Balance and Transition

Young Indian Ropewalker
Specialist balance and transition skills

It is common for people to say they want to be “grounded”, “centred”, “balanced”, “to find their equilibrium”, or “sink roots into the ground”, or “gain stability”. These are natural and important to maintaining a sense of self, though the degree of need differs from one person to the next. They also suggest movement and a desire to achieve a degree of stillness. In today’s rapid and dynamic environment, “balance” (the word I will use to summarise the ideas above) may be fleeting.

Balance is a capability we can learn and develop. As babies, we developed strength in our bodies to support ourselves, to shift from a prone position through crawling on all fours to walking on two legs. We also had to master balance. Balance is first learned in a still state, and then learned in conjunction with movement. A toddler clings to a door frame or a piece of furniture, developing their vestibular, visual, and skeletal and muscular systems awareness and capacity to hold themselves still and to balance. They take their first step. It is a whole new learning to reclaim balance after a step. It is true for us as we face transition. Transition requires us to relinquish balance, shift state, and then reclaim balance. Balance is not referring only to the physical sense of balance. It includes the balance we carry within our being in our physical, emotional, mental and spiritual aspects.

This process became vividly apparent to me two and a half years ago when I had surgery that cost me my right acoustic or vestibulocochlear nerve (losing hearing and balance capabilities of my right ear). After surgery, sitting up was a challenge. Over a few days I learned to sit up, stand up and walk around the ward with assistance. I then learned to walk on flat, hard surfaces, then flat grass, then sand, then uphill. My brain had to relearn how to balance because a significant portion of the information system it had relied on was gone. All that was with my eyes open. Shutting my eyes was both comical and frustrating. Initially, standing still and shutting my eyes saw me immediately fall. Over time this shifted to falling almost immediately, and then to ‘after a little while’. The visual system is a significant element of the capacity to balance. Lots of training later my capacity to physically balance is vastly improved, yet it is immediately and significantly impaired if one of the main remaining components of the system are disrupted (e.g. tired, blurred vision).

Some people are highly adept at regaining their balance as they hop from one place to another. Others need more time between steps to settle their sense of balance. As it is with our physical balance, so it is with our emotional, mental and spiritual senses of balance. Where balance in those areas are desired, these capabilities and skills can be developed. Once we develop balance-enabling skills we can then integrate them within our active life. For example, learning meditation and mindfulness practices can support emotional, mental, and spiritual balance. First learned as an independent skill, we can then choose how and to what degree we integrate them into daily life. Exercise, healthy eating, reframing perspectives on situations we face, and shifting our attitudes and beliefs that are not working for us are other examples of creating or finding space within ourselves even while facing change. They can help restore or strengthen our sense of balance. There is no single recipe for all. We each have our own needs around, and preferred approaches to restoring, balance. Whatever we choose to use, it is a conscious intervention into a hectic life. One of the toughest lessons with fast paced change is that slowing down within, and providing space for self, provides greater energy, focus and capacity to address the external world with greater effectiveness.

When I work as a coach with people in transition, part of what I bring is the recognition that the state of your inner world does contribute to your power and productivity in the outer world, and that balance and transition are immutably connected. The “balance” between balance and transition varies from one person to the next, yet it still features. How important is a sense of balance in your life? What constitutes balance for you? Do you experience a sense of disconnection from “being in balance”? How do you restore yourself at such times? Another way of restoring balance can be through coaching. Is working with and through transition important to you? How about giving coaching a trial? You are invited to have a free coaching session with me so you can experience coaching and determine if I am the right coach for you.

Pause Your Judgement and Notice the Beauty

Steam locomotive
A beautiful example of a steam locomotive

I had a wonderful experience the other day that reminded me of my own biases and judgements. I got to see them clearly, and the beauty that exists in those I might judge. I was richer for the increased awareness.

