A question that gets right to the heart!

I’ve just finished reading a book that I had started some weeks ago. Not because I was finding it difficult to complete – it’s just that my work portfolio had suddenly shifted and the book took second place.

But I’ve now closed that last page! And I want to share a simple questioning technique that the book introduces and that can be applied to most decision making instances.

I’ve mentioned before a book called ‘Time to Think’ by Nancy Kline. She takes you through her thoughts and experiences of developing organisations into thinking environments. There are just over 250 pages of her wisdom. But for me, there is just one sentence/question/frame of words that I came across which has helped me more than anything at work and at home.

You know when you need to make a difficult or profound decision. When you probably know the answer but are in denial of it. When your emotion and gut is telling you something but your logic won’t accept it? Well here is a question that just gets to the heart of the matter. It generates moments of silence. It questions the very being of the issue. It challenges what we already know to be true.

“What do we already know that we are going to find out in a year?”

The beauty of the question is that you can apply it to most circumstances. You can amend the words and timescales to suit the circumstances. You can ask it of yourself. You can ask others to ask it of themselves. It avoids extracting logic. It concentrates on something much deeper in your thinking. And here’s how it’s been amended in my recent work.

“What do you know about this job that you’re going to find out in 5 years?”

“What do we know about this organisation that we’re going to find out after the merger?”

“What do you know about yourself that others will learn in a year?”

“What do we know about this government that we’re going to find out in a year?”

“What do you know about this client that you’ll find out by working with them?”

What the question seems to do is unravel a plethora of emotions that we find difficult to explain or give logic to – yet these are the very feelings which help drive our strategies and decisions

Go on try it! Apply the question to something that’s puzzling you. Even better, help someone else to work through something using this framework. I’d be delighted to hear how you got on!

Raising our game for feedback – just who are we in it for?

Over the bank holiday and early into this week, I have come across several occasions of people proffering their expertise, knowledge and skill. All of this has been with the aim of providing colleagues and friends, with much sought after feedback on key areas of development or discussion.

I have acutely listened and watched. I have despaired!

When we give feedback, an appraisal, a critique - can I offer a gentle reminder of what I believe to be five components that will make it a successful intervention:

* That the true beneficiary of feedback is the recipient – it is not to amplify the status, knowledge or perceived expertise of the individual offering their thoughts.

* That silence has a major part to play in the exercise – just because you cannot hear any dialogue does not mean that an inner conversation is not at work. Let the silence be.

* That the starting point is always the context of the person receiving the feedback. It is not your world that is most important here but the other person’s.

* That you should speak less than the appraisee! – Difficult for a lot of people!

* That you close your feedback intervention with the offer of an insightful question that is most likely to move the appraisee forward – after all it’s about them and not you!


Often when we are asked to give feedback on something for someone, it raises our own esteem and status on the issue – after all, they must be asking us because we are the experts!

But the true art of giving is about serving the need of others. So the next time someone asks you for feedback on something:

* Take a breath and be clear on whom you are doing this for – your own esteem or theirs.
* Accept that your view of the world may not be the best for others.
* Be comfortable in silence.
* Remember it’s their choice on what they do with the feedback.

And finally…

* Find a smart ending that will really help move the individual on in a thought provoking way!

Would you sabotage your values? – Only at your peril!

It’s been a few weeks since I wrote my last blog – but I make no apologies for my absence!

I’ve been immersed in the whole political debate of the new coalition and the early reception and reactions to this new hybrid beast! Don’t get me wrong – I’m not a political animal. But what I find fascinating to watch and listen to, is how people and parties can believe that the values which drove their very being, are being ignored, undermined, and at its very best simply sabotaged!

I see and hear cross-party agreements. Of compromises. Of consensus. And what we observe are overt behaviours that synchronise with these new ways of being. But at the heart of what makes us tick, are our values. The very things that give us life and the reason for being. Whether they be our own personal values or those we subscribe to in organisations or parties – they are the core that drive our belief systems. And isn’t this what a political party thrives on to survive?

