Developing your “match fitness”: taking next steps

Emotional Intelligence,

When Adam took on the headship of a failing school he was aware of the huge gap between the school’s current offering and his aspirations for the future. And even though he had been aware of the school’s Ofsted rating ahead of taking on the role, it seemed that the more he learned the more he realised just how much needed to be done if the school was to avoid closure.

Adam was aware of the temptation in a headship role to focus on the school’s most immediate challenges. Feedback from staff suggested that this may have been the approach of his predecessor and he knew this approach had been unsuccessful. He was also aware that the number of challenges which needed urgent attention had become overwhelming – and that many important issues had been left unattended until they, too, had become urgent.

Adam decided to take a different approach. Initially, he focused his attention on finding out as much as he could about the school and on clarifying his goals for the school. This gave him a clear way to prioritise, enabling him to identify and take next steps. Even at times of extreme challenge, Adam was able to ask himself “what shall I do next?” His vision and goals provided motivation and commitment whilst his focus on immediate next steps saved him from becoming overwhelmed.

Here are some questions to help you to identify the extent to which you are able to identify and take next steps with clear aims in mind:

  • Where would you put yourself on a scale of nought to ten, where nought equals “mostly I do nothing because I don’t know what to do” and ten equals “even when my agenda is overwhelming I know where I’m heading and I’m able to identify next steps”?
  • When the amount you have to do to reach your goals seems highly challenging, to what extent are you able to focus your attention in ways that energise you and move you forward?
  • How often do you celebrate the steps you have taken (rather than “beating yourself up” when you think about the steps you have yet to take)?
  • What key step do you want to take next in order to build, strengthen or maintain your “match fitness”?

What additional questions would you offer in relation to identifying and taking next steps?

Developing your “match fitness”: gathering resources

Developing as a leader, Emotional Intelligence, ,

Annie had enjoyed many successes in her career when she agreed to take on a new role as a senior leader in a well-known not-for-profit organisation. Whilst there were many aspects of the role that were already within her experience she recognised that she felt nervous about the high profile this role brought with it.

Annie took time to prepare before starting her new role. She thought about the personal resources she wanted to bring to the role – including her ability to build rapport, her confidence and the ability to speak at conferences, interviews and so on. Some of these were resources she had built over time and some were relatively new to her. Recognising that she wanted to develop her speaking skills she started to research options for developing her skills in this area.

Annie also thought hard about the people who might support her. She already had a mentor as well as friends and colleagues who were supportive of her. She spoke to each one and asked if she could continue to call on them for further support. In addition, Annie decided to invest in working with a professional coach to support her in making the transition into her new role.

Annie demonstrates what it is to develop your match fitness. Rather than stepping into a new situation and hoping for the best, she took time to gather together the resources she needed to succeed. And because she made a habit of doing this, Annie built a wealth of resources and was able to call on them when she needed. This included both her own inner resources and support from other people.

Here are some questions to help you to identify the extent to which you are well resourced at this time in your life:

  • What is your level of awareness of the resources you already have?
  • What inner resources have you developed over the years?
  • What external resources have you developed over the years?
  • How easily do you call on the resources at your disposal (inner, outer) when you need help?

What additional questions would you offer in the area of gathering resources?

Developing your “match fitness”: taking responsibility for your own needs

Developing as a leader, Emotional Intelligence, ,

Mo had a highly successful career with an organisation he enjoyed working for. He was highly task-focused and could be relied upon to deliver against targets. He had built a reputation for turning round parts of the business that were under-performing and this had led to rapid promotion.

Mo was beginning to tire of his reputation as “turn-around king” and he wanted to take on a broader role. He especially wanted to demonstrate that he could deliver results in a part of the business that was thriving. He was willing to travel internationally and could see a number of possibilities across the organisation. Given his track record, he expected that he would be rewarded by a promotion.

Mo’s promotions had often come to him and, as time went on, he began to feel frustrated with the opportunities that were being offered to him. It seemed his manager had no understanding of his aspirations and no intention to find out what he wanted, despite Mo’s years of committed service. Increasingly, and for the first time in his career, Mo felt down and was struggling to enjoy his work.

Mo was harbouring an assumption of which he was unaware: that it was the responsibility of his manager on behalf of the organisation to meet his needs. What’s more, it was Mo’s view that his manager should be proactive in finding out what those needs were. For this reason, he took no action to further his own needs and didn’t share them with his boss.