I caught the train into Wellington city and one of the conductors collecting tickets walked along and clicked each ticket and said in a very robotic, short, sharp fashion, “Thank you.” He was stern looking and seemed quite stiff in his body. Click. “Thank you”. Click. “Thank you.” Click. “Thank you.” My judgement: he was bored to tears and going through a learned process or routine. Then magic happened. He finished the ticketing process and stopped to chat with a small group. His whole being softened. His face lit up. He changed roles and was instantly a bright, engaging, excited and friendly character. In that moment, for me, he shifted from being alien and difficult to fathom to a beautiful and vibrant human being. I got to see the problem with my own biases and judgements.

Judgement is a very natural survival- and fear-based process that occurs within milliseconds of meeting anyone. It enables us to simplify the complexity of life and make decisions quickly. It was massively helpful when walking around a corner and meeting a sabre toothed tiger or a mammoth, or a strange cave person. It does help us now as well. Is this a hostile or a friendly audience? Is my customer pleased to see me, irritated, or angry? Judgement is natural and essential. It is not always accurate. Some of our judgements are biases we have learned, as children from our parents or from our own experiences. Often they are very contextual and then get applied generally. They limit our openness to others, particularly those we judge as different.

A friend of mine, who has some clear understanding of some of his biases, was taking his daughter to choose a new school. In meeting with the principal, he heard, paraphrased, “We are largely a white school”. His response: “I may be a racist but that doesn’t mean my daughter has to be.” They went looking for a different school.

Research highlights that diversity in our teams and organisations creates an environment where we get better solutions and results. The varied opinions, experiences, thinking processes, however annoying we may find them from time to time, create variation that challenges and improves the outcomes.

I remember an organisation that decided project managers must be Myers-Briggs ENTJ. Any other type was excluded from being a project manager. Their projects all had a common look and feel, and failed to respond to variation in a similar fashion. It is difficult to learn from others when those others are the same as you. In a different organisation I had consulted with them for several months, and had worked with the manager in a different context for several years. Then, because he was considering offering me a permanent role, he had me psychometrically assessed. I did well in all the cognitive and behavioural aspects, but he turned me down for the role because, in his opinion my Myers-Briggs suggested I was a business analyst, not a project manager. That was a thoroughly unscientific judgement based on his own misuse of the tool. This was in spite of him having observed me as a successful project manager in a variety of different contexts over the years we had known each other.

What challenges are you aware of in building diversity and inclusion in your teams and organisations? What benefits have you noticed? What judgements get in your way? Do you surround yourself with those you feel comfortable with or do you actively engage with those who are different from you, who may challenge your ideas? What value is lost when there is a push for sameness rather than diversity?

Trust: Essential for High-Performing Teams

"High"-Performing Team
“High”-Performing aerobatics team working in unison

Whether strategic, project-based or operational in nature, organisations want high-performing teams. Why? High-performing teams are recognised for the quality and quantity of work, and their capacity to solve problems and create solutions that are not tenable to a lesser team. With several decades of experience in team settings, I can count on one hand, without repeating the use of fingers, the number of teams I have been part of that were truly high-performing.

My absolute favourite team was a short-duration team of 4 of us brought together for a very specific purpose. None of us had worked together before, or even known each other. For the six weeks we were together we spent most of our waking time together. We were in Twizel, highly remote back in the 90’s, and effectively we only had each other. We were individually and collectively committed to success. We worked tirelessly on our individual tasks. We collaborated whenever we dealt with interfaces or one of us had struck a problem that was anything more than routine. We had rich conversations about problems and possibilities, potential solutions and validating client expectations against our deliverables. As the project manager, I managed the work, not the team. Other than attending to issues and concerns as they arose, team management was not needed. In the context of what we were doing, I was an equal member of the team to everyone else, with my ‘technical role’ consisting of work, delivery and customer management responsibilities. We were peers. We trusted each other thoroughly. We knew all the others had our backs, were supporting us, and that if we were straying from what we were there to do, one of them would respectfully bring us back in. It really was hard work. Being on that team was fantastically rewarding. As much as I would love to claim ‘I created a high-performing team.’ I cannot. It was high-performing, and I certainly ensured that my contribution did not thwart it being high-performing.
High-performing teams result from the team as a whole creating the environment and enabling it to happen. If anyone opts out, or gets in the way, of the process, the fullness of a high-performing team cannot occur.

