Leader-Led Change

Have you got what it takes to lead change?
Have you got what it takes to lead change?

Planned organisational change may be driven by many factors. Examples include seeking efficiencies and greater productivity, addressing dysfunction and conflict, revamping inadequate processes and systems, merging with a business partner, or setting your mark on the organisation as a previous manager has departed.

Daniel Goleman, Richard Boyatzis, and Annie McKee in their Harvard Business Review Primal Leadership article in December 2001 wrote: “A growing body of research on the human brain proves that, for better or worse, leaders’ moods affect the emotions of the people around them.” However, leaders not only set the mood and have a direct impact on the emotional worlds of their people, as the article describes, but also set the culture and behavioural tone and norms of the organisation. So, when considering change, what do you need to change about yourself and how you function for your organisation to perform better?

W. Edwards Deming, the quality guru, suggested that 85% of the responsibility for quality rested with management, to provide the appropriate tools, training, processes and other enablers, and after all that was provided, 15% of the responsibility rested with the workers. I believe that also applies to the mood, attitudes, behaviours and norms of the organisation as a whole.

Enormous energy is exerted in organisational restructures. Poor performance is identified and rooted out. Ineffective systems replaced. Reporting structures are adjusted. However, for all the effort a significant and often poorly addressed issue is the cultural and behavioural conserve held among the management team. While the organisation is being driven through significant and often unnecessarily painful change processes, the attitudes, behaviours, and cultural norms within the management team remain unchanged, unrecognised as contributing to the overall organisation’s performance. The decision makers are able to say “the problem is out there” and rarely take a critical look at their own contributions.

Consider:

  • What do you do to set the tone and culture within your organisation? Are your words and actions aligned?
  • Do you demand and expect respect without extending the same to those who report to you?
  • Do you demonstrate the loyalty you expect of your team? Or do you excuse your choices and actions that perhaps sideline and disenfranchise individuals, while calling for everyone to engage fully and authentically, and wonder why there is a disturbance within the rank and file? Do you permit others’ to spread rumour and conjecture, or undermine the work of those in your team?
  • Do you provide a high performance environment? Do you cleanly delegate work, providing clear boundaries on how the work should be performed and what the measure of success are, and allow the team member to grow and develop in the role? Or are you a control freak, driven by fear, who micromanages and strangles growth potential? Do you honour the established boundaries around agreed packages of work or do you allow scope creep to erode the authority of those under you? Do you then also hold them responsible for failure to perform?
  • Are you professional in your behaviours and relationships? Do you excuse angry outbursts, unreasonable demands and other corrosive behaviours because you’re busy and under stress? Do you meet the commitments you make? Do you hold yourself to the same standards you expect of others? Do you walk your talk?
  • Is your decision-making clear, calm, fact-based and rational? Do you expect this of your team, but when faced with a decision you rely on management imperative to make a rushed “gut” decision, rationalising it is from your years of experience, flying in the face of all you claim you want practiced within your organisation? Worse, do you then change your decision when next posed with a new opinion (perhaps without informing those impacted)?
  • Do you provide clear direction and leadership? Have you noticed the puzzled expression, or disdain, across your team as you issue instructions? Do you lack clarity, such that you are not able to understandably express what you want? Or have you changed direction yet again? Do you respond openly to questions seeking clarification or do you expect subordinates to read your mind (perhaps even when you can’t)?

It has been my observation from a couple of decades of consulting that these and other such issues are frightfully common. Why? Because leaders are human and no one is perfect. The problem is when a leader chooses to avoid checking on their way of being. In my opinion it would be ideal for the leadership of an organisation to honestly assess their behavioural and attitudinal contribution to the performance and mood of an organisation as part of any change process. Obtaining valuable, truthful feedback takes more than demanding it. Few leaders are blessed to be surrounded by people willing to say, “You are not wearing any clothes”, so obtaining such insight requires time, a sense of safety among those asked for input, and trust that negative feedback will not jeopardise the position of the person offering the feedback.

As a leader, are you leading from the front, enabling others to follow? Have you assessed your own short-comings in relation to the direction and practices required within the organisation and established a roadmap for your own development? Or are you metaphorically barking instructions through a megaphone on what the team should do, and excusing yourself because you’re a coach, not a player.

If you want to create positive change, be part of the change process, not separate from it. Ensure that your capacity as a leader and manager is maturing and developing, and that you have made some conscious, positive changes to your style, that you’re not as you were ten years ago. If you are not emulating the behaviours you expect your team to portray, get real with yourself and stop excusing your own poor performance.