When behaviours and actions dissent from our values, we can no longer sign up to working in such a way. I suspect that many in time will walk away from this coalition when they feel that their personal or their party’s values are being sabotaged. If they do not physically walk away, they will threaten even the best laid plans and offer a set of behaviours that have hitherto remained obscure.

Think of the last time you were asked to do something that conflicted with what you believed in – my guess is that it if you did as you were asked, if would have left you in deep thought, querying why you did it, but intent on not putting yourself in such a position again. Or you may simply have used the rule of two feet, and walked away at the beginning.

Our values are intangible. They cannot be seen or heard – but they are played out in the way we behave. They are integral in creating and shaping our belief systems. Political parties who believe that newly created coalitions, reshuffled cabinet positions and joint party debates are the answer for this country’s future leadership, are naïve. They will find that they need much than this. They will find that it will be the values debate which will make or break them!

How we all revert to type - Organisations in change and people in crisis!

I am currently privileged to be one of the "stranded" number of UK citizens forced to find themselves on the foreign office list - I´m advised that my relatives and loved ones can call a helpline for further information. Or they can simply text or email me through this robust technological cloud...

Before I left for my 11 day holiday I wanted to write a few words about organisational change - but I followed my instinct which told me to turn the laptop off, leave the iPhone alone, and simply catch the plane! I was on countdown and my thoughts were elsewhere - how many of us have been there before trying to clear the "to do" list before we turn the key on the doors to our homes?!

But I resisted. I bought a book called "Time to Think" by Nancy Kline - and I recommend it to anyone who thinks they are an expert at listening. Because believe me, when you have read this book you will feel humble, unskilled and completely lacking in the key areas of competence that you once tried to sell or push onto others.

But amidst all of this, I now found myself completely out of control and in the hands of those who know more than I do. And I feel helpless - but surprisingly OK! We are caught up in the global confusion surrounding the volcanic ash and are thousands of miles away from family and loved ones. We are no longer experts that have a place in society - somehow we all smell of the same coconut sun oil, and eat at the same tables in the same restaurant! We swim in the same pool - we all take our breakfasts together. You would not think that there is any difference in our intellectual ability or societal view on the world. And there may well indeed not be - and who am I to even presume that there might be?

But in my role as organisational change specialist, I am struck by some fundamental observations:

* How is it that somehow we know who to talk to of the same language - and get it right every time?

* Why is it that union leaders emerge claiming to speak on behalf of others - when they have no mandate to do so?

* Why are those that speak the loudest always given the floor first to speak?

And so I turn to the title of my blog. In times of crisis and change - we revert to the behaviours where we are most comfortable. Those who have something to say first, find the nooks and crannies to get their voices heard. Those who believe they represent others, will never be put off their tracks to voice their worries on behalf of others - and believe me, they are as annoying out here in the Gran Canaria and 85 degrees as they are in the UK!

And those who listen acutely, observe others, and merely take in all the information are accused of being passive and unconnected to what´s going on. I happen to sit with this crew of people and make no apologies for doing so.

It´s clear to me that the behaviours I see out here are no different to what I see in organisations going through change;

* People all react differently - but each position is to be respected and acknowledged.

* We are not clones and cannot expect everyone to behave in the same way - we were different before the change so why should we be identical now?

* We should harness those different reactions - and build on them to take us through the change process.

What I am advocating is very much a people-centred process. As I write this, there will be civil servants at the foreign embassy mapping my individual position on a map in London. They will be scoping the collective mass of stranded UK citizens and no doubt arranging sea and ferry transport to bring us home if these worst case scenarios continue.

I would much rather our local tour operators simply talk to us face to face and allow us to chat more informally. Sorry, but here I go again - isn´t this simply what we´d expect of line managers in organisations as they take staff and employees through organisational change?

It feels simple - in times of crisis, start the debate - not the information exchange!

Responding to Recession – Running faster won’t deliver the answer!

There is an overwhelming and growing movement in the public sector that change is needed to cope with the bleak financial deficit that sits around the corner – please excuse me but we’ve all known that it’s been coming!

