I’d been jostled out of boarding the tube once that morning and I wasn’t going to let it happen again… so when the doors swung apart and the crush of morning bodies surged forwards for the second time, I elbowed my way impatiently in front of the dad with his small son and left them stranded on the platform, looking exasperated. My aggression dissipated into guilt.
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.
I’ve become interested in stuckness… It’s a phenomenon that I experience in myself from time to time – as a corrosive inability to make progress in a chosen direction of travel. Stuckness is also something that – as coaches and consultants – we often hear new clients describing when they come to work with us. Of course we hope to add value by providing professional support, yet how easy is it to ‘unstick’ someone?
Change is only possible to the extent that we have support for that change.
This is probably not a popular message for those of us who pride ourselves on being mature, independent, self-directed, achievers, who have earned our autonomy. I’m saying that we can’t succeed in making a change to ourselves, or a club we belong to, or a team or organisation we lead, unless the amount of support is proportional to the amount of change we wish to make. Not enough support – we fail.