I’m in this room, it’s the first time we’ve met and this man is explaining to me how he’s struggling in a key relationship. It’s a relationship between two organisations and this man, Simon, is the leader of one of them. The conversation runs for a while and Simon’s description of the relationship and what he’s experiencing from the other – what he describes as distance and defensiveness – sounds tough.
As he speaks, I become aware that the room we're in feels cold. It’s a sunny day and the aircon is turned up high. I glance around the room at the stark furniture. The tables and chairs are in perfect formation. Functional, straight lines. There’s nothing that suggests or reveals a human touch. No pictures, no plants, no photographs. This is the room where he meets with Sandra, leader of the other organisation.
I comment on this, share this observation, then offer a reflection, an idea: ‘How far are you trying to find a cold, formal solution to an issue that is essentially about human relationship and trust?’ Simon looks stunned for a moment, then pauses, then goes quiet. I’m wondering how he will respond. Could this be a (proverbial) light bulb moment? Is there something about this room that holds the key?
Then Simon speaks. ‘You know, I hadn’t realised it. We’ve built our relationship on formal lines – terms of reference, strategies, proposals – and we’ve never really taken the time to get to know and understand each other as people.’ A penny has dropped. I can see it in his eyes. I respond: ‘Do you know what you need to do?’ Simon nods and jots down a note. The meeting is finished. It lasts 10 minutes.
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