Options available to you include coaching and mentoring, personal and professional development, primarily targeted at the long-overused patterns of behaviour and attitudes that hold you and your team back from truly excelling.

Leading From Within

Nelson Rolihlahla Mandela, the statesman
Nelson Rolihlahla Mandela, the statesman

Many powerful people have discussed and described leadership. The hallmarks of leadership include creating a vision, establishing a direction, and demonstrating by example how to pursue the path. As I reflect on those I consider great leaders I think of people such as Nelson Mandela, Martin Luther King, and Mahatma Gandhi. Certainly they were vocal, strong in presenting and pursuing their visions and voicing their passion, most definitely important aspects of leadership. However, they each learned leadership through the crucible of life which honed and prepared them for their mission. They first had to lead from within, so that their integrity shone forth and their personal power established. Without first mastering themselves, and demonstrating leadership of themselves, they would not have had the same power to shape nations.

Imagine spending over 20 years in a prison cell. The courage and the conviction required to abide the appalling conditions Mandela suffered enabled him to emerge as the statesman he is. Gandhi’s did not invent his ideas on nonviolence on a whim but as a result of years of struggle, including imprisonment, and demonstrated conviction to his values. Martin Luther King grew up with a full understanding of oppression, and knew it was dangerous to seek change, but had a vision, a dream, and was willing to back it.

To achieve leadership greatness one must, I strongly believe, lead ourselves first and foremost through and out of our own darkness. All through our life we have built up layer upon layer of programming, training, behaviours, attitudes, beliefs, addictions, emotional responses, social expectations etc. These cover up and detract from our clarity over our life purpose and the values that are core to us. We establish protective mechanisms that keep us safe, maintain security and levels of certainty, but which also rob us of the ability to align with and act in accordance with our core purpose. Cutting through the façades we have built around our soul so we can shine forth in the fullness of who we are is a powerful process and requires deep commitment to self, and personal leadership. Success in this endeavour provides the substance for and basis of our personal power. It enables us to manifest leadership to others because we have triumphed within ourselves.

Fundamentally it is pain and pleasure that motivates us to action. We avoid pain and seek pleasure, with pain taking precedence over pleasure. We grow up with experiences shaping our beliefs, attitudes, values and perceptions. We learn who we are and what behaviours are acceptable, and which are not, from our primary care givers. We associate pain with non-conformance, from failure to work within norms and social boundaries. We associate with groups (friends, colleagues, gangs etc) and learn of the rules for reward by these groups. Obedience to norms carries rewards. Breaking from the norms, being odd or different, carries penalty and pain. But a leader cannot work in the norm, as an average person, as part of the group. At some point they must assert themselves, separate from the group, and come into their own space.

Most people start learning this as teenagers, rebelling from parents and choosing another tribe to belong to. They move from one social group to another, establish different patterns and norms, and feel they are closer to being themselves. Later they discover it was their desire to belong that motivated them so they were still being managed by groups. Some never get over this, looking outside themselves to satisfy their need for acceptance and belonging rather than from within themselves.

When pursued further, the maturation process eventually leads us to question who we are, why we are here and what greater purpose we serve. The recognition of our individuality, our uniqueness, and the possibility that we have value enables us to seek within for our gifts. Discovering and being true to who we are becomes important. There is a shift from seeking love and acceptance from outside to a place where we provide that to ourselves, and become less bound to the whims of our “tribal” groups and roots. However there is also pain in this process.

Shifting our focus from outside to inside us requires us to meet and confront all our fears, insecurities, debilitating attitudes and behaviours, and find ways of putting them behind us. Some of us have powerful inner critics that berate us as our parents may have. We hear the piercing criticism from within with greater clarity than the scolding we may have experienced in younger days, which can stop us in our tracks. Whether it is the voice of our inner critic or the rigid walls of protection we have erected over the years, they stop us shining, and to truly emerge we must overcome them. If we stay bound to our insecurities we shun the opportunity to change and to transform ourselves from part of the pack to the leader we can be. If we seek to change ourselves through coercion and internal aggression and anger we have simply substituted the voices of our experience with our own tormentor. We emerge when we have found ourselves to be lovable, acceptable and perfect as we are, and truly believe that. That is not saying we are perfect. Goodness, what is perfection and who can judge that? It is saying that we are entirely acceptable as we are, that we have our own uniqueness based on who we are and what we have experienced, and everything has brought us to this point in life, and all of this is perfect and right as is.

