I have begun work with some new clients and predictably, one of the first things they encounter on the journey of personal and leadership transformation is their Inner Critic. Learning how to transform our relationship with our Inner Critic is essential to the success of any of our personal development efforts.
Not all concepts can be used instrumentally, like techniques. Rather than pushing ourselves to ‘do’ something with them, perhaps we can let them sit in our awareness in ways that they can do something to us… I tried to communicate this possibility creatively, through a story, on a recent Constellations training programme I led with my colleague Barbara Morgan, about the Interrupted Reaching Out Movement.
Last week, in a quiet café, I witnessed two intelligent people shouting at each other over a latte. Neither seemed once to listen to the other, in their twenty-minute heated exchange. I speculated that if I had interrupted them and asked each what the other had just said, they would have been unable to say… I was reminded of Shakespeare’s Macbeth, when the bard cautions us not to let life become a tale ‘full of sound and fury, signifying nothing’.
When she told me that, “Our coaches are hired to help us maximise the efficiency of our workforce,” I lost all interest in the prospective new client and walked away from the pitch.
“A colleague has put a knife in my back and now we have to work closely together on an important major project. How can I trust him?”
When we are learning to constellate, at first we pay great attention to developing skills and technique. While these are important, we also soon learn that they are completely insufficient – our clients are not helped as fully as they could be by the mechanics of methodology alone...
The various forms of Organisational Development, such as coaching, teambuilding, facilitation, consulting, leadership development and others, are forms of helping. Seen systemically, helping can strengthen, but it can also weaken – in part because it can establish dependence, and also the inner movement of wanting to help can put us above our clients, and therefore subtly infantilise them.
New research is returning challenging findings that a 3-day working week offers increased productivity benefits. It’s official - we can achieve more by doing less…
To parody Otto Scharmer, there is a blindspot in coaching theory, training and practice, as well as in our everyday social experience. This blindspot concerns the outer place – the physical environment – where the coaching is situated.
Being ‘solutions-focused’ as coaches does not always serve our clients. Heresy, perhaps, but I think we can be more effective when we orient to the underlying need of a client, which is so often about a desire to be resourced through the quality of the relationship alone, rather than through solving a problem.