Why do I put such stock in trust that I name it as an essential ingredient? You can manage teams, assign tasks, ensure roles and responsibilities are clear, establish clear decision-making and problem solving protocols, and monitor performance. The bigger the team, the greater the management burden, which may also extend to ongoing recruitment, performance management and other human resource processes. While all that is in place for a high-performing team, you don’t “manage” the team. You facilitate it. You lead it. You allow and encourage and attend to the culture, values and interpersonal relationships within the team. High performance is nurtured and developed, not mandated. It is established through leadership and owned by everyone. It requires commitment, shared purpose and values, and a willingness and capacity to name and deal with whatever is getting in the way. Those behaviours within a team environment require significant trust. High-performing teams really are all about trusted relationships.

Common behaviours that erode team performance include one-upmanship, back-stabbing, political positioning, withholding from others (relative to team function and work space) and irresponsibility for self and to others in the team. This is not an exhaustive list by any means. What other behaviours have you observed that undermine trust and interfere with achieving cohesion and performance?

Developing high-performing teams is a prime area for team coaching. The coach, as an impartial outsider, is able to observe team functioning and dynamics, and call attention to behaviours that are getting in the way. A coach cannot make a team high-performing. That requires the team’s effort and commitment, but a coach sure can make it easier for those committed to the process, willing to receive feedback, and open to personal growth (adjusting their own attitudes and behaviours where necessary). High-performing teams can and do occur, and the experience of being on one is an incredibly satisfying and fulfilling experience.

Contact me if you’d like support in developing the performance of your team.

 

Reclaiming Self, Again

Dark, dreary and forlorn
When all seems dark and dreary… how do I find and reclaim myself?

The world seems dark, closing in around me. My vision has dimmed. My inner emotional and mental turmoil grows. Dense, dark clouds of desperation choke me. I feel like I am losing myself, my grip on reality, and wonder how or why I should carry on. And only moments ago I felt okay. What changed? Why am I pitching and tossing as though I am in a tiny boat on a raging ocean storm? Where is my virtue? Why has my positive sense of self vanished? Why do I feel abandoned and alone? Is there a way out of this seemingly impenetrable darkness? Why can’t light flood in as easily as the darkness? What am I to do?

Ever known moments or periods like that? I have. It can seem like goodness has evaporated and darkness is all that is available. What causes such experiences? How can such moments/periods be overcome? Answering questions such as these was part of the motivation behind my book, Appreciate the fog: embrace change with power and purpose. I continue to experience and learn.

Many things can create the loss of light, disconnection from what feels positive and good, and plunge us into chaos, confusion, and uncertainty. Trauma certainly can. New trauma messes with our sense of safety and trust. Events may remind us of past trauma and return us emotionally and mentally to old states. Loss, and the accompanying grief, is another trigger. Losing someone through death, capability through illness or accident, a job through retrenchment, or any number of other sources, can cause us to question life, purpose, and our place in the scheme of things. Shame can trigger the downward spiral or dramatic plunge, as the case may be. It could be through returning to an old habit, one we thought we had beaten, or being reminded of something we have done that we regret. Shame can also accentuate the downward process initiated by other causes. This one has a fabulous ally in the descent into darkness, our inner critic, who, through shame, has received a package of evidence of our uselessness as an individual. We may have a massive job disentangling ourselves from our critic’s habitual negative messages before we can even consider climbing out of the pit. The critic is such a potent voice, and if we attack the critic for being critical, it only serves to strengthen the critic and deepen the hole we are in. There are many other triggers that can take us down.

