dimanche 6 mars 2011

Procrastination, and small steps...

Over the last couple of months the ‘procrastination’ word has come into several of the coaching conversations I have had with players.  There is usually an air of resignation, of the player being back in that place that he/she recognizes and does not like. The personal dislike for not being more determined, not being stronger, not having moved on, got on with it …. 

How to ‘just do it’?  No wonder the Nike slogan has been so powerful, we can all relate to that time when we wanted to ‘do just do it’ and something held us back.

We usually sit down and get specific.  We pull the whole thing back centre stage and dissect it into more manageable bits:
  • What do you want to start with first?
  • How important is it to you that you do it?
  • How are you going to do it?
  • When are you going to do it?
  • What might be lurking around the corner to derail it?
  • How can you avoid that?
  • What help do you need from me?
We then go on to write it down and I follow up with the player to see how he/she is managing their own next steps. Usually the process of breaking it down into small, more manageable, ‘bites’ makes it easier for the player to ‘just get started.’  To quote Lao Tzu: A journey of a thousand miles begins with a single step.

Last week I came across a posting on one of my favourite sites, Anecdote, that also offers suggestions for just getting started......

Kevin Bishop of Anecdote posts a book review on Dr. Robert Maurer’s book  One Small Step Can Change Your Life Dr. Maurer is an Associate Clinical Professor at the ULCA School of Medicine, and an expert in Kaizen, the Japanese technique of achieving lasting success through a series of small, steady steps. 
Maurer argues that all changes, even positive ones, are scary. Attempts to meet goals through radical or revolutionary means often fail because they heighten fear. But the small steps of kaizen disarm the brain's fear response, stimulating rational thought and creative play.
In this book he lays out six strategies which underpin Kaizen and applies them to everything from overspending, beginning an exercise program, managing stress, to keeping the house clean.
The six strategies are:
1. Asking small questions to dispel fear and inspire creativity
Maurer argues your brain loves questions, so use this to shape behaviour. So instead of writing down all the things you should be doing to improve your health, ask yourself small questions like: "what is one way I can remind myself to drink more water today?" and let the brain come up with, and implement the answers. He uses the example of Michael Ondaatje, the author of the English Patient, who says he doesn't start by asking; "What kind of characters would be fascinating to readers?" Instead he takes an incident, say a plane crash, and asks himself a few very small questions, such as "Who is the man in the plane?". "Why did the plane crash?". "What year is this?" The answers to these very small questions lead him to create his rich, emotive and ultimately prize-winning novels.
2. Thinking small thoughts to develop new skills and habits
Maurer believes that this philosophy is enhanced by "mind sculpture," a concept developed by Professor Ian Robertson and outlined in his book Mind Sculpture: Unlocking Your Brain's Untapped Potential . Mind sculpture is a kind of guided imagery designed to train the brain in small increments to develop new social, mental, and even physical skills, just by imagining yourself performing them.
3. Taking small actions that guarantee success
This is all about empowering yourself with simple small steps to start the change process. He uses plenty of examples including the following:
Get more sleep. Go to bed 1 minute earlier at night, or stay in bed 1 minute longer in the morning.
4. Solving small problems, even when you are faced with an overwhelming crisis
When something happens that does not work properly, Maurer argues we should spend the time and energy right then to solve it before it produces unwanted results. "Confront the difficult while it is still easy; accomplish the great task by a series of small acts." Tao Te Ching.
5. Bestowing small rewards to yourself or others to produce the best results
Maurer believes that small acts of recognition and small meaningful rewards are much more effective than bigger or more structured rewards.
6. Recognising the small but crucial moments
This is all about understanding that small things make a big difference, especially at crucial moments. He tells a fantastic story about Psychologist Dr John Gottman and his study with couples on the small acts that make a huge difference whether they stay together.


































    dimanche 20 février 2011

    Useful links and web sites

    Arbinger Institute - focuses on the idea that the underlying problem is often not the what we do, but how we do it - self deception.  The book Leadership and the Art of Self Deception is a useful resource for both coaches and manager, to better understand how we relate to others around us, whether at work or outside. 


    Otto Scharmer - including articles and tools on the U Journaling process.


    Aid on the Edge of Chaos - exploring complexity & evolutionary sciences in foreign aid.


    Personality theories, types and tests - Businessballs


    Covey overview of ideas in 7 Habbits


    Mike the Mentor - compilations of coaching models


    Psychosynthesis



    The Clean Collection - clean language


    Systemic Constellations



    Andecote - Change management 
    Lasagne and Chips - knowledge and change management blog


    Ingenious People's knowledge - people are the centre of all action


    Johnnie Moore - articles and podcasts about facilitation


    The Work Foundation 


    Adair action centered leadership Runge Effective Leadership 


    Slideshare



    Association for Coaching (AC) - Recommended reading 



    Metaphor - TED talk


    Intrinsic and extrinsic motivation Daniel Pink


    Motive means and opportunity - Bruce Britton





    Delta 7 - great site using images to get to the unspokens in organisations

    Delta 7 This is our organisation



    Congruence - the four quadrants in organisations

    Much of my coaching to date has exposed the personal ‘angst created when personal and organizational values are no longer aligned. This was the reason I first enrolled on an executive coaching course, and which took me the next six months to work out how to manage effectively, through this outlet called coaching.  