To lead others we must lead ourselves. We must be able and capable of dealing with adversity, the naysayer, and find ways through and out of those difficulties. Our ability to deal with and manage external adversity and opposition is much greater when we have mastered the opposition that comes from within us. Our ability to lead with clarity and conviction in public is greatest when we have already managed that within ourselves in isolation. Perhaps being in prison for 20+ years is something that could benefit everyone. Certainly it provides time to reflect, see ourselves more clearly and deal with our personal demons. However not all of us need to change whole nations. We have good we can accomplish by remaining engaged in the world, but the battle within is just as real. A growing number of people are learning the benefits of meditation, yoga etc for stress relief. Some find it painful because they slow down a little and start to see themselves more clearly, and find things they judge as unacceptable or wrong with them. If we wish to lead others effectively then we must have already learned to lead from within. We must have confronted ourselves and been victorious in engaging with and being comfortable in the presence of our own voices and messages from within. We must have learned about tolerating and working through the issues that surface from our past. We can be hampered by insecurity and doubt or develop a powerful love of ourselves, warts and all. None of us can become entirely free of these things, but we can develop comfort for and appreciation of the fog we create in our lives, and find ways of charting through them. For as we move through our own internal fog we develop the capacity to lead others through theirs.

I have always found the following an inspiring statement:

Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness that most frightens us. We ask ourselves, Who am I to be brilliant, gorgeous, talented, fabulous? Actually, who are you not to be? You are a child of God. Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won’t feel insecure around you. We are all meant to shine, as children do. We were born to make manifest the glory of God that is within us. It is not just in some of us; it is in everyone. And as we let our own light shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others.

Marianne Williamson, “A Return To Love: Reflections on the Principles of A Course in Miracles”

The more we connect with ourselves, and manifest the greatness within, the greater our capacity to work through life, deal with issues, and exhibit personal power that will inspire others. If you wish to lead others, then first lead yourself.

Where are you in the process of developing personal power and governing yourself? What barriers have prevented you achieving the success you desire? What behaviours and attitudes diminish your ability to lead others and create change within your organisation? As you learn to lead from within you also gain greater understanding of the issues and barriers faced within organisations and how to work through them.

Make Goals Count

There is little as exquisite as achieving a stretch goal!
There is little as exquisite as achieving a stretch goal!

Goals are important to planned success but are often half-heartedly approached or considered prepared when the end state is thought of an in the mind. Few individuals truly set goals in a manner that works. Even among the leadership of organisations and projects there is limited personal skill and success in goal setting. I assert that personal experience in goal setting and goal achievement leads to more effective project and strategic management. The better we are able to manage ourselves in inner leadership the better we can influence and affect positive change and results with others.

To set and achieve goals we need:

  • a sense of purpose that the goals support
  • commitment, discipline and focus; stay with the process through thick and thin
  • empathy and understanding; recognise and acknowledge cause for failures and setback and move forward without being over critical
  • willingness to change attitudes, behaviours, beliefs and our level of comfort
  • resilience; getting up as many times as we fall over
  • the ability to celebrate triumphs and grieve failures
  • to celebrate successes (milestone and final completion)

Goal Achieving Framework

To set and achieve goals it is essential we understand what we value. Energy, passion and commitment are accessible insofar as we align our goals with what really matters to us. Primary motivators in life include affiliation, power and achievement. These can have a significant impact on what we do. They are neutral regarding how we act. They are not at all inspiring. Inspiration comes from our values. They determine why we do things. They also affect the ‘how’ since they set limits on what we consider appropriate behaviour.

Values

Core Values are overarching operating philosophies we maintain regardless of how difficult circumstances may become. We typically have 3 to 5 such values. How clear are you on your core values? Do you know what you are not prepared to give up or relinquish in your quest for success in life? By clarifying our core values, some decisions are much easier to make. When we breach a core value we experience a loss of integrity, associated feelings of shame or guilt, regardless of whether we have identified the value or not.

Forces acting on us during change
Forces acting on us during change

General Values identify the relative significance of circumstances, states and ‘things’ to us at the moment. There are two forms of general value:

  • Pursuit Values: states (e.g. success) or feelings (e.g. happiness) we seek
  • Avoidance Values: states (e.g. depression) or feelings (e.g. anger) we avoid.

General Values are associated with two fundamental drivers behind all human action: seeking pleasure and avoiding pain. If an action may result in pleasure and pain of comparable magnitudes, we tend to avoid the pain by not taking action. They may also hold the key for personal conflicts we experience. I remember identifying personal growth and peace as two values I sought. I wanted peace in my life but I never achieved it. When I examined the rules for each ‘value’ my rule for personal growth excluded the possibility of peace as I had defined it. I realised I had to change my rules or my expected state. I did both and now have peace and growth concurrently.