With the brain surgery I had several years ago came a raft of such roller-coaster experiences. It was traumatic in the extreme, far more so than it actually seemed to be. One moment I was fine. The next I learned I had a life threatening tumour, and had life-saving and life-changing surgery with loss of physical function and capability. It is all invisible disability, but I know it is there. So does my critic. Every now and then I find myself back in the negative soup, needing to yet again extricate myself. In response to the trauma, I found myself plunged back into unproductive patterns I hadn’t seen since I was a teenager where I had little trust that I would be okay. For all the miraculous outcome of the surgical intervention, a brain tumour does highlight safety concerns, and I found myself working with very old patterns and attitudes: isolation, distrust of others and life in general, and a generally bleak mental outlook. “There goes 30+ years of personal work down the toilet” was one of my evaluative internal comments. “Hey, I have written a book about this stuff. How could I get caught in this trap?” Pretty easily actually. The brain never drops old wiring. We may manage to create new pathways and implement new habits, including mental and emotional responses, that are useful and forward moving. In some ways trauma can unearth disused paths and bring them back into use. The difference this time however is that I have worked my way through and out before.  I am armed with that knowledge and capacity. This whole process became another chance to bed down the restorative processes, and heal past old hurts at a deeper level.

So, how can we reclaim ourselves at such times? This is the equivalent of redeeming ourselves from hell, the turmoil created within one’s psyche by mental and emotional processes gone awry. Some examples of methods for reclaiming self include:

Implement new positive routines. These have the effect of reminding ourselves we matter and provide positive feedback and self-care. For me, something as simple as stopping each hour to do a few stretches that break up my day of sitting and working on the computer makes a massive difference to my sense of self and my outlook.

Inventory the qualities and virtues you seem to have lost, and reclaim them. When I hit these sorts of dark places I tend to lose playfulness, trust, hope, delight, innocence, many other child-like qualities. The world seems to be too big, bad and unsafe, so they get stowed for a brighter day. Without them the brighter day doesn’t actually happen. Check in on what you don’t seem to have access to, because you have hidden them away, and reclaim them. Bring them back into active use. For me I metaphorically throw my items into a sack I carry on my back. To reclaim them I go through a process of recognising that has happened, and mentally opening and exploring my sack to find the qualities I want back. Sometimes I use a physical bag full of items and enact the process to strengthen my mental and emotional connection to reclaiming myself. That has a great effect in opening my awareness, establishing the importance of the qualities I am reclaiming, and reasserting them as valuable and available in my life. The world gets brighter in that moment.

Practice loving and accepting yourself. A simple way of doing this is to say: “I love myself and I accept myself, even though I don’t understand myself… and I forgive myself.” You could even list the things you find difficult to understand about yourself. This phrase asserts love and acceptance without judging yourself as good or bad . You can up the experience by standing at a mirror, taking up your own gaze, and then saying it. Do this multiple times and notice your inner response to yourself saying such a simple statement. I find this is an invaluable feedback mechanism. Any difficulty I have when holding my own gaze and saying this statement quickly informs me how strongly judgemental and unaccepting I am of myself in that moment. Staying with myself, when it is difficult, and finding a way back to loving and accepting myself, is a powerful, valuable, and often challenging, investment in self.

Phone a friend. Reaching out can be an incredibly difficult action when surrounded by your judgement of how pathetic you are. A real friend loves and accepts you even when you don’t know how to. It is a great lifeline to have and call on when the moment requires it. If you don’t have a friend available in the moment of crisis, call a helpline or see a counsellor. All these options are positive steps that say “I want and deserve better for myself.”

Gratitude. Find and name a few things for which you are truly grateful. If you can’t find anything, ask yourself what you could be grateful for, and then be grateful for that, and for asking the question. If you have done any of the previous actions, or anything else that works for you, express gratitude to yourself for doing them, for investing in yourself. Work with whatever small sliver you can find, and build on it.

Practice while the going is good. Build up your capacity to reclaim yourself when you don’t need to. It is easier to hit those negative experiences if you are already resourced. As challenging as my process of working through my surgery and aftermath has been, it has been much easier for having already established mechanisms for reclaiming myself. There have been times when, regardless of all I know, I wondered what the point was, but underneath I have known there is a point, and I that I could find my way back.

These are by no means all you can do. What are ways that work when you need to reclaim yourself?

Refer to “Reclaiming Self” for an earlier article on the same subject.

The Role of Rigidity and Flexibility in Adapting to Change

A gale rages. Grasses bend and allow the energy to pass by. A forest of tall trees copes by backing and supporting each other. The lone pine, finally worn by the buffeting, breaks. That is one analogy of the effects of rigidity and flexibility.