The person who is match fit may have views about the role of his or her boss. And still, he leaves nothing to chance. He recognises that his boss (and anyone else, for that matter) may or may not share and fulfil his expectations. He is ready to take full responsibility for his needs. Sometimes this means taking action. Sometimes this means making requests of others. Over time, this proactive approach brings him closer to meeting his needs. Along the way, this approach helps to boost his sense of power and possibility.

Here are some questions to help you to identify the extent to which you are taking responsibility for your own needs:

  • To what extent do you think it’s OK to have needs?
  • To what extent are you aware of the approach you take to meeting your needs? To what extent have you chosen this approach?
  • To what extent do you view it as your responsibility to find ways to meet your needs?
  • To what extent do you have expectations of others – things you think they “ought” to do which would have an impact on your life?
  • To what extent do you take responsibility for the needs of others? (This could be a sign that you are expecting a quid pro quo whereby you meet their needs and they meet yours)

What additional questions would you offer in relation to taking responsibility for your own needs?

Developing your “match fitness”: stepping into your power

Developing as a leader, Emotional Intelligence, ,

Sarah had been a highly successful regional sales manager in a thriving business when the recession hit and sales started to fall. Six months into the recession the company’s Board of Directors approved a re-shaping of the regions and Sarah was invited to apply for one of a reduced number of sales manager roles. She didn’t get the job.

Sarah’s initial response was to feel angry at the way she had been treated by her company. She also felt angry with herself, asking herself what she could have done to get the job and berating herself because she hadn’t seen the reorganisation coming.

Sarah’s response left her feeling powerless. This was because her focus was on the circumstances she found herself in rather than on the needs she wanted to meet. Because she didn’t know what she wanted (except insofar as she wanted the job she had not been given) she was not able to move forward.

The person who is match fit has a variety of ways to step into his or her power. This is the power of his or her needs as well as his or her power to meet them. For some people, knowing what they want and connecting with their desires is enough to provide energy and momentum. Others use specific techniques, including stepping into a future vision of having what they want. Whatever way you do it, stepping into your power provides strength and momentum to move forward with ease.

Here are some questions to help you to identify the extent to which you are able to step into your power:

  • To what extent are you able to connect with and to feel the power of what you want?
  • To what extent are you able to feel resourceful and empowered even in adversity?
  • To what extent are you able to step out of feelings that disempower you and into feelings that build momentum?
  • What tried and tested means do you have for stepping fully into your power?

What additional questions would you offer in relation to stepping into your power?

Developing your “match fitness”: knowing what you want

Developing as a leader, Emotional Intelligence, ,

Andrew was a brilliant student, graduating from a leading UK university with a First Degree. He had embarked on his career with an ambition to become Finance Director of a FTSE 500 company by the age of 35. Andrew’s clear goal gave him direction early in his career, providing momentum and guiding his actions in line with the goal set by his 21-year-old self.

As his career progressed, however, Andrew discovered that this goal was no longer serving him. In his early 30s he realised it was unlikely he would meet his goal and he began to tell himself he was failing. What’s more, in quiet moments of honesty, Andrew realised that he wasn’t enjoying the path he had chosen.

The person who is match fit is highly attuned to what he or she wants and keeps this constantly under review. This is the person who understands the difference between surface desires (if you like, the form a desire might take) and the underlying needs that might be met by a goal or ambition. This allows a high degree of flexibility and makes it more likely that a need might be fulfilled or a goal met.

The person who is match fit is also attuned to different kinds of needs and has answers to any number of questions about what he or she wants. How do I want to be in this life? What values do I want to live my life by? What outcomes do I want to work towards? Above all, the person who is match fit goes beyond form to ask: and what would that do for me? Asking this last question guides the person who is match fit towards his or her deepest needs.

Here are some questions to help you to identify the extent to which you are able to know what you want:

  • To what extent do you have a clear vision of what you want your life to become?
  • How clearly have you identified and “signed up to” things that you want in your life (the values you want to live by, the way you want to be, the kind of relationships you want to have etc.)?
  • To what extent do you know what needs you are trying to meet at any given moment in time?
  • How well are you able to distinguish between the needs you are trying to meet and the strategy by which you might meet them?
  • How aware are you in the moment of times when your needs are being met and of times when your needs are not being met? And how well do you understand what needs are – or are not – being met?