Managing Personal Change

Our goals require us to take action, and action necessitates change. Change unsettles. It has to! It requires us to shift established patterns, beliefs, values, and cultural and behavioural norms. The degree of change determines the impact experienced. Change impacts on us via three sources of pain: breaking attachments, breaching protections and dashing expectations.

Attachments (past) are our connections with established behaviours and relationships. Grief is pain experienced when we lose a family member. The pain associated with breaking a habit can keep us locked in. In a work environment, people have preferred patterns of work, ways they use systems, associates they enjoy working with, and some certainty in the results they can expect. They know what works, what does not, and have comfort through familiarity with where they are. Change these attachments at your peril!

Protections (present) are established to bring us security and certainty. Whether performing routines with known outcomes, acting in habitual ways (even negative behaviours) because we want specific responses from others, or being in a physical environment that is familiar, our ‘protections’ provide security for us. Our belief system can be a special form of protective mechanism. To achieve meaningful goals we often must change self-limiting beliefs. Anything that disrupts our protections becomes a source of discomfort.

Expectations (future) are aspirations that we have for the future. Examples include what our ideal partner is like, financial goals, the outcome of our next performance review, and who will be on our project team. Anything that causes our vision of the future to diminish causes pain. Expectations are attachments to the future.

Sources of pain: attachments, protections and expectations
Sources of pain: attachments, protections and expectations

Pain is a real turn off from taking action. We have a natural (and reasonable) aversion to pain. Gaining pleasure is the reason we do take action. To be successful we must associate much more pleasure than pain with taking action. We must reduce the pleasure and increase the pain of maintaining the status quo, and increase the pleasure and reduce the pain associated with the desired state. The greater the positive difference between where we want to be and where we are, the better our leverage will be. The leverage we have determines how strongly we take action.

Goal Setting Principles

General principles to apply to increase the chances of success include:

  • Get clear about ‘Why’. Before starting work, get clear and specific about why you want to take action. Establish why it is vital that you succeed, what the change will create for you, and what you will miss out if you do not succeed.
  • Specify what you will do and when. Plan the change. If this is a single step goal then this will include how, otherwise you need to map out milestones and time-frames so you can monitor and assess progress. This enables you to work on achievable chunks while maintaining a bigger picture perspective.
  • Identify who will take action or be otherwise involved. This had better have your name next to it. You are responsible for your results. However, it is also important to identify those you need to consult and involve.
  • Define ‘how’ each step will be accomplished. Get specific. The more clearly you define the tasks/steps, the better you are able to identify problems up front and ensure things are happening during execution.
  • Assess pleasure and pain of taking action. This equates to risk management at a personal level. Identify the forces operating for and against change. Consider approaches that enhance the pleasure and reduce the pain associated with achieving the goal.

Write down the goals and the plan for achieving them. This ensures the goals are not whimsical. The planning process helps internalise goals. Passion, energy and creativity is then accessible. Overwhelm the pain that prevents action with the pleasure associated with successfully accomplishing your goals.

If you are working on relationship goals the process of working with your partner and getting specific about what you seek and how you will accomplish it brings the energy and commitment of two people more clearly to bear, with fewer assumptions and miscommunications causing havoc and upsetting the process. Getting clear about what pain and pleasure is associated with the change will place you in a better position to support each other through the individual struggles you will experience.

When working with others to achieve goals (e.g. on projects) remember you need:

  • clarity about intent, purpose and process
  • vigilance to uncover sources of resistance
  • creativity and empathy to find workable solutions to assist people (your own self when pursuing individual goals) past the resistance
  • communication (2-way) so that understanding and clarity can be developed and maintained
  • celebration to applaud success

Conclusion

The concepts are easy. The practice is not so easy. If you associate pleasure with planning and goals setting, it may become a powerful ally in your life. Overcome the resistance that impedes change. Decide to make your time on this planet count. These principles apply to relationships, projects and organisations so any success at the personal level supports you in other environments.

I challenge you to:

  • Get clear about what you want to achieve and why
  • Create leverage around the reasons for change
  • Get on with it
  • Take up my offer of a free coaching session to get started

Ouch! That Hurt!

Communication can be rife with misunderstanding and hurt feelings!
Communication can be rife with misunderstanding and hurt feelings!