Have you noticed you judge some people as rigid and others as flexible? Which one is better? Where are you, if you assessed yourself as rigid or flexible? Why are you like this?

How does flexibility and rigidity affect your capacity to change?
How does flexibility and rigidity affect your capacity to change?

While these questions are interesting, I have realised they are too narrow and do not reflect the complex nature of what may constitute rigidity or flexibility. In fact, the question I find myself with is ‘What is the right balance of rigidity and flexibility?’ A person practising yoga, for instance, if too rigid cannot get into poses, needing greater flexibility, but if too flexible, without the requisite rigidity and they collapse.

Here are some contexts where we might assess people on their degree of rigidity and flexibility:

Principles and Values

People like Nelson Mandela, Martin Luther King, and Adolf Hitler could be assessed as rigid to their principles and values. Each changed the world in their own way and refused to desist from their courses regardless of pressure. Their own lives were at stake, but they were firm (rigid) to the end.

You can probably think of people who change their principles and values to suit the situation. A victim of such flexibility is trust, any sense that the person has integrity. In ‘The Game of Thrones’ terminology they are ‘Sell-swords’, and their allegiance goes to the highest bidder, whatever the currency is for them, and past commitments only matter if it suits them.

Conserved or Spontaneous

In the area of change, conserve relates to our reliance on and application of established beliefs, practices, attitudes and behaviours. Someone bound to the conserve might say “But this is how we have always done it.” For example, the Corporate conserve may include formal processes, rewarded behaviours, and cultural folklore of ‘how we do things.’ The conserve makes us rigid to what has been, how we do it…

Spontaneity is the capacity to act or behave in a new and adequate manner (I.e. is not a perfect response but is suitable and productive ), whether it is new or pre-existing situation. Spontaneity builds on what is emerging now, rather than holding on to how it has been, flexibility in action.

Fear or Power

Fear causes contraction. What was flowing and easy becomes stifled, awkward and stiff. It robs us of the capacity to easily respond to what is present, and places us in a reactive state. Instinctual reactions of fight, flight, and higher brain reactions of freeze and fabricate, erode our capacity to take productive action. We might still do so, but it is not as easy as when free of the rigid and binding nature of fear. Many behaviours stem from fear. Examples include controlling behaviour (of self and others), micromanagement, denial, avoidance and biases/prejudices.

Power is our ability to do or affect something strongly. For us to exercise power we must expand, opposite to the effect of fear. Many confuse power with being able to MAKE yourself or others do your bidding. That is aggression, applying force, part of the fight reaction. Opposite to fear, power enables us to assert, attend (stay present), act and authenticate. I speak to these in my book ‘Appreciate the Fog’. It enables us to work with what is present now, take positive action, and develop and strengthen relationships. Fear makes us contract, rigid and reactive to what might be, while remaining in our power enables us to expand, be flexible and responsive to what is.

Attachment and Expectation

Attachments are those things we hold on to from the past. Expectations are our hopes, visions, dreams and aspirations of the future. In and of themselves they do not make us flexible or rigid. However, our inability to let them go when circumstances change does create the effect of rigidity as the individual pauses to process and adjust. At about the age of three one of my children threw a massive tantrum because they wanted something different from what was. Clinging to the pole of the clothesline in the middle of the backyard, screaming and crying, there was total refusal to let go of what they wanted. Not rigid in their body at all, they were stuck in place. Once the tantrum was over, their emotions fully expressed, the pole was released. Acceptance, then contentment and movement returned. Minutes later they had forgotten the tantrum. What we hold on to can make us rigid, especially when it is important to let go and move on.

I am very aware of how lightly I may hold on to things I consider safety-making, whether they are beliefs, attitudes, behaviours, or any number of other things, I often hold on beyond their use-by date and rob myself of my power.

