Empathy’s natural, nurturing it helps

Research into ’emotional intelligence’ highlights the importance of empathy – the ability to identify and connect with the feelings and experience of another. This is not quite the same as sympathy, when an individual recognises feelings in another which they also hold. When we are sympathetic, those with whom we sympathise can experience confusion and frustration (“hang on, is it me or you we’re talking about here?!”). When we are able to demonstrate empathy, we are able both to hold another in a safe emotional space no matter what their emotions – a wonderful skill for a parent, manager, coach etc. – and to understand the effect our actions might have or have had on another.

In short, empathy provides the basis for creating a particular kind of environment – followers of non-violent communication might call it a compassionate environment – in which individuals are able to attend to each others’ feelings without judgement. In this environment, it is more likely that everyone’s needs will be understood and respected. This in turn makes it more likely that everyone’s needs will be met.

At the same time, whatever our innate ability, it does seem that many of us lack the skills of empathy or fail to exercise them. Today, I was curious to receive a link to an article about empathy in the New York Times, entitled Empathy is natural, but nurturing it helps. Reading this article raised several questions for me.

My first question is this: to what extent is it possible that an individual might have no innate capacity to develop the skills to empathise with another? The article mentions those people who have autistism or schizophrenia and suggests they may be wholly or partially lacking in this innate ability. As I write I wonder if a key challenge for the majority of people with limited innate ability is not so much the total inability to empathise as the failure to learn the skills of empathy. For whilst well-meaning parents, teachers and other adults may well invoke the need to show consideration, not all of them demonstrate empathy (‘lead by example’) and fewer still are able to break empathy down into its component parts.

As I second question, I wonder: to what extent are there people who, lacking skills in empathy, do not have the capacity to acquire them later in life? In truth, I am more optimistic than not that for many – the majority? – of adults it is possible to acquire them. For some, this will involve undoing the damage caused by growing up in an environment in which emotions were discouraged or dismissed. For many, it will involve becoming aware of abilities they already have and of which they were not aware. Approaches ranging from therapy through neurolinguistic programming and nonviolent communication right through to business approaches such as Roger Schwarz’s skilled facilitator approach all help individuals to develop self empathy and empathy towards others – skills that go hand in hand.

And what of those people who, on the surface, ‘can’t’ develop empathy skills? I would hazard a guess that, for the vast majority of these people the ‘impossible’ is perfectly possible and begins with a very simply step: believing they can. For once this belief is present, it is a matter of exploration to discover new ways of doing things and to develop new skills.

Singing with passion

Performing the world premiere performance, in April 2008, of James MacMillan’s St. John Passion was an exhilarating experience – how often does one get to perform a work of such magnitude knowing that every single performer is performing it for the very first time? MacMillan’s rhythms terrified me, his harmonies challenged and at times entranced me, the rich textures of his music stimulated as many responses as there were chorus members across the London Symphony Chorus.

Returning two years later to rehearse this piece marked the beginning of an altogether different experience. For whilst the piece is no easier to master second time around, it has something of the ‘known quantity’ about it. By the time we embarked on our tutti rehearsals with Sir Colin Davis and the London Symphony Orchestra I had a sense of confidence – not so much that I would get everything right but that, at least, I knew what I could handle and where my challenges lay.

By Sunday’s performance I was delighted to discover that there were passages I could sing almost by heart, leaving me free to keep eyes glued to Sir Colin’s beat as he guided us through MacMillan’s alternate accelerandi and rallentandi. And with less energy metabolising in the form of sheer fear, my attentions were able to wander more broadly across the music and my experience of it.

I am no music critic. And so I say with all humility how much I admire MacMillan’s ability to echo the tradition and beauty of liturgical chant through his setting of the narrative for a small chamber choir whilst also bringing great drama and a thoroughly modern idiom to the orchestra and to the voices rendered by the large chorus. This is a work of great beauty and dramatic intensity. Midway through the concert I suddenly recognise the likelihood that this will, in years to come, inhabit a place in the repertoire alongside many other choral greats.

And as I write I reflect on what it takes to embark on the path MacMillan has followed let alone to have reached this point, recognising the deep commitment that is needed to tread this path and how little certainty there is of finding one’s way. For this act of faith – and for the many small acts of faith that follow on from this single act or decision – I celebrate MacMillan, alongside those composers who precede him and those who are already following him.