What additional questions would you offer in relation to knowing what you want?

Developing your “match fitness”: starting from where you are

Developing as a leader, Emotional Intelligence, ,

Alex worked in the highly competitive environment of a top flight law firm. She noticed that many of her peers – including those who were far more able than she was – were often highly stressed at work and dissatisfied in their careers. Nothing was ever good enough. She also noticed that their focus on what “should” be true and that this consumed a great deal of their energy without leading to any progress.

Alex was not sure that this was the environment she wanted to work in but she recognised that it was the environment she had chosen – at least for now. She decided to invest her energy in noticing what was true in the firm. She paid attention to the workings of the firm – the stated and unstated rules, procedures and culture. She paid attention to what she was bringing to the firm – including her aspirations, her skills and capabilities, and her values. She was accepting – and curious – about the situation in which she found herself.

Alex had mastered the skill of starting from where you are. Because she was able to accept the truth of her situation she was able to be present to her situation. Even in the most challenging situations she did not experience stress so much as an opportunity to check in and notice what was true at a given point in time. This ability enabled Alex to take informed decisions both about her immediate situation and about her long term career.

Here are some questions to help you to identify the extent to which you are able to start from where you are:

  • To what extent are you able to be present to whatever is true in your life right now – from your own thoughts and emotions to the circumstances in which you find yourself?
  • To what extent are you accepting of everything that is true in your life – even of those parts of you (or others) that are not accepting?

What additional questions would you offer in relation to starting from where you are?

Are you “match fit” for 2010?

Developing as a leader, Emotional Intelligence, ,

What is the mother of all questions when it comes to testing the extent to which you are “match fit” in your life right now? As I think about this question I am aware that the postings that lie ahead each include questions – questions which relate to particular areas of personal fitness.

And still, I wonder what question or questions highlight the extent to which you are developing your “match fitness” across the whole of your life. This is the extent to which you feel able to meet whatever comes into your personal and professional life and to feel comfortable to embrace your experience fully.

Perhaps this question relates to an underlying belief, that no matter what the circumstances in which you find yourself, there’s no reason why your life should not be getting better and better. This is possible because your growing mastery of life and how to live life makes you less and less dependent on the circumstances in which you find yourself in order to enjoy life. It’s also possible because your growing mastery of life and how to live life acts to create a life which you can enjoy.

Perhaps some of the key questions that point you to this are:

  • To what extent are you enjoying your life increasingly (no matter what the external circumstances of your life)?
  • To what extent do you know that you have what it takes to create the life of your choosing and to handle whatever comes your way?
  • To what extent can you look back on the path you have chosen up until now and know you are moving in your chosen direction?

News from Learning for Life (Consulting), December 2009

Developing as a leader, Emotional Intelligence, ,

Today I finish writing my newsletter, beginning my main article with the introduction below. In addition, in the days to come, I offer some questions on my blog to help readers explore the extent to which they are “match fit” and highlight some of the areas in which readers can develop their personal “match fitness”.

The global economic downturn in 2009 has brought testing times for leaders in organisations as they set out to maintain a healthy and viable business. Whilst some people have kept their jobs and even prospered, others have faced challenges for which they were unprepared.

Working with clients throughout the year it has been clear that some – though not all – are undaunted by the challenges they face, no matter what they may be. These are the people whose lives keep on getting better, because they just keep on getting better at the business of life and work. As leaders they are inspiring. As colleagues they are a pleasure to be around.

I think of these people as “match fit”. But how do you know when you’re match fit? And what does it take to be match fit, no matter what your circumstances?

Parallels between Nonviolent Communication and Gestalt

Alternative approaches, Coaching, ,

Last week I met with Marion Gillie, who brings a background in business psychology to her work as a coach, consultant and coaching supervisor, including a good dose of Gestalt.

As it happens, I have been discussing Gestalt with my friend and colleague Len Williamson and wondering about any connections between Gestalt and Nonviolent Communication. Len is ahead of me with his reading – he has just finished reading Marshal Rosenberg’s Nonviolent Communication: A Language for Life and I have yet to read his recommended text on Gestalt, Gestalt Therapy Integrated: Contours of Theory and Practice by Erving & Miriam Polster.

