As a young child, a Filipina living in the jungle threw a bucket down a deep well to collect water, but forgot to let go of it. She fell down the well, almost drowned and was rescued at the last minute by her father. He had happened to pass by and was surprised to see that both she and the bucket had vanished. A short while later, this same girl was climbing a guava tree to collect its fruit. Hanging upside-down with her feet around a branch, she parted the leaves and, to her horror, came face to face with a deadly cobra. This time, she did let go, fell and hit the ground hard. It saved her life.
The principle here is to know when to let go. In English, we use to ‘let go’ metaphorically to mean to make a break with the past. It’s as if by letting go, we release ourselves psychologically to move on. (It’s sometimes used euphemistically to mean to make someone redundant – but that isn’t the way in which I’m using it here). It can also mean to relax our metaphorical grip in the present moment. In this sense, it’s the opposite of to grab, hold on tightly or seek to control. It’s about learning to relax, trust, flow and breathe – and, for me, to pray – then to see who or what emerges, new, into view.
Are you holding onto, e.g. a person, home, job, role, income, plan, structure or way of doing things, that's stifling what’s truly possible? How easy do you find it to let go? How do you enable others to do so too?
‘I was so focused on what I had lost, that I lost sight of what I had found.’ (Jerry Orbos)
Orbos, a priest, recounted a story of when, as a small child living in a very poor village, he attended a fiesta. It was a special, exciting party and he was thrilled to be given a balloon. Some moments later, he was given an ice cream too. He could hardly believe it. On taking the ice cream, however, he accidentally let go of the balloon which floated away out of reach. Looking up helplessly, Jerry felt completely distraught. His mother, noticing his distress, whispered, ‘Jerry – look at your ice cream’.
A loss that impacts deeply can leave us feeling hurt, mesmerised, transfixed and paralysed. We may struggle to breathe, as if caught in a trance state and unable – or unwilling – to break free. We may notice this when a person loses, say, a relationship, job or home that really matters to them. ‘What do you need?’ offers valuable empathy and support. ‘What are you not-noticing?’ can help break the gaze; enabling someone to see people, relationships and resources that lay hidden in plain sight.
How do you help people to let go of what is lost? How do you help them to see what they can’t see?
‘The big question is, who rolls the dice?’ (Pav Ponnoosami)
You may have seen change models that depict human experience as a linear curve. The idea is that people progress through change by transitioning gradually through different emotional phases. On the whole, it’s a useful tool – except, that is, when it isn’t. Perhaps a more apt metaphor for complex change in organisations today could be a snakes and ladders board. (If you’re not familiar with this children’s game, it involves rolling a dice to move a piece from start to finish, step by step. If you land on a ladder, you accelerate forward. If you land on a snake, you slide backwards.)
That’s so often what happens in change – and so often what it feels like too. We step forward then, all of a sudden, someone or something hits us and knocks us off course. We trip up, fall down, get up, dust ourselves off, steady ourselves and find our feet again. We take another step, more cautiously this time and, unexpectedly, happily, something positive shifts. Wow, we leap forward now filled with fresh energy, confidence and hope. Success! We smile, breathe…then, shockingly, the ground gives way. Woah?! How did that happen? Where did that come from? Two steps forward, one step back.
Why is this metaphor useful? It creates a realistic expectation, an anticipation, that enables us to handle change. If we know in advance that change will feel chaotic at times; that multiple changes from different sources may well collide and create conflict; that not everything will be as smooth, clear, organised and coordinated as we may hope for; that sometimes our energy will dip or rise, that we may feel irritable, excited, annoyed all in the same day and – yet – that we will get through this; that the ‘miserable middle’ is only the middle; we can keep moving forward, pushing ahead.
It normalises what otherwise feels abnormal. It helps us not to panic. It begs interesting questions too. For instance: Whose game is this? Who decides the rules and why? What piece have I chosen to represent me – or my team? Who or what are the snakes and ladders here? Am I a ladder for others or a snake? How resilient and resourceful am I if I land on a snake? Who am I competing with? What would it mean to win? Who roles the dice? As leaders, coaches, OD and trainers, we can listen for the metaphors that our people/clients use; explore them playfully; experiment with alternatives.