Playing to win

Every now and again life’s well-laid plans suddenly seem inappropriate and a new plan – radically different from the old one – seems appropriate. This could be your plan for the week, month or year. At mid-life it could be your plan for the whole of your life. Sometimes, the invitation beckons and you get to choose – do I sign up for the big change or do I stick with the old plan? Part of signing up to the new plan is acting in faith. Often signing up to the new plan involves embracing uncertainty.

This has been my own experience at the start to 2010, when a few chance conversations have set me off in new directions. One of these has been to bring forward my plans for embarking on the journey towards applying for my accreditation as a Professionally Certified Coach with the International Coach Federation. The second has been my decision to sign up with Kathy Mallary to her programme for coaches (see http://www.spiritspring.com/2010-empowerment-program), a chance to step back from the day to day running of my business and to take a fresh look at my sales and marketing. Other plans have been put on hold.

Kathy’s programme is framed by her passion for ‘playing to win’. By chance, one friend recently described the midlife crisis as ‘playing to win (whilst weeping)’. Another colleague recently described how, at midlife, a window opens up – a time in which the healing of old wounds is possible – and later closes down. If our inner work is not done during this period, the opportunity may be lost.

Whether at mid-life or not, I enjoyed Kathy’s description – as part of her information about the programme she is offering – of playing to win. I reproduce it here, with her permission:

When you’re playing to win:

  • You’re centered and clear;
  • You’re feeling confident, resilient and empowered;
  • You’re in the flow; life is happening for you rather than to you;
  • It’s easier to have faith;
  • You have more freedom;
  • Your capacity for abundance, success and joy is expanding;
  • Your relationships are more harmonious;
  • You’re using your values to help you make important decisions;
  • You’re inspiring others around you to play to win;
  • You’re having fun!

You know you’re playing to lose when:

  • You hold back and play it safe;
  • You’re afraid to let go of control;
  • You hide your feelings;
  • You worry that there’s not enough (money or time – or whatever);
  • You feel defensive, resentful or resigned;
  • You don’t keep your agreements;
  • You put things off until later;
  • You get hung up on perfectionism;
  • You feel overwhelmed or trapped;
  • You think you need to avoid, deflect or prevent something.

And lest you, dear reader, are ‘hung up on perfectionism’ as you read this, I’d like to add that playing to win is a matter of degree. So whilst you not be all the way there yet, each small step you take has the potential to bring you closer to playing to win.

Measuring the return on your investment in coaching

When it comes to learning and development – be it through training, coaching or some other activity – businesses struggle to assess the return they get from their investment. And many professionals offering learning and development services don’t know how to help clients to measure the return on their investment either.

For professionals (trainers, coaches, consultants etc.) part of the problem is that they are already sold on the benefits so that their focus is on providing the services they feel so passionate about. At the same time, even for the most commercially-focused service provider, measuring ROI is a complex area.

With this in mind, I was interested to read the posting below by Jane Massy, CEO of abdi (www.abdi.eu.com) in response to a posting on the Training Journal Daily Digest. abdi describe themselves as the experts in evaluating learning and development. I reproduce Jane’s response with her permission:

It’s always interesting to read these discussion and I’d like to add a few thoughts from our side and hopefully dispel a few myths! My comments are based on the experience of carrying out and/or supporting L&D professionals in the evaluation of about £2bn of investment in workplace learning and development and nearly two decades of calculating business impact and value!

Firstly, any ROI (based on the traditional formula of dividing the money value of net benefits by full costs) can only be derived from the data about business metric improvements. Some of these business metrics will be convertible into money, and can be used in the calculation and some won’t (what are called ‘intangibles’). Furthermore, there is no way to show direct cause and effect in these human capital (and in fact in any) type of investments – it simply isn’t possible.

What is possible is to build a chain of impact through collecting data throughout each of the (Kirkpatrick/Phillips) levels. Data in the chain of impact includes engagement, learning, performance change and business impact data. Understanding each of the results as well as their relationship is essential to confirm the chain of impact. Our experience is that most L&D and HR people don’t actually understand the nature of these data items, don’t analyse them and don’t explore the relationships between the data items at different levels.

All investments need to be planned with this chain of impact outcomes in mind. Investing without measurable documented outcomes agreed at all levels and deciding to see if it was worth it without this advance planning is both unprofessional and also inefficient and ineffective. Part of planning is establishing baseline data and planning for isolation as well as forecasting costs.