It amazes me sometimes the things that are said and done by people, supposedly for the help and benefit of others, but which are frankly rude, hurtful and/or damaging. I have recently been a witness to a very unpleasant exchange that has arisen between two “friends” and it is a stark reminder that intentions, motivations, values and perspectives can be very different and play a powerful role in our communications with others. In an exchange of emails one of the participants sought to take a rational path, clarifying perspective by stating their intentions, explaining their motivations, and seeking open dialogue to work through any misunderstanding. Everything was written from an “I feel…” or “My intention was…” perspective. The response was condemning and written as “It is obvious you felt…”, “I know your intentions were…” and fascinatingly accused the first person of being aggressive. I was involved as a coach to the first person, in this instance not to help the relationship but to work through the issues and achieve some positive personal outcome for the hurting individual.

Communications with others is full of opportunity for misunderstanding. In entering a dialogue with others we bring a wealth of personal experience, cultural and personal values, aspirations and intentions, and personality styles. We may be quiet and aloof, bold and brash, warm and welcoming, or any number of other possibilities. And then there is how we view the other and what they have to offer a given situation. Even on a good day, when we put real thought and effort into what we are communicating, and in thinking through how best to present our message, there are misfires, and there can be major breakdowns and misunderstandings. If we fire off messages in an emotional frenzy the likelihood of a positive outcome is LOW.

Relevant to the example I introduced, some principles in communicating that can help create a positive outcome are:

Choose the appropriate medium for your communication. Is it appropriate? Will it maximise your chances of sending a clear, unconfused message that will be understood by the recipients. Do not fall into the trap of believing that sending a clear message means it will be understood. Breakdowns in communication can and do occur with the sender and/or the receiver at any given time.

When communicating the message we send is conveyed 55% non-verbally (i.e. through body language), 38% vocally (e.g. our tone and where we place emphasis) and 7% through the words we use. How many of us resort to using email as our primary means for communicating? We have already reduced our bandwidth for information to 7% of what is possible, assuming we send the perfect message. If you consider the TXTing mentality that is now so prevalent, with its encrypted messages, short forms that are not equally understood, and lack of punctuation, the ability to communicate can only be reduced further still.

If what you need to convey is important or there are sensitive issues or emotional issues around the content, carefully consider a face-to-face meeting which maximises the possibility for understanding, or a phone call that at least maintains verbal content as well as the words.

We live in an information age AND we are really appalling communicators. Don’t let technology lull you into a false sense of comfort about the message you are sending or that the recipients are receiving. What you send as a message IS NOT necessarily what they receive!

Neutralise Emotion – internally and expressed. When hurt or angry, walk away and wait a day to respond, if possible (not so easy in a face-to-face situation, but still may be a valid option). As a minimum, take a deep breath, find your own centre of balance and consciously choose the outcome you want from a message you are sending before speaking or writing.

Own your own feelings and express them as “I feel…” There is no condemnation of the other person if you own your feelings and express them as yours. Of course if you state they made you feel something you are hitting a difficulty. Remember: no one else can make you feel anything. You choose your feelings. The choosing may not be obvious but it is true. For example, someone hits you. How do you feel? It depends. If the person is or has a history of aggression towards you, says “I hate you” and punches you in the face the result may be anger. If a person is thrashing around on the floor in an epileptic fit and in the throes of their fit their fist hits you in the face, you may feel startled, possibly some compassion, but are less likely to feel angry. Circumstance, perspective and values contribute to the feelings you experience. They are your feelings. No one else made you feel them. Something happened. You interpreted the situation. A signal was generated from your brain and a feeling experienced. By owning your feelings you have a choice of changing them and of harnessing them to enhance your personal power.

Assign your own importance to feedback received. Most of us want others to be happy with us. We learn from the moment we are born that if we please others we are more likely to get what we want, or at least have a better experience of life. When we learn that someone is displeased with us the reaction can be pronounced as we struggle with our apparent failing. From this perspective we place a high value on negative feedback, and often overlook and quickly dismiss the positive.

An important phase of personal growth is when we shift our measures of success as a person internally and base it on our intentions, our motivations, the values we hold and outcomes we sought, and less on what others say to and about us, negative or positive. With a solid internal touchstone, we can receive external assessments of who we are, how we are viewed and judged, and compare them against our own assessment. Consider there may be truth in anything we receive, but not necessarily, and do not accept negative (or even positive) feedback simply because it has been given.

Feedback can be provided for a variety of reasons. For example:

  • to offer constructive critique
  • to create motivation to change
  • to unsettle and create opportunity for a victory
  • to be spiteful and deliberately hurtful.