Emotion

Many people, men particularly, are emotionally rigid, unable to connect with and express their feelings. Some cannot even discern what they feel. Childhood messaging such as “Boys don’t cry” served to teach a generation what previous generations had learned, that quashing the natural flow of emotion is important to control life and actions. Shame, embarrassment and fear are commonly associated with open expression of feeling, especially of grief and fear. Anger, in a man’s world, seems acceptable, though its link with violence is frowned on. Emotional rigidity has led to emotional illiteracy.

At the other end of the spectrum are those who are easily overwhelmed by their emotions, caught in a torrent of feeling, with little capacity to rein them in or manage them. That might be considered flexibility in the emotional world.

Healthy emotional expression lies between these extremes, with the capacity to recognise feelings, comprehend their significance, and express the needs that underpin the emotions. As we loosen emotional rigidity and gain access to and expression of our feelings, we gain a fuller, more authentic capacity to be ourselves. We are able to process what is happening to and within us more effectively, and adjust more easily to change. We are attuned to what is happening to us and the meaning we are making.

Conclusion

When it comes to adapting to change, your ability to adjust to the new situation depends on your beliefs, values, expectations, attachments, degree of fear, and your authenticity with yourself and others about what matters to you. These are part of what defines your personal power.

What gets in your way? What robs you of your capacity to be powerful? What robs you of fullness in relationships? What impedes you from responding to what is new and unexpected in a manner that serves you? How have over-rigid aspects of your being undermined your freedom to act? When have you been so flexible in a situation you lose track of what really matters to you? This is not about right or wrong. It is about the continuum of possible ways of being, and whether you are achieving what you want in a way that best serves you and those about you.

Reclaiming Self

The innocence of children
Children, relatively free of protective patterns of behaviour

When we are born into this world we are innocent (in my belief system) and unfettered by protective patterns of behaviour. As we experience life, encounter pain of varying kinds, we learn to erect protections to keep us safe. These become increasingly complex as layer upon layer of protection is established in response to all that life throws at us. Each protection requires energy from us to support and maintain, and as a consequence robs us of our life force and capacity to freely respond to life. It is often a crisis that makes us aware of how our behaviours interfere with our ability to engage with life in a meaningful way. We may experience ourselves as “too…”, an indication that our internal Critic or Judge (or external, when heard from those around us) considers us as having wandered from appropriate expression. Examples include “too volatile”, “too reserved”, “too pleasing”, “too aggressive” and any number of other judgements, singularly or in combination. These behaviours, when the judgement has some merit, have typically been developed in response to our needs being unmet and us seeking to satisfy them to the point that the behaviours become patterns that are applied without conscious thought, long past their use by date.

In becoming aware of such behaviours, perhaps through the failure of relationships, difficulties fitting in, negative feedback from multiple sources etcetera, the question then arises ‘What should I do about me?’ The process then becomes a matter of reclaiming oneself and finding ways of freeing our life force, returning to a spontaneous, creative and adaptive way of living, being better able to respond positively to the present.

In my own life this process started with a crisis of identity in my early 30s and has subsequently seen me free myself up and how I live and present myself to the world, an ongoing process. Earlier this year the surprise need for life-saving surgery plunged me into a whole new cycle of self-reclamation. The process of recovering from surgery required adapting to the loss of hearing in one ear, and developing physiological strategies to compensate for impairment in my balance processes. The physical recovery, while being a challenge, has been easier in many respects than the process of reclaiming my concept of self. In many respects it is as if the surgery sliced through significant protective mechanisms and unleashed old patterns of thought and feeling that I haven’t seen since I was a teenager and that I found particularly difficult in the first instance. Now, it is difficult seeing poor concepts of Self return, but at least they do so in an environment where I know I can process and work through them in a constructive fashion. In a sense, a very real sense, I’m back to dealing with old issues all over again. The reality however is that I am now working at a much deeper level, as if I have taken the head off and am cleaning out an infectious boil, rather than dealing with a superficial spot. While the issues are similar, feel very familiar, and are, I am better equipped to deal with this new level of emotional healing than I have been previously. The act of staying engaged with what arises within me, riding the wave as it forms rather than trying to escape it, will eventually lead to me being freer than ever before.