‘I want it all and I want it now.’ (Queen)
I’m not the most patient of people. Some have a remarkable gift of serenity, an ability to stay calm and peaceful and to……..….wait. I sometimes wish I was more like that more of the time. It reminds me of M. Scott Peck’s ‘The Road Less Travelled – A New Psychology of Love’ with its emphasis on the value of delayed gratification. It’s like Antoine de Saint-Exupéry’s fox in ‘The Little Prince’. The fox teaches the Prince how important it is in taming, anticipating and arriving to learn to…..…….wait.
This is not, or course, to say that waiting per se is an absolute imperative or virtue at all times and in all situations. If, for instance, the fire alarm went off while writing this piece, wisdom would demand an instant response: ‘Leave the building – now!’ Yet how is it that, culturally, we appear to have become so incapable, so intolerant, of waiting? Is it that our sense of time horizons, partly driven by communications technology, are getting narrower and narrower, shorter and shorter, near-instant?
Biblical writers talk a lot about the need to ‘wait on the Lord’. It’s something about seeing things from a wider perspective, a wider timeframe, trusting God to work things through in eternal-time. I see resonances in Adam Kahane’s ‘Solving Tough Problems’ where he advocates, counterintuitively in our cultural era, stepping back from difficult, complex issues, rather than trying hard to think our way through them, to allow space and time for solutions to emerge, to rise into consciousness.
Dr Lim Peng Soon cautions us to be aware of the ‘marathon effect’. Leaders, coaches and other change agents may race ahead and become impatient with people lagging behind, especially if they appear to be holding up the changes. ‘In a marathon, the front row sets off first but it takes a while for the middle section to start moving and even longer for people at the back. By the time the middle and back sections are moving, we may already be racing off to the next great idea and initiative.’
How good are you at…………waiting?
Happy New Year!
‘Where has 2017 gone?’ ‘I lost all track of time.’
I find it curious how a subjective sense of time vs an objective measure of time can be and feel so incredibly different. Some hours, days and weeks seem to pass incredibly quickly. Others go on as if they will last forever. Our sense of perspective on time changes over time. For example, when I was a young child, World War 2 seemed like it happened hundreds of years ago. As I get older, paradoxically it seems closer.
It’s as if how we perceive the time-distance is relative to how long we have been alive. The longer I live, the shorter the time-gap seems and feels to me. I’m intrigued by how some distant events in my own life feel as they happened just yesterday whereas some more recent events feel like they happened eons ago. I think it’s somehow related to how we experience those events emotionally, e.g. ‘Time flies when you’re enjoying yourself.’
Our perspective on time seems also connected to how far experiences from the past still affect us now or, perhaps, how far they resonate with what we are experiencing now, as if they set up a psychodynamic reverberation effect. Some say, ‘Time is a great healer’, as if the passage of times creates distance between us and the emotional impact of an event so that it no longer carries the same depth or intensity of feeling. It’s sometimes true.
There is chronos time (sequential moments) and kairos time (pivotal moments). The New Year marks a point in time, a shift in seasons, a transition from- and thereby -to. For some, it marks a psycho-symbolic ending, a closing of a metaphorical door on whatever has gone before. For others, it holds a fresh hope to re-set our lives – a lot like the promise held out in the gospel. As the clock chimes midnight into 2018, what will the new year mean for you?
The impact of an unexpected collision can leave us dazed and reeling. A good friend was standing on a ski slope when suddenly, out of the blue, he felt himself flying through the air then laid on his back in intense pain and struggling to breathe. It turned out another skier had lost control and hit him at speed from behind. The impact could have killed him. Another friend was hit by a trike. He was riding his motorcycle and stopped at traffic lights. Unfortunately, the trike rider behind him didn’t see he had stopped and hit him hard. My friend lived but sustained serious head injuries.
I’ve lived through similar impacts and, 19 motorcycle accidents and 8 car crashes later, I have the aches and scars to prove it. There are parallels in psychological and emotional realms too, e.g. the impact of receiving unexpected and devastating news that can leave the whole world crashing down around us. Such experiences can leave us broken, disorientated and struggling to breathe. They may trigger fight-flight-freeze: we may scream, shout, kick, punch, run for cover or feel numb, paralysed. Our hope, life and existence can feel threatened. It takes time, rest and care to recover.