Just because feedback has been given by someone does not mean you have to receive it. Positive feedback from someone greasing your palms because they want something is of less value than honest negative feedback from any source. When we are still caught in the need for external approval we like to be surrounded by those who shower us with adoration and struggle when negative comments are made. We may feel devastated when false accusations or assaults on our character are made. As we internalise the touchstone for personal assessment, and we base approval on our values etc, feedback from others becomes information to receive, consider, discard or keep and use as appropriate. I have learned that my integrity does not always need defending. I used to vociferously defend any accusation made against me, felt terrible that someone could consider I was “bad”, and then one day an acquaintance said, “Why do you need to defend your integrity?” Wow! That took me back. I realised that I did out of a feeling of inadequacy and lack of self-esteem. Sometimes integrity does need defending. That is what positive use of anger is all about, but sometimes it is enough to know I am integral and in knowing that the other person has no power over me in that instance.

Next time you receive a message, verbal, written or TXTed that inflames you:

  • Consider what result you want from your response
  • Neutralise your emotion in forming and sending the response
  • Consciously determine the merits and significance of any personal feedback received. Keep the worthwhile and discard the dross.

In all circumstances, consider meeting face-to-face or at least picking up a phone rather than relying only on such ineffective communications media as email or TXTing.

May all your communications be fog free! These are some ways of creating and maintaining clarity in communications with the people you interact with.

Do The Impossible

While sitting in a project kick-off meeting I listened to a senior manager introduce a new project. He set the scene by telling us that we had 10 weeks to accomplish the project, that he wanted a premium result, and that any deviation from the perfect solution must be detailed in papers that explained the reasons for failure to deliver the outstanding result. It was the integration of a supplier’s system with their own. This had only just been completed with another supplier who had a more advanced environment, and it had taken 18 months. The team were clear that what was being asked was not possible. The manager was clearly ignorant of how the system and business operated, and arrogant enough to believe that saying it must be so was sufficient. It was an unhealthy way to commence a project. The team did achieve significant outcomes because of lessons learned from the previous experience, but by no means the ‘perfect solution’, and these were driven by the team’s own interest in realising the best result possible, and not this manager’s erroneous pep-talk.

While the above story is based on a particular event, it is not unique. All too often project teams are placed in situations where they swallow the bitter pill of stressful time-frames, unrealistic expectations, and unnecessary pressure. They judge their management as out of touch with the reality of their organisation and as having failed to take early action in what was an obvious, prudent and timely fashion, and who then speak platitudes in an attempt to solve their own ineptitude. From the outset of such projects there is already an environment of distrust, conflict and blame which undermines the natural desire and motivation of people to perform their work in a satisfactory and fulfilling manner. Compare this “normal but unsatisfactory” environment with the following experience.

2007 ‘The Archetypes’ Oxfam Trailwalker team successfully finished

In March 2007 I did the impossible, or so I had been told by a number of people who knew me, successfully walking 100km (62 miles) in 25 hours 4 minutes as part of the Oxfam Trailwalker Challenge. For years (at least 20 years) I was a desk potato. I sat behind my desk, worked on my computer, and “prided” myself in having a body that mostly did what I needed without any maintenance. Over time its capacity diminished due to my lack of fitness apparent through tiredness, shortness of breath, and unresponsive, easily injured muscles.

Six months earlier I first heard of the Challenge. Within 60 seconds I had volunteered myself on to the four person team. I was more than surprised at my decision. Something unfamiliar within me took over. Time for a change.

I was part of an endeavour with others relying on me. Though a team event it was not a relay. We all had to complete the entire distance together, and I was the weakest link. My team mates included a marathon runner, an actively competing cyclist, and a mountaineer. On electing to participate one of them made the comment: “You know your own body.” Never a falser word spoken. I had no clue about my body, but something had called me and I felt compelled to answer.

My busy schedule, always too full previously for exercise, suddenly changed. Training was undertaken. I struggled with 3–5 kilometre walks, pulling muscles on a regular basis. Anger and frustration were common feelings. My body did not perform as I demanded. It rebelled. Then I started to listen to it, dialogue opened up, and I sought outside advice. New shoes were tried. I defined regular training routes, distance goals, and I partnered with my body so we better supported each other. After a month I walked over 10km and I felt totally wiped out by the effort.