You can isolate for the influence of other factors and you should definitely do so if you wish to calculate the ROI – otherwise you will look like a fool and your report will not be credible in front of the senior management/board who will have a clear idea of what influences business metric improvements and will want to know you have taken these into account when doing your calculation. I recommend you read Jack Phillips’ Return on Investment. If you want a copy, e-mail me and I’ll happily arrange for one to be sent to you free of charge!

I would add that the ‘me’ in that last sentence is Jane – you can reach her at jane@abdi.eu.com.

Coaching: switching on a light

The ability to step back and observe ourselves is one that is highlighted by a variety of thinkers. Eckhart Tolle, for example, in his book A New Earth, highlights this ability as one which enables us to go beyond ego to connect with our authentic self. It is this ability that enables leaders to develop self mastery and the ability to act for the greater good.

Often the most significant outcome from coaching is the development of this inner observer. I am grateful to John Woodford, my client at MunichRe, for sharing this testimonial to coaching and to the inner observer:

What did I learn from our coaching? Working in partnership with Dorothy helped me to recognise my habitual behaviours and to become more self-aware: are they the behaviours I want to take forward? Our coaching helped me to develop a greater understanding of the impact I have on those around me and to develop greater empathy and understanding – for myself and others.

Perhaps the greatest learning for me has been to learn to stand outside of myself and look at me. Learning to observe myself in this way has given me new information which I can use to choose my responses and to get better outcomes. This is helping me to be more effective in managing my relationships with others and opening up new possibilities – perhaps to speak publicly, to build my profile, to be more confident and to have more gravitas.

What have been the benefits from coaching? My learning has had great application around the office. Recently, for example, I met someone for the first time. When I found their behaviour very strange, I become curious rather than reacting immediately. Coaching has helped me in managing people, hearing, listening and questioning and also in developing these skills in my staff so the whole team is getting better at understanding what people want. As a service organisation this has value.

What – and how – did Dorothy contribute? Dorothy asked lots of questions which were really tough and made me think very hard. She listened to my answers and followed up with a very sharp and targeted question. Sometimes the questions were much broader and these were the tough ones. If you like, she made me think and opened my mind – this switched on a light for me.

She was also very warm and made me feel very much at ease. She was a good listener and I valued her empathy. She was also very flexible. Our sessions were held at a time and a place that were convenient to me and the duration was just right – I never felt under pressure to cut our sessions short. After a while our fortnightly sessions turned into monthly sessions, evolving naturally into something that met the need.

Would I work with Dorothy again? I felt I got to a point where I had got the best value. Still I have lots to learn and will take it up in the future when I am ready for the next phase.

John Woodford
MunichRe

Executive Coaching: future trends

As International Coaching Week draws to a close I take one last look at the recent research by DBM in partnership with the Human Capital Institute (copy available via inquiries@dbm.com). This time, I look at the survey’s prediction of future trends.

The survey’s 472 respondents highlight three areas in which they plan to increase their investment:

  • Grooming high potential employees;
  • Helping capable executives achieve higher performance; and
  • Enhancing team effectiveness.

Respondents expect to decrease their use of coaching for:

  • Addressing derailing behaviours; and
  • Guiding career decisions.

I wonder, as I look at these categories, if one of the implications of these findings is that organisations will fund Executive Coaching when it serves the needs of the organisation, whilst individual Executives will fund coaching in support of their own needs. It has certainly been my experience that my executive clients come to me privately as well as via their organisation.

There is one implication of these findings which may well be worth teasing out and examining – is it seen to be true that the ‘derailing behaviours’ referred to are not those of high potential employees or capable executives? Over the years, I have often encountered senior executives who demonstrate behaviours that are tolerated because of their otherwise high levels of performance. Where do these sit in this picture?

Executive Coaching: what are the top success factors?

International Coaching Week continues and today I take a look at the ‘Top Success Factors’ reported by DBM in their recent research study, conducted in partnership with the Human Capital Institute (full copy available at inquiries@dbm.com).

The first area they identify is ‘making the match’. The survey offers a number of factors including ensuring the coach has a sound coaching methodology, identifying coaches with business experience and industry/company knowledge, ensuring the right chemistry between coach and client (including organisational culture), managing the expectations of coach and client and allowing the interview to take place in person.