Yet there are also collisions of a very different kind. These are the serendipitous encounters, events and experiences that shift and reshape us positively. They alter radically our paradigms and beliefs and lift our eyes and hearts to a totally different plane. I remember when Jesus collided with me at age 21. The impact shook my life to its very core, transcending and transforming my deepest hopes and fears. I remember too so many ordinary-extraordinary people, places and experiences that have stimulated, disrupted, supported and challenged me. Collisions can be a life-giving gift.
So - I’m interested: what have been your worst and best collisions? How have they impacted and shaped you?
An organisation I work with is moving office this weekend. I spoke with one person today who commented that he feels sad to leave the building. When I invited him to elaborate, he explained that he has worked with the organisation for 15 years. He has seen and experienced lots of changes and yet this, somehow, feels like the end of an era in the organisation’s life and in his life too. The change from one building to another feels like an important physical and psychological transition.
There’s an idea in developmental psychology that, from an early age, during times of change we can attach meaning to objects that provide a sense of comfort and security (see, for instance, ‘More Than Just Teddy Bears’: https://www.psychologytoday.com/blog/the-guest-room/201407/more-just-teddy-bears). We could think of this as a bit like a person who clings onto a piece of drift wood when lost at sea. The wood can keep the person afloat and reduce the feeling of (total) isolation.
If the piece of wood is from the broken ship, it can provide a sense of psychological connection with what-was before. Holding onto the wood can provide a psychological sense of safety. It isn’t just me vs endless, boundary-less water. I am with this object, the log, and the log is with me. The log, by keeping me afloat, can provide me with a psychological sense of hope that I will get through this. In this sense, the log can take on a psychological significance for me that lays far beyond the log itself.
If we apply this insight during change in people’s and organisations’ lives, we can look out for things – whether, say, objects or routines – that people or groups now imbue with special significance. It could be, for instance, a photo or plant on the desk, a habitual conversation at coffee break, whatever people need to provide (enough) sense of security as they move forward. To offer support in the midst of this, avoid the temptation to label as ‘resistance’ and ask simply, ‘What do you need?’
‘We need to talk.’ 4 short words that can send a chill running down the spine. Perhaps it taps into being caught out as a child. That look from a parent or teacher when we know we’re in trouble. My wife called me into a room. ‘I want a divorce.’ 4 short, sharp words that created that same cold shiver. The room starts to spin, pulse races, breathing feels difficult. Fight, flight, freeze. Shock.
I want to run but my feet feel glued to the ground. It’s like I can’t move. Words clutter my brain and I speak but it all comes out clumsily, awkwardly, wrong. I feel angry and sad and understanding and confused. My wife’s face is telling its own story but I can’t read it. She looks absolutely the same and yet completely different. This is the woman I’ve known for 25 years. Scared – intimate strangers.
Life change really can feel like this, especially unexpected, out-of-the-blue change. It can send us reeling, a psychological, emotional and physical jolt. Debilitating and disorientating, dizzying in its effects. It draws deep spiritual and existential questions into sharp focus. ‘Why is this happening to me?’, ‘How could we have got here?’ It feels like grasping at mist, straining to take hold of God.
Perhaps you’re a leader, leading people through organisational change. Perhaps you’re a coach, therapist or trainer, working with people through transition. Here are 4 words of advice in such situations: Empathy: give people cathartic space to feel; Listen: create opportunities for people to talk; Patience: allow time for people to process what they're going through; Speak: 4 words – ‘I am with you.’
The best bit about the first day of a new year at school was getting a brand new exercise book. I remember writing my name v…e…r…y carefully on the front cover, trying to make my writing as neat as possible. And then the first page, blank and clean. I remember the feeling too as I wrote on it for the first time. The new page was a thing of perfect beauty. I didn’t want to make any mark that could spoil or detract from it. The pen would glide smoothly on the soft, fresh paper. Exquisite.
The new book represented a fresh start for me. No matter what successes or mistakes I had made in the previous year, no matter how many scribbles on the cover or crossings out on that year’s tattered pages, it was all behind me now. I could start all over again. All that new day, the future, held for me now was potential. And that experience, that awareness of endings and beginnings, has stayed with me, firstly when I became a follower of Jesus and then in my professional life too.
Gestalt psychology places interesting and helpful emphasis on ‘closure’. It marks the ending of one phase, one episode, one experience and thereby creates positive psychological and emotional space and energy to transition healthily to another. There are parallels in personal development and change leadership too. It’s as if by pausing, acknowledging and honouring one stage of our lives or work, it can enable us to face, invite and embrace the future with open arms, minds and hearts.