I am curious to receive Len’s initial thoughts on parallels between the two. He writes:

I am struck by the parallels between Gestalt and NVC. Both start with description. In Gestalt you cannot see that someone is happy you can only describe their physical features and describe what ‘is’. You must accept they may be happy, sad or something else and if you want to know which then you must ask them. There can be no judgement. In NVC there is non judgemental observation and description of what is taking place in a situation. In both approaches this one step is immensely powerful to help relationships between people.

In Gestalt there is scanning of yourself to notice your sensing, meaning making, intuition and emotions. Noticing the distinctions of each brings richness to the experience you are having and gives insight for any situation you are in. NVC considers what we feel in relation to what we observe and again applies non judgemental description. Insight arises from what our feelings are telling us through this form of description. Both approaches bring the power of recognising what our emotions are telling us.

NVC then moves to understand what needs are creating our feelings. Gestalt works hard to help someone describe very precisely what they want. Sounds easy but it is often surprising what we find out when we look closely at this question. Wars are started, relationships broken and extreme violence often occur around misunderstandings of wants, desires and needs. Immense healing is available with powerful use of this process.

The final move in NVC is in the request we make to enrich our lives. Built from non judgemental descriptions of observation, feeling and wants there is always a request that can be constructed that is nonviolent in nature and positively moves the world forward. In Gestalt seeking to complete what is incomplete is a possible parallel. Helping people finish the most troubling piece of unfinished business enables people to grow and move on to something new.

Thanks to Dorothy for drawing me in to explore NVC. I welcome thoughts from others on these powerful ways of being in the world.

As I read Len’s words I think of how Rosenberg trained as a psychiatrist and came to view the diagnoses and judgements he made in this role as “professional jackal” – if you like, judgements like any other, judgements that block compassionate communication between human beings.

I’m not sure what understanding (if any) he has of Gestalt. I know he studied with Carl Rogers. I know he was inspired by George Miller and George Albee to think about how he might “give psychology away”.

Nonviolent communication is designed to be easy to understand and to practice (even though practitioners find it has challenges and depths which are not immediately obvious).

Perhaps the last word belongs with Marion, for something she says during our meeting resonates for me: that coaches, whether clinically trained or not, need to be psychologically minded. Sometimes the coaching supervisor’s role with those who are not is to help them to develop this interest and capability.

Books for team building and dealing with “difficult” people

Developing as a leader,

At the time this posting is scheduled to be published, I am starting a week-long programme with Roger Schwarz, author of The Skilled Facilitator. I am a great fan of Schwarz’s work via my friend and colleague Aled Davis who was so inspired when he attended Schwarz’s programme in the US last year that he invited him to deliver the programme in London this year.

I think of this when I respond to a request on the Training Journal’s Daily Digest from someone who has just been asked by a client what books she’d recommend for “team building and handling difficult people”. I take a moment to respond and share my own “starter for ten” list below:

Books for team building and difficult people, huh? Well, a few favourites do spring to mind:

· No surprises here, Marshall Rosenberg’s Nonviolent Communication: A Language of Life is top of my list. This helps with the reframing of “difficult people” to “people whose behaviour I am finding difficult”;
· Maybe also no surprise, I am slowly reading Roger Schwarz’s The Skilled Facilitator and find it full of insights which apply across a range of settings – as well as rather long!
· Goleman’s The New Leaders also springs to mind, with its description of different leadership styles and the situations in which they are useful. Boyatzis and McKee take this further in their book Resonant Leadership. And just to declare an interest, these are all former colleagues;
· The HBR book (written by about three million authors – also former colleagues) Senior Leadership Teams has solid insight based on research which also applies beyond the senior team;
· And just to put in a word for a recently published book by my friend and colleague-in-the-coaching-profession Rosie Miller, Are You A Badger Or A Doormat? How To Be A Leader Who Gets Results also explores different leadership approaches and may provide inspiration.

What do these books have in common? Those which focus on leadership assume that the leader has a significant impact on team effectiveness and explore which approaches are more likely to be effective. And underpinning most of them is a philosophy (or a finding) that approaches which can be crudely distilled as “win, win approaches” work better than “win, lose approaches”.

Warm regards

Dorothy