At just under three months, the week of Christmas, I achieved a goal of exceeding 70 km within one week, including a 20km walk. A month later I walked a marathon. Serious pronation required specialist shoes. Blisters halfway through a 40km walk took 4 weeks to heal – wrong specialist shoes. My knees gave out under the strain of carrying me the distances being asked. However, I got to the event with the issues resolved and in the best shape I had been in since I was a teenager. As a team we ran over the finish line together. I felt a wonderful sense of accomplishment.

What got me through? Irrational belief in myself, determination and commitment, and an incredibly supportive team. I am sure there were times when they felt major concern about the overall success of the team because everything that could go wrong for me with my body seemed to. My result would impact them, yet they persisted, worked with me, encouraged me, and at the end of the event we did cross the line together.

It was a potent experience. I did achieve what health professionals and others had said I could not do in the time I had available. The event was not easy. It did pose its challenges, but I always knew I would succeed, and fortunately did not have to deal with lessons associated with failure.

The contrast between the unfortunately common project environment and my experience in the 100km walk is quite stark from which I draw the following. The “impossible” can be achieved when you foster within yourself and your team:

  • Unreasonable belief in your capacity to succeed
  • Desire and intention focused on the outcome
  • Commitment, dedication and the intelligent application of hard work
  • A great support network
  • Ownership and responsibility individually for actions and collectively for results
  • A genuine possibility that success is possible even if it does require extraordinary effort
  • Resilience to setbacks; they become failure when we succumb
  • Inspiration and motivation based on genuine desires, interests and beliefs shared by participants

So what seemingly impossible endeavour or insurmountable problem are you engaged in or going to be?

  • What resources can you draw upon (people, knowledge, techniques, tools) that can make a positive difference?
  • What negative elements can you offload so they do not hold you back?
  • How can you communicate objectives, seek commitment and garner support that builds on and extends a shared concept of success, value and possibility across the stakeholders?

Success comes from knowing what you want, committing to it, and always getting back up. Getting back up is motivated by finding reason to. A leader builds ownership of the reason among their team and stakeholders. Together the impossible may become possible. Personally and with your team, make a commitment, honour the commitment, and DO IT. Do something impossible.

Organisational Consciousness

Consciousness refers generally to the state of knowing or awareness an individual has of their external surroundings, their own inner processes, and how to behave in a normal manner. From birth we each pass through developmental stages which are linked to changes in our levels of consciousness.

With each change in consciousness we learned that:

  • Life is more complex than we had previously appreciated
  • Our current approaches, methods and processes in life are not effective
  • New approaches become available to us as we open up to their possible existence, and have the courage to pursue them
  • Mastery of a new level of consciousness requires time, effort, and a fumbling or settling in period – mistakes are essential to the transition.
Aspects of an organisation

Frustration is the common state or feeling that initiates the transition to a higher developmental stage. Through frustration we recognise the inadequacies in our current approach, and our inability to manifest our ideas or desires easily. We encounter many barriers and much resistance that halts or impedes us.

Organisational consciousness parallels that of individuals. The level of consciousness for an organisation is based on the effective functioning and alignment of each of the following four aspects of the organisation, and is the responsibility of the leadership of the organisation. The Ends or ‘vision and values’ of the organisation articulates WHY the organisation exists. Through Organisational Leadership specific leadership practices, governance, planning, and communications define WHAT will happen WHEN. Sound management of Personnel enables the WHO to act effectively, while the Means of the organisation, including facilities, process, systems, policies etc define HOW things are accomplished.

I am sure we have all observed organisations thwarted by inadequate or ineffective practices, which gradually (or quickly) overwhelm through the growing number of crises. The typical response is to treat issues in isolation, viewing them as individual and discrete. Fire-fighting mentality takes over with each organisational group responsible for fixing their problems, applying organisational first aid. Frustration is a common feeling throughout such an environment. The organisation must shift its level of consciousness and discover a new way of operating to achieve greater effectiveness. Executive and senior leadership must lead this. It starts with the Ends and must move down through the other organisational aspects – organisational leadership, personnel, and means. Vision and courage on the part of the leadership team is essential to shift organisational consciousness.

As with an individual, an organisation necessarily faces significant confusion and upheaval amid change. Change always generates tension, fear and resistance. However the uncontrolled change brought on by the panicked reactions of a failing organisation is worse than planned, deliberate and conscious steps taken by an organisation seeking to establish a new vision, philosophy and approach to business. Successfully shifting an organisation to a new level of consciousness requires:

  • Recognising a need for real and lasting organisational change
  • Engaging the support and involvement of key stakeholders
  • Crafting the vision and the strategic and operational plans
  • Implementing the changes in an effective, deliberate manner
  • Assessing the results to ensure that desired outcomes have been accomplished, taking corrective action as required

As a result, those who work for, with or belong to the organisation will have a changed awareness of the long-term purpose of the organisation, what their specific function or role is within that purpose, and why and how goals are pursued and success is measured. Organisational consciousness has been raised. New mechanisms and measures for operating exist, and everyone affected is aware of the shift. This is more than just a change project. It is change that engages everyone and necessarily includes culture change.