Some ways of engaging in the process of reclaiming Self include:

  • develop capacity to identify and observe behaviours in yourself that do not fit well relative to how you would prefer to be and what would work best in your context
  • develop love and acceptance of self that is free of needing to understand why you behave as you do and that opens you up to being able to forgive yourself unconditionally
  • define your core values, life purpose, vision and mission which will provide you with clarity about how you would prefer to live and present yourself to the world, something to aspire to
  • establish goals for moving forward into new, more productive, behaviours
  • find trusted individuals who are able to provide you with love, support, and constructive feedback
  • recognise that life is an ongoing journey and while you may have a preference for where you end up, and how you behave, perfection is out of the question and any vision you hold is a guide rather than an edict that must be obeyed at all costs
  • appreciate the fog that arises when life serves you growth opportunities, and allow that fog to water your life as rain does fertile soil

Through these approaches we can reclaim our lives, incrementally bring ourselves back to a fully free and available space to manifest our full, unfettered potential.

Freedom Through Self-Responsibility

The following are examples of behaviours that may be exhibited by someone acting irresponsibly:

  • displaying “poor me”, self-pity, blame and other behaviours that distance themselves from results they are getting in life;
  • withdrawing, being aloof, failing to disclose their true feelings and thoughts, or habitually seeking to please others and otherwise “protect” others (and themselves) from their authentic expression; and
  • seeking to control or take responsibility for others.

To act responsibly means that as a person you do own your outcomes, do express yourself with authenticity, and encourage others to do the same. I have strongly espoused taking responsibility for self. Recently, in a positive way, I gained greater insight into the life-giving value of taking responsibility for myself.

Happy couple in lasting relationship
Lasting, happy relationship

Juanita, my wife, and I hold dialogue sessions when one or other of us needs to surface and work through concerns, misunderstandings, hurts, or other potential or real barriers to our relationship. She called for a dialogue. I wondered what was concerning her, being starkly oblivious to anything I might have done. Being committed to holding a dialogue when needed does not mean they are easy, however I have found them highly beneficial.

Juanita started to share what was up for her. To my surprise, delight and relief, she was choosing to use the dialogue to express gratitude and appreciation to me. One of her particular points was that she experiences a real sense of freedom with me because I take responsibility for myself, examples including:

  • being open and clear with her about how I think and feel;
  • sharing with her any matters I am struggling with and not making the issue her problem so she is not left guessing; and
  • she feels comfortable sharing herself with me knowing I will receive her, even when she has something difficult to share, knowing I will listen to and receive what she is saying, seek to understand her concerns before responding, and that I don’t get defensive or aggressive in the process.

For Juanita, this means she can more fully be herself, explore and be what seems right and true to her being, and can risk being more fully engaged in relationship with me. If she says something that may challenge me, she feels safe knowing I will take responsibility for my internal reaction to her, that I will own my reaction without putting it on to her. In the same vein I expect her to own her responses and not dump on me because she feels hurt, misunderstood or is otherwise struggling. Juanita chose to voice gratitude, and we were both blesses as a result. As we both remain committed to being responsible for ourselves and to the other, we do open up more, engage more fully, freely and authentically with the other, and enjoy a greater sense of being seen for who we really are.

It is a great moment when the blessing of taking responsibility becomes so clear. Walking the path of responsibility can be difficult and fraught, but it is so worthwhile.

Am I a Leader or a Manager?

A leader introduces vision, change, new ideas, motivation to act, and others choose to follow them. They open and expand the system they are within and increases the flow of energy and life. Leadership requires spontaneity and creativity and is oriented towards love, the fuel for authentic power.

A manager provides containment, tidiness, ensuring the establishment of and conformance to cultural and organisational conserves through process and policy, with efficiencies arising from oft repeated and improved activities. These have the effect of closing the system, regulating the flow of energy and at best, maintaining the status quo and is oriented toward fear. Sometimes the manager may utilise shame, criticism and micromanage your every thought and action. There is never a good reason for that excessive and inappropriate control, and those behaviours are thoroughly fear-based.