What’s surprising me even more though is the emerging view that we simply need to repeat more of what we are doing in organisations to get us through! To be fair, it’s not said quite like this in either my coaching, or wider organisational work. But what I am seeing and hearing, is simply a description of doing more of the existing ways of working. The only perceived difference is that it needs to happen in a compressed window of opportunity. Now surely there is something to learn here? - that if we haven’t succeeded in key strategic policy changes before, then working in the same way but much faster is not the answer!

I’m sorry but simply adopting a ‘running faster’ and ‘more of the same’ approach is not going to deliver the cost efficiencies that are being called for. The only way that the major financial challenge across the public sector is going to be addressed is through workforce rationalisation. In the NHS alone, 70% of its costs are attributed to staffing.

Please do not mention you are going into a ‘service review’, ‘programme management’ or ‘service redesign’ phase at this stage in the recession – you should have been there already. These approaches are not going to deliver the changes needed within the timescale laid down. They are assets we can call upon after the immediate financial crisis has been responded to.

The recession is forcing all of us who work in the public sector to deal with the emotional consciousness of organisations – the very thing that can sabotage our best laid plans. It’s where we’re most uncomfortable – but it’s where we will deliver on the financial challenge.

Running faster on this one will not win the race for us! We need to find breakthrough strategies unlike anything we’ve seen before……

It’s all in the name of change!

Any organisation worth its weight in gold, will want to engage with its workforce when leading them through major organisational change. But for heaven’s sake, can we please move away from this constant safety net of bringing all staff together in one big room, all in the name of ‘staff engagement’!

We’ve all been there! A CEO or MD stands at the front and:

• Tells everyone that they don’t yet know what the future looks like.
• Asks staff to voice their views and concerns.

and of course…….

• Tells the entire workforce that they are the most important asset to the organisation.

The organisation defends its change management strategy by these behaviours – and is proud of the fact that staff have been given the opportunity to attend, hear, listen and speak!

But let’s just stop and think - how could this be done more creatively?

Think about a time when you have had the best conversations in an organisation; when you have walked away inspired; when you have perhaps gone away and made a difference for yourself as an individual and also the wider organisation. And when you look back over your shoulder at those times, does any of the following ring a bell?

• That the best conversations you had happened in small groups (world café?)
• That you felt inspired after talking about things in a positive frame (Appreciative Inquiry?)
• That you felt motivated when you could see the part you play in a much bigger picture (Isn’t this just good local line management?)

My call to organisations is simple. There is a place for large scale events and meetings in keeping the workforce informed – but there is a much wider opportunity to create smaller organisational conversations. Only in these structures will staff feel more able to give the feedback that organisations really need to drive large scale change effectively.

Think big…..Act small!

Confusion through to Clarity... Just have the conversation!

I’m always amazed by an organisation’s unwillingness to take people into uncomfortable conversations – when they know only too well that they need to have them!

Threats to job security. Organisational mergers. Cost reductions in services. Uncertainty all around. It’s plain to see how the public sector is responding to the pressures of the economic downturn and global recession. But on an individual level for people working in these organisations I feel and see utter confusion! Confusion about:

* What questions they dare ask!
* Where will they be in 12 months time?
* How will this affect home and personal lives?

And not for one moment do I suggest that the answers sit anywhere! But people do need to mull over what’s happening and have the space to tread water somewhere safely. For anyone working in ambiguous and fluid environments, it’s accepted that following confusion comes the clarity…..and won’t it feel much better when we get there and have the structure to guide everyone through?

Mmmmm. Confusion is uncomfortable for many, but it does start to give some context and initiate a level of curiosity for what is happening around us.

For those faced with turning organisations around, find the courage to have those difficult conversations with people!.........Build the resilience to take staff through uncharted waters………..Help people to find their own answers through the confusion.

Organisations may not know the answers in times of such uncertainty, but they do know that their staff have emotions, thoughts and feelings…….and if they had one ounce of corporate social responsibility, they’d find ways to explore this healthy turmoil!