Shifting organisational consciousness does not merely critique and focus on the methods used to achieve goals. It examines the goals being sought. It changes culture. It enables new ways of operating. It sheds the old and invites the new. It is a powerful journey, an awakening, and requires the courage of all involved, but most particularly and especially of those who lead the organisation.

Am I Ready for Coaching?

Coaching session
Am I ready for coaching?

The greater your responsibility, the greater the pressure on you to focus on and address external matters. You focus on meeting work and family obligations and duties, attempt to satisfy and maintain the demands of many relationships, and then you address what matters to you with whatever time remains. Do you wish you had time and space to delve into what really matters to you? Do you have facets of your business and personal life and performance that would benefit from genuine attention? Could you benefit from a safe, confidential space with a trusted confidant? If you answer ‘yes’ to any of these questions, you can definitely benefit from coaching.

Coaching is a fabulous way to take charge of your life, improve personal performance, own a new work role, strengthen relationships, deal with conflicts, manage a transition, develop personal capabilities, pursue stretch goals, and manifest dreams.

Getting the most out of coaching requires preparation. Having the right mindset and approach enables you to gain the most from coaching. You are READY or best prepared for coaching IF you are willing to:

  • take real action to create your own results;
  • eradicate old, redundant and limiting habits, thought patterns and beliefs;
  • be challenged in thought, feeling and behaviour;
  • take responsibility for your own results;
  • drop excuses for poor performance;
  • be open to self-directed learning of new skills and ideas.

OR

  • at least wish to occupy this growth space and develop these capabilities.

As your coach, I create a confidential space within which you experience unrestricted self-governance. You set the agenda. You work on what matters to you. It may be quite an unfamiliar experience to be in an environment where you focus solely on what matters to you without anyone else taking any degree of responsibility for what you do or create for yourself.

Coaching will enable you to enter new, previously unexplored, territory. I support and enable you by walking alongside you as your guide. I use questions to assist your exploration, expand your thinking, and confront new possibilities. I provide space for you to consider and reflect, generate insights, and develop approaches and ideas that work for you. Being with “not knowing” is integral to the coaching process. It precedes insight, the generation of one’s own solution that meets your unique approach and learning style, and which you own because they are your own ‘Eureka’ moments. A major outcome of coaching is your strengthened self-awareness and your capacity to intervene on yourself when you recognise you are undermining your own performance. Coaching is offered to support you generate ideas and pursue solutions. Are you ready for the benefits that coaching can offer you?

Being “ready for coaching” also considers how to prepare for a session, the first in particular. One of the tools that can assist you be ready for coaching is the Pre-Coaching Questionnaire. It is a simple process to assist you clarify and focus on what matters to you. While it provides me, your coach, with useful information, it is primarily offered to support your preparation for coaching. You benefit from completing it more than I do.

Coaching may be used to establish and pursue goals over an engagement (an agreed series of coaching sessions) or to address burning issues a session at a time. It can also be a combination of these and other possibilities. When you turn up for a coaching session, it is great if you already know what you want to work on, and are prepared to work. If you are not clear on what to work on, at least be prepared to work, to think, to be challenged, so that I may assist you gain the clarity that is eluding you. We will partner together in creating the purpose of the session, and ensuring you walk away satisfied with the time we spend together.

If coaching is right for you, or you wish to explore how it may help you, fill in the Pre-Coaching Questionnaire (click here for the questionnaire), and book a free initial coaching session with me, Stephen (click here to book a coaching session).

In summary, you are ready for coaching when you:

  1. recognise that you will benefit, get real value, from coaching;
  2. have the mindset and attitudes, or the desire to have such, that would make coaching work for you; and
  3. are prepared to get as much from a session as you can, knowing what you wish to work on, or at least being prepared to work with your coach to develop that clarity.

Offer: Free Coaching Session With Stephen

If you have never had a coaching session with me, you are invited to experience a free coaching session. To take up this offer, complete and submit the Pre-Coaching Questionnaire (click here for the questionnaire) and then book the free (up to 90 minutes) session (click here to book the session).