In business, both have their place. It is important to know which is needed in a given situation and to not confuse the two. For example, a major cost cutting, people culling process is largely a management action, though successfully bringing the organisation through and out of such an endeavour requires sound leadership.

Mohandas Karamchand Gandhi (2 October 1869 – 30 January 1948)
Mohandas Karamchand Gandhi (2 October 1869 – 30 January 1948)

The orientation toward love or fear can also be used to assess whether the outcomes achieved were the result of leadership or management, or something else. For example, Mohandas Karamchand Gandhi (2 October 1869 – 30 January 1948) inspired a nation and expanded the system the Indian nation was under, ultimately bringing freedom through “nonviolence” from British rule. Mother Teresa (26 August 1910 – 5 September 1997) created change in the world one person at a time.

Adolf Hitler is an interesting one. Was he a leader or something else? Certainly he had an amazing capacity to motivate and move the populous and create change. He had a great ability to put actions into motion and marshal people to create the outcomes he sought. Was it leadership or the actions of a strategic manager. Certainly much of his personal motivation and style involved fear, and he built his Third Reich on the people afraid of an alternative.

Similar principles apply to how you work with yourself. Your internal manager tends to work from a place of fear and directedness, and as a result you may find yourself anxious and experiencing contraction, holding on to what is familiar. Your leader within works from a place of love and trust, is open and spontaneous, and you are then able to remain available to opportunities and retain the capacity to create something positive and new. The manager works more in a reactive fashion; the leader with a greater vision of your long-term future. Both do have their place. Have you learned how to balance the two?

Do I Matter?

Diving into darkness
Willing to dive deep

I know I have asked myself the question ‘Do I matter?’ from time to time. I know of other’s who also find themselves struggling with that question. At such times it seems common to look outside for evidence, and when we actively look it seems that often the world conspires to assert that we indeed don’t matter. Hmm! What to do?

The best person, and only person capable of truly affirming your value, is you. Other people may help, may provide support, may be there at times to lift you when down, but no one other than you is always with you. The challenge is finding the truth of your value within yourself when all your learned behaviours and protective patterns support your fear that you do not matter. And when you do negatively judge yourself that is when you seem to draw negativity towards you like a massive, unrelenting magnet. Even more important then, it is crucial that you are able to connect with yourself, with your needs, and dive below the seaweed of fear and muddiness of hurt to the place of unencumbered beauty and light that does exist deep within you. First you must step into the apparent darkness to find it.

What do you identify with as defining your value? Do you refer to external feedback and measures such as popularity, praise from others, financial or other success, possessions, rivalry with and one-upmanship of others? Do you have access to your own inner voice that speaks to you of your value irrespective of the feedback from the outside world? Can you weather the buffeting of an unwelcoming or critical world that rips you down rather than builds you up? When the world does turn on you, how do you find your worth then? How do you remain connected with or reconnect with your worth and that you matter in those dark moments?

One key thing at such times is to truly love and accept yourself as you are. If you have hit a dark patch you may well be working really hard to do the right thing. You may find that lots of energy and activity is undertaken in an effort to save yourself from the abyss you secretly fear will swallow you? You may be using distraction and procrastination to avoid engaging with your fear of your circumstances. You may know you must work hard and then get annoyed as you get distracted by petty diversions you know do not help. You may work really hard to help others at your own expense (because there are things you need to be doing for yourself) so that even if you perish you know you’re a worthy being. Whatever your pattern, however you manifest your inability to apply yourself as effectively and productively as you know you should, love yourself for who you are. Accept yourself as you are. Forgive yourself for your shortcomings. Show true compassion to yourself. Open your heart to your own inner self, and drop any expectation of any particular performance. Reconnect with yourself, and recognise should, must and other such directive words are from your critic. They lack love, and will not support you as a person who is currently hurting. Own up to your pain, to the emptiness within, and pour the light of your own love into your soul. If you do have a friend who can support you in that moment all the better, but there is not greater gift that you can offer yourself than to love yourself in that moment when you do not feel worthy of it. Then you get to start learning how much you matter to yourself, and actually begin to demonstrate that it is true, attend to yourself and your needs in a gentle and authentic manner.