a conversation or running a workshop. They really do matter to me.
Prayer is inviting and opening myself to God’s insight, wisdom and power. He is able to reveal, do and achieve things that are truly impossible for me alone. Presence is ensuring quality of attention and contact with each person or group that I will meet. It’s viewing and approaching each person, each moment, as a sacred encounter. Participation is an invitational spirit that calls for humility and courage. It means engaging with people, not simply technology or any materials that we may use.
At the end of the conversation, I invited each person in the group to reflect for a moment – for as long as they needed – and to write down 3 words that, perhaps, they would choose to underpin their own practice. They did this thoughtfully, alone, then each shared with others in the group what they had written. This felt so much deeper and more meaningful than simple words on paper could capture or convey. It was about integrity, authenticity and congruence: choosing to take a stance.
What core principles guide the focus and parameters of your decisions and behaviour? What stance are you willing to take?
Better to be on the edge than on the fence? There are times and places where diplomacy is the best option. There are, too, roles and situations in which a degree of neutrality is essential to enable a successful outcome. Coaching, mediation, group facilitation and process consultation are good examples. To become too embedded or embroiled is to lose the value that relative independence can bring. Yet, in spite of this, the most radical change often takes place at the bleeding edge.
What does that mean? At times it’s about leadership, taking a firm stance based on our beliefs and values, no matter how unpopular that may be or make us. This sometimes involves taking a counter-stance to prevailing received-wisdom, culture and norms. We associate various graphic metaphors with this approach, e.g. cutting edge; cut-through. The bleeding can result from the reaction, the push-back, the potential personal and professional cost. To take a stance can be and feel bruising.
At times it’s about being authentic, congruent and revealing our proverbial cards. ‘This is my stance on this issue. Let’s discuss how we can manage the boundary together so that it works positively for our relationship’ is very different to, ‘I don’t have a view on this’ or, ‘I don’t want to reveal my stance in case it impacts negatively on our relationship.’ The former can build trust; the latter may leave a person or a group suspicious or unsure. In my experience, this can be a sharp edge to negotiate.
How do you handle disclosure and stance in your professional relationships? How close do you get to the bleeding edge?
I woke this morning with an image of a person in a wheelchair in mind. Next, a flashback to social services many years ago. We were trained there to crouch or kneel when speaking with a person in a wheel chair, not to stand over them. It was about showing empathy, respect, meeting the person as a person, not ‘looking down on’ – in both literal and metaphorical senses. It reflected profound humanistic values of social work and community development philosophy and practice.
It’s only a short step from there for me to images of Jesus: God meeting us where we are, kneeling down to wash his disciples’ feet. I worked with a Christian organisation where the CEO, Gordon Holloway, made it his personal mission to know every one of its 1,700 employees, scattered throughout the UK, by name. He would spend time e.g. on reception, simply to experience how life and work were for ordinary staff. He modeled humility and servant leadership beautifully.
But what does this all mean for leadership, OD and coaching in our own contexts? How are we, in practice, to marry up worthy ideals like this in the midst of the very real competitive environments, complex situations, tight budgets and tough decisions we face? Should we not focus more on efficiency and pragmatics than ethics, do whatever it takes to get the job done? Is the luxury of ‘meeting people as people’ a great ethic but one we cannot really afford to indulge in?
Kimsey-House’s Co-Active Leadership and Arbinger’s Leadership and Self-Deception pose a deeper question: what kind of people, relationships and organisations do we want to be? If, e.g. I’m managing or coaching you vis a vis your performance, whose attitude and ‘performance’ do I need to pay attention to first? If I take a stance alongside you, don’t stand over you, what difference does that make to how we feel, who we become, what we achieve – and what becomes possible..?
‘Being in the question is wondering what things mean instead of assuming you already know…It involves treating your first thought as a hypothesis rather than as a statement of truth…It means being willing to learn something new about a situation. The first step is to consider the possibility that the situation may not be as it seems.’ (Latting & Ramsey, 2009)
I was encouraged to glance at this book, Reframing Change, recently after having posted a blog on a similar theme. I love the idea of ‘being in the question’. Posing a question is the act of projecting an inquiry outwards. By contrast, being in the question is about our own presence, attitude and stance – a spirit of humility, openness and curiosity – and a willingness to invite challenge.