The second area is one they describe as ‘time and touch’: allowing 4 – 6 months for the client to develop new behaviours and emphasizing primarily face-to-face coaching with a blend of over-the-phone.

The third area is measurement (‘measure, measure, measure’), including assessing progress against initial objectives, soliciting an evaluation from the coach (or do they mean the ‘coachee’?) and seeking out anecdotal evidence of changes and the impact of changes.

I might have some questions about the detail. (In my own practice, for example, I have some senior clients with whom I speak for half an hour on a weekly basis and others I meet, face to face, on a fortnightly or monthly basis for 90 minutes. I can’t say that I have found face-to-face coaching to have been more successful than coaching by phone). At the same time, it seems to me that it helps to start coaching with a clear idea of what you want coaching to achieve, to match coaches and clients with care, to allow time for clients to make changes and to monitor results along the way.

Executive Coaching: tracking the financial impact

This week, in celebration of International Coaching Week, I continue to reflect on the brief summary of a longer study of trends in Executive Coaching published by DBM in partnership with the Human Capital Institute (available via inquiries@dbm.com).

43% of respondents suggested that their organisations measure the financial impact of coaching, with 77% of those who measure financial impact suggesting the return on investment is at least equivalent to the investment and in some cases as high as 500%. The factors most often tracked were given as:

  • Output: 33%;
  • Quality: 23%;
  • Cost: 23%;
  • Turnover: 21%.

Reflecting on my own practice, I wonder what precisely is being measured here and over what time period. For coaching almost always offers the “double whammy” benefits of helping the person seeking coaching to handle situations more effectively during the coaching and leaving them more equipped to handle situations that take place long after coaching has finished. What would it take to measure the life-long ROI from coaching for a particular Executive?

Executive Coaching: when does it have the greatest impact?

Looking again at the survey summary from which I quoted yesterday (by DBM in partnership with the Human Capital Institute), I was curious to see what the numbers suggest about when Executive Coaching has the greatest impact. They came out as follows:

  • Top place with 29% of respondents comes grooming high potential employees;
  • 28% of respondents cite helping capable executives achieve higher performance;
  • 8% of respondents cite enhancing team effectiveness;
  • 5% of respondents cite addressing short-term, targeted situations;
  • 5% of respondents cite onboarding newly hired or promoted executives; and
  • 3% cite guiding career decisions.

It’s stiking to me that the first two circumstances are cited by 57% of respondents as those in which Executive Coaching has the highest impact and that both are concerned with – if I can put it this way – taking good people and helping them to become even better.

It’s also interesting to notice that this does not correlate with the reasons organisations commission coaching, with addressing derailing behaviours coming joint first with helping capable executives achieve higher performance. Together, these account for 36% of responses. Only 8% of respondents cite onboarding newly hired and promoted executives as the main reason for commissioning coaching.

It would be easy to conclude that investing in coaching to help address derailing behaviors is of limited effectiveness. However the figures don’t seem to support this – 18% of respondents cite this as the number one reason for commissioning coaching and 22% of respondents cite it as the circumstance in which Executive Coaching has the greatest impact.

By contrast, it does seem that the benefits of using Executive Coaching to groom high potential employees are generally underestimated in the commissioning process, with 16% of respondents citing this as the number one reason for commissioning coaching compared to 29% citing this as the circumstance in which coaching has the greatest impact.

To request a copy of the white paper you can contact inquiries@dbm.com.

Trends in Executive Coaching

As International Coaching Week begins I have been curious to receive a two-page summary of recent research by DBM, in partnership with the Human Capital Institute, into trends and emerging best practice in Executive Coaching.

What do they see as the key results from their research – their ‘results at-a-glance’?

  • The credibility and acceptance of coaching are high: 78% of respondents rate it as good or excellent;
  • Return on coaching investment is generally perceived as high – some estimate it as high as 500%;
  • Organisations are planning to increase their coaching investment in several targeted areas.

The survey is comprised of 472 responses from a cross-section of industries including HR Business Partners (32%), top Human Resources Executives (26%) and others in Organisational Development and Training and Development roles (42%).

I’ll be highlighting key findings throughout the week. In the meantime, you can request a copy of the full ‘white paper’ by contacting inquiries@dbm.com.