So what does this mean for leaders, OD, coaches and trainers? 1. Plan for key milestones, e.g. in strategies, projects and personal lives. 2. Invite people involved to say how they would love to mark them. 3. Create space to address the past, e.g. celebrations, failures and learning as well as thanks, apologies and forgiveness if needed. 4. Pay careful attention if people feel stuck, unable to move on. 5. Engender a sense of blank sheet and renewal as people move forward.
Perhaps it’s natural to think about change in the new year. It marks a new calendar period, the start of brighter evenings, a change of seasons…depending on where you are in the world. The first time I visited Thailand was a big change for me, my first experience of Asia, somewhere I had longed to visit for years. It was December, the end of one year with a new year in sight. It was a development programme for leaders from 17 countries, an exciting experience.
One of the speakers, Dr Lim Peng Soon, led a day looking at Managing Transitions, based on William Bridges’ research and writings under that same title. I want to share some of his insights here, drawing on Bridges and some of my own insights too in case they may be of benefit to others. I’m also interested to hear more from you on this topic, e.g. what have you experienced, noticed or learned when leading or coaching others through change?
We can distinguish between ‘change’ and ‘transition’ as something like this: change is what happens around us; transition is what happens within us. In other words, change is situational, transition is psychological or even spiritual. The latter is a process of reorientation from what-has-been to what-is-going-to-be. This involves moving from endings (leaving the past) through a ‘neutral zone’ (the inbetween phase) to a new beginning (the future state).
If change leaders don’t pay attention to leading transitions alongside leading change, they can lose talented people, struggle with communication as anxiety is high or trust is eroded, find low levels of poor performance or high levels of stress and absenteeism. This demands attention from the outset. How people experience leadership and change will have as much impact on the desired outcomes as practical change plans and programmes.
As Soon comments, ‘In change management you start with the end in mind. In transitions management you start with the end-ings in mind’. This points to the need to recognise that change often implies loss or leaving. Who will lose what? How far does it matter to them? How can we mark endings and show proper respect for the past? What can we hold onto alongside that which will change in order to ensure a degree of continuity?
The endings phase starts as soon as people become aware of the changes. As leaders, it’s a phase that at its best entails drawing close to people, listening to them, hearing their questions and concerns. Too much emphasis on a positive future can feel insensitive at this stage, especially if it seems to negate or prohibit people sharing how they feel about the loss that change implies. ‘When you’re feeling the pain, it can be hard to see the gain.’
The neutral zone is where people often feel ambiguous or disorientated. They may be starting to move on but haven’t yet let go of the past or grasped hold of the future. During this phase, the future may seem unclear, uncertain or scary. People may feel more confused, irritable and tired than usual. They may appear to zigzag between moods, sometimes enthusiastic, sometimes despondent. As leaders, listen, be patient and be prepared to provide support.
The new beginnings phase is where the proverbial psychological dust is beginning to settle, the future looks clearer, people start to feel more focused and energised and previous difficulties are perceived as opportunities or challenges. People are ready to move on, to push ahead with creating and stepping into the future state. As leaders, this is the time to positively envision, to stoke the fires of inspiration, to involve people in creative and engaging tasks.
In my experience, one of the biggest leadership challenges is to be sensitive and patient throughout the transition. Leaders tend to go through transitions faster because they create and lead the change. It takes time for other people to work through the changes the leaders have already processed. People can be inappropriately labelled as ‘resistant to change’ when they are simply working through a normal transition process and experience.
On this point, Soon cautions us to be aware of the ‘marathon effect’. Leaders may race ahead and become very critical of people apparently lagging behind, especially if they appear to be holding up the changes. In a marathon, the front row sets off first but it takes a while for the middle section to start moving and even longer for people at the back. By the time people in the middle and back sections are moving, leaders can be already racing off to the next initiative.
Finally, the fact that people go through the same change doesn't mean they go through the same transition. Some may embrace change enthusiastically from the outset, others may struggle at first but move on to become solid supporters in time. In Bridges' model, people tend to experience something of all three states simultaneously. It's really a question of which is the dominant state at any point in time and to act as leaders and coaches accordingly.
I'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? Get in touch!