It’s so different to proposing a solution. At times, we jump to answers too quickly, draw conclusions too rashly and potentially miss a deeper meaning, a greater significance that could change our thinking, our lives, our organisations, our world. This is a high cost of our do-it-now, instant, everything-in-the-moment, high speed culture. We lose the ability to reflect and to…....wait.
Perhaps being in the question is one reason why e.g. Jesus and Socrates had such a profound impact. Perhaps it is why coaching and therapy can be so transformative. Perhaps it is why rediscovering not-knowing is a theme in so many books on leadership and change today. Two questions: How far are you ‘being in the question’? How are you enabling others to be so too?
‘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.
Gone are the days when we could think of ourselves, our teams and our organisations in splendid isolation. We now discover, abruptly at times, that everything is interconnected, everything is interdependent. We see impacts of global markets on domestic markets and vice versa. We see impacts of national and international policy on local people. We see sudden, unexpected changes that come out of nowhere, traceable only in retrospect, that dramatically shape our lives and work.
In the third sector where I’ve spent most of my professional life, we used to think of, say, human rights, international development and environmental issues as completely separate. We now see them as integrally related. Make a change in one area and it impacts on people and communities in another area - or in another part of the world. We can’t always see the connections but we can certainly feel them. This makes the world more complex, less predictable, less certain.
A pervasive atmosphere of complexity and uncertainty can evoke personal, social, economic and political anxiety. Leaders and ideologies are emerging across the globe that offer simplistic solutions, often at the extremes, that create a comforting illusion. They may help us sleep more peacefully, live more purposefully. Yet they ignore, dismiss or suppress aspects of reality that don’t fit their simple narrative. To break free from this, we must learn to surface and live with uncomfortable truths.
A stark example: witness the rhetoric in the UK and other Western nations this year in the face of unplanned, large-scale migration into Europe. Social media is filled with heated debate. ‘They’re all helpless refugees – rescue them!’ vs ‘They’re all terrorist sympathisers – reject them!’ It poses an either-or, black-white choice. To say, ‘It’s complicated. It calls for a sophisticated response’ sounds like a cop out, a refusal to take sides, a stance devoid of passion, a betrayal of a cause.
So we find ourselves facing an existential crisis, created and fuelled in part by a perfect storm of influences. These include: spread of Islamic extremism, growth in right/left wing nationalism, intolerant illiberal liberalism, gross economic inequality, unprecedented global awareness via the internet, powerful social media, more failed states, huge displacement of people, alarming climate change. It can feel perplexing, confusing, debilitating. How to take a stance in the midst of all this?
Adrian Spurrell (Synapse Solutions), my professional mentor, has been a persistent voice of challenge and support this year. ‘We can be driven by fear or by hope. Choose hope.’ It reminds me of hope in the Christian gospel too – a faith I experience as real – when we affirm the birth of Jesus Christ. It’s a mysterious faith that holds onto hope, is held onto by hope, often in the midst of hope-lessness. May we know peace and hope this Christmas time and the courage to stand in 2016.
When teams are under pressure, e.g. dealing with critical issues, sensitive topics or working to tight deadlines, tensions can emerge that lead to conversations getting stuck. Stuck-ness between two or more people most commonly occurs when at least one party’s underlying needs are not being met, or a goal that is important to them feels blocked.
The most obvious signs or stuck-ness are conversations that feel deadlocked, ping-pong back and forth without making progress or go round and round in circles. Both parties may state and restate their views or positions, wishing the other would really hear. If unresolved, responses may include anger/frustration (fight) or disengagement/withdrawal (flight).
If such situations occur, a simple four step process can make a positive difference, releasing the stuck-ness to move things forward. It can feel hard to do in practice, however, if caught up in the drama and the tense feelings that ensue! I’ve found that jotting down questions as an aide memoire can help, especially if stuck-ness is a repeating pattern.
1. Observation. (‘What’s going on?’). This stage involves metaphorically (or literally) stepping back from the interaction to notice and comment non-judgementally on what’s happening. E.g. ‘We’re both stating our positions but seem a bit stuck’. ‘We seem to be talking at cross purposes.’
2. Awareness. (‘What’s going on for me?’). This stage involves tuning into my own experience, owning and articulating it, without projecting onto the other person. E.g. ‘I feel frustrated’. ‘I’m starting to feel defensive.’ ‘I’m struggling to understand where you are coming from.’ ‘I’m feeling unheard.’
3. Inquiry. (‘What’s going on for you?’). This stage involves inquiring of the other person in an open spirit, with a genuine, empathetic, desire to hear. E.g. ‘How are you feeling?’ ‘What are you wanting that you are not receiving?’ ‘What’s important to you in this?’ ‘What do you want me to hear?’
4. Action. ('What will move us forward?’) This stage involves making requests or suggestions that will help move the conversation forward together. E.g. ‘This is where I would like to get to…’ ‘It would help me if you would be willing to…’. ‘What do you need from me?’ ‘How about if we try…’
Shifting the focus of a conversation from content to dynamics in this way can create opportunity to surface different felt priorities, perspectives or experiences that otherwise remain hidden. It can allow a breathing space, an opportunity to re-establish contact with each other. It can build understanding, develop trust and accelerate the process of achieving results.
‘What is most important about any event is not what happened, but what it means. Events and meanings are loosely coupled: the same events can have very different meanings for different people because of differences in the schema that they use to interpret their experience.’ These illuminating words from Bolman & Deal in Reframing Organisations (1991) have stayed with me throughout my coaching and OD practice.
They have strong resonances with similar insights in rational emotive therapy and cognitive behavioural therapy. According to Ellis, what we feel in any specific situation or experience is governed (or at least influenced) by what significance we attribute to that situation or experience. One person could lose their job and feel a sense of release to do something new, another could face the same circumstances and feel distraught because of its financial implications.
What significance we attribute to a situation or experience and how we may feel and act in response to it depends partly on our own personal preferences, beliefs, perspective and conscious or subconscious conclusions drawn from our previous experiences. It also depends on our cultural context and background, i.e. how we have learned to interpret and respond to situations as part of a wider cultural group with its own history, values, norms and expectations.
A challenge and opportunity in coaching and OD is sometimes to help a client (whether individual or group) step back from an immediate experience and reflect on what the client (or others) are noticing and not noticing, what significance the client (or others) are attributing to it and how this is affecting emotional state, engagement, choices and behaviour. Exploring in this way can open the client to reframing, feeling differently and making positive choices.
In his book, Into the Silent Land (2006), Laird makes similar observations. Although speaking about distractions in prayer and the challenges of learning stillness and silence, his illustrations provide great examples of how the conversations we hold in our heads and the significance we attribute to events often impact on us more than events themselves. He articulates this phenomenon so vividly that I will quote him directly below:
‘We are trying to sit in silence…and the people next door start blasting their music. Our mind is so heavy with its own noise that we actually hear very little of the music. We are mainly caught up on a reactive commentary: ‘Why do they have to have it so loud!’ ‘I’m going to phone the police!’ ‘I’m going to sue them!’ And along with this comes a whole string of emotional commentary, crackling irritation, and spasms of resolve to give them a piece of your mind when you next see them. The music was simply blasting, but we added a string of commentary to it. And we are completely caught up in this, unaware that we are doing much more than just hearing music.
‘Or we are sitting in prayer and someone whom we don’t especially like or perhaps fear enters the room. Immediately, we become embroiled with the object of fear, avoiding the fear itself, and we begin to strategise: perhaps an inconspicuous departure or protective act of aggression or perhaps a charm offensive, whereby we can control the situation by ingratiating ourselves with the enemy. The varieties of posturing are endless, but the point is that we are so wrapped up in our reaction, with all its commentary, that we hardly notice what is happening, although we feel the bondage.’
This type of emotional response can cloud a client’s thinking (cf ‘kicking up the dust’) and result in cognitive distortions, that is ways of perceiving a situation that are very different (e.g. more blinkered or extreme) than those of a more detached observer. In such situations, I may seek to help reduce the client’s emotional arousal (e.g. through catharsis, distraction or relaxation) so that he or she is able to think and see more clearly again.
I may also help the client reflect on the narrative he or she is using to describe the situation (e.g. key words, loaded phrases, implied assumptions, underlying values). This can enable the client to be and act with greater awareness or to experiment with alternative interpretations and behaviours that could be more open and constructive. Finally, there are wider implications that stretch beyond work with individual clients.
Those leading groups and organisations must pay special attention to the symbolic or representational significance that actions, events and experiences may hold, especially for those from different cultural backgrounds (whether social or professional) or who may have been through similar perceived experiences in the past. If in doubt, it’s wise ask others how they feel about a change, what it would signify for them and what they believe would be the best way forward.
What is real, what is true, how can we know? These are questions that have vexed philosophers for centuries. In more recent times, we have seen an increasing convergence between philosophy and psychology in fields such as social constructionism and existential therapy. How we experience and make sense of being, meaning and purpose is inextricably linked to how we behave, what we choose and what stance we take in the world.
As a Christian and psychological coach, I’m intrigued by how these fundamental issues, perspectives and actions intertwine with my beliefs, spirituality and practice. Descartes once wrote, ‘If you would be a real seeker after truth, you must at least once in your life doubt, as far as possible, all things.’ It’s as if we must be prepared to suspend all assumptions about ‘what is’, to explore all possibilities and dare to think the unthinkable in order to grow and make our best contribution.
Things are not always as they at first appear. There are sometimes multiple explanations for the same phenomenon, depending on the frame of reference we or others use to interpret it (see, for instance, Gareth Morgan’s seminal work, Images of Organisation, 1986). We are sometimes blinded to what’s in front of us by our prejudices, preconceptions, cultural constraints or rigid views of the world. It can be hard to maintain healthy scepticism without cynicism.
I see it with clients, sometimes in myself too. A sense of being trapped by a fixed Gestalt, a cognitive distortion, an inherited or learned belief system. An inability to see, to recognise the box that we’re in, never mind to see or think outside of it. An avoidance of deep, difficult questions because of the discomfort, confusion or anxiety they may evoke. If we’re not careful, if we can’t find the right help when we need it, it may limit our lives and our learning.
I think this is where coaching can play a very important role, helping pose and address some deep questions. Nick Bolton commented insightfully in Coaching Today that, ‘To explore a coaching issue existentially is to understand the relationship that the presenting problem has to the human condition to which it is a response, and to remain focused on enabling a change of perspective that allows the client to move past their current challenge.’
He also provided some helpful examples: ‘For instance, how is a client’s procrastination around something that seems to matter to her a failure to remember that life comes to an end? How is a client’s need to be unconditionally loved by his partner an attempt to deal with existential rather than interpersonal isolation? (And the solutions are very different things). How is someone’s lethargy simply a part of their fear of taking responsibility for their life?’ (July 2013, p17)
A metaphysical, existential or theological dimension can shift the entire paradigm of the coaching conversation. The question of whether a client should apply for this or that job is influenced by her sense of purpose. If she is willing to consider that God may exist and have a plan for her life, the whole situational context will change. It can be a dizzying and exciting experience, yet it’s really a question of how courageous and radical we and the client are prepared to be.
I spent this week with a Christian social worker friend in South Germany. At one point, we visited a project for older people who want to learn how to use new technologies. The project is led by a group of volunteers from a similar age group who act as trainers, mentors and advisers. This friend who manages the initiative entered the room, smiled and said hello to the group, introduced me then walked around the room, purposefully shaking hands and greeting every person individually with genuine warmth.
The thing that struck me most was his profoundly-felt presence in the room. He has an unusual talent for standing, moving and gazing in such a way that demonstrates he is really here and really now. It communicates a deep sense of being and being-with that extends beyond words. The act of shaking hands, of physical contact, felt more than a cultural ritual and created a profound sense of emotional and relational contact with the group. I felt spell bound by this person, this quiet charisma, this dynamic he evoked.
It’s a sharp contrast with an approach to leadership, coaching or training that relies purely on professional competence or expertise. It’s so easy to lose contact with ourselves, God and others in the midst of the business of the day. We can become so preoccupied with a task that we lose sight of what really matters at a deeper human-spiritual level. As I watched this friend and felt his presence, I was reminded of words from the Bible: if I’m clever, competent and successful but do not love, I am nothing. (my paraphrase)
So my challenge as I return to England is to reflect more on my presence; to have a clearer and more focused sense of my deepest beliefs and values; to take a more intentional and resolute stance in relation to others that demonstrates love, warmth, care and authenticity. I want to be more aware of when I behave in professional mode but lose sight of a person or group; when I allow myself to get so busy, so task-focused that I lose sight of my own and others’ humanity. In short, I want to be more like Jesus.
I'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? Get in touch!
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