    INNER
    OUTER
    INDIVIDUAL

    SENSE OF PURPOSE / MEANING
    ASPIRATIONS
    DESIRES
    ATTITUDES
    BELIEFS
    PERSONAL VALUES

    GOALS
    PLANS
    SKILLS


    BEHAVIOURS
    ORGANISATION

    MISSION


    ORGANISATIONAL BELIEFS / CULTURE


    CORPORATE MINDSET




    VISION
    ORGANISATIONAL GOALS
    STRATEGY

    BEHAVIOURAL NORMS
    CODE OF CONDUCT

    PERFORMANCE MANAGEMENT SYSTEMS
    MANAGEMENT INFORMATION SYSTEMS



    The four quadrants were first developed by Ken Wiber in A Brief History of Everything, and have been developed by Downey (Effective Coaching, 2003).
    • The upper left concerns the inner life of the individual, his/her personal values, beliefs and needs. 
    • The upper right is the way in which these are expressed externally: their goals, plans, skills and how they behave. 
    • The lower left concerns the inner life of the organization: its mission, culture, values – what is seen as possible and not possible.
    • The lower right is the external representation of the lower left: the organisation’s vision, goals and strategies, collective behavioural norms, code of conduct. It also embraces the systems that facilitate the management of the organization.
    In healthy organizations there is congruence between the quadrants: between the lower left and lower right, the lower left and upper right and, importantly for coaching, between the lower left and upper left.   
    Downey suggests that ‘the biggest reason why values fail to take root in most organizations is the schism between the lower left and the upper left: between what an individual’s personal values are and the expressed values of the organization. This occurs in two ways.  
    • The leadership group that generated the values was not creating them for themselves but for everyone else, so of course they don’t ‘walk the talk’.
    • Secondly, for the majority of the staff the values are imposed upon them and bear little or no relation to what the individual’s values actually are; a failure to align the personal with the organizational prevents the values from coming to life.’
    Where an individual feels obliged to hide his/her inner values and beliefs in the external world of organizational life I would argue they cannot be fully engaged and committed to the organization they work within. Their personal strategy is usually survival rather than development and growth.  They may seek to demonstrate externally through their behaviours how 'on board' they are. They may seek to align their personal beliefs and needs outside work. By definition though, they are unlikely to be wholly committed to the organization as they experience it.  This is may be visible through depression and burn out at its most extreme, to denial, pretence and semi-engagement as a standard work strategy at the other. Individuals often internalize the situation, blaming themselves for not adapting better to something which, fundamentally, they cannot adapt to without compromising their ‘essential’ selves.

    Clearly not all coaching within organizations is about values and congruency but where these are important they cannot be ignored. 

    Coaching  offers the opportunity for personal honesty.  The player is encouraged to put all his/her cards on the table and to examine them close up from a less emotional place. They often discover that the hand they thought they had been dealt is not stacked and there are other personal wild cards that have been put on one side and overlooked.

    First conversations are usually highly practical and factual and appear to make rapid progress.  Next issues are usually those concerning self-perception, self-confidence and managing relationships. And under all these are values. Where misaligned values are involved I would argue these need to be examined. 

    The organizational quadrants allows players to understand better why they may be feeling in this ‘stuck place,’ and that this is an area that they cannot fundamentally change but may need to adopt new strategies. There can be no blame. Their own values are not wrong or bad, simply misaligned with the values in use (to parallel Argyris and Schon's theory) they are experiencing around them. How they choose to manage this is their personal choice.  Rather than feeling a victim of the situation they can regain control through their choice of action, or inaction if this is now their choice.

    The Good Work Project offers a useful Value Sort Activity that allows you to prioritise and review your own values and reflect on how these might overlap with, or differ from, others. 

    samedi 19 février 2011

    Managing burdens

    How heavy is this glass of water?....... The absolute weight doesn't matter. It depends upon how long you try to hold it. If I hold it for a minute, that's not a problem. If I hold it for an hour, I'll have an ache in my right arm. If I hold it for a day, you'll have to call an ambulance. In each case it's the same weight, but the longer I hold it the heavier it becomes.  And that's the way it is with stress management. If we carry our burdens all the time, sooner or later the burden becomes increasingly heavy, we won't be able to carry on. As with the glass of water, you have to put it down for a while and rest  before holding it again. When we're refreshed, we can carry on with the burden. 
    So, before you return home tonight, put the burden of work down. Don't carry it home. You can pick it up tomorrow. Whatever burdens you are carrying now, let them down for a moment if you can. Relax, pick them up later after you've rested. Life is short. Enjoy it. (Chesterman, Personal communication, 2006). p30 - from Hawkins, P and Shohet, R., Supervision in the caring professions. 


    Managing personal energy rather than time  Tony Schwartz   The Energy Project,   Energy audit link




    A vision for a balanced life:





    If you were brought before a court and accused of poor work-life balance would there be sufficient evidence to convict you?  (courtesy of The 18 Challenges of Leadership, Waldock, T. & Shenaz, K-R (2004)


    Management, leadership, coaching

    Management 

    • Line-managers need to manage and have a responsibility, both to the organisation and to the individual, to do so.
    • Line-managers, as part of managing, need to agree clear goals for their direct reports (What).
    • Line-managers need to hold their direct reports to account for the goal that has been agreed.
    • Once the goals have been agreed, and any other parameters surrounding their role such as values and behaviours, the line-manager coaches the report to achieve the agreed goals (How).
    • Line-managers need to lead, to keep present in the minds of their direct reports the overarching aims of the organisation and be role-models for the desired values and behaviours. (Downey, M. 2003)

    The 'What' is generally non-negotiable and falls under the authority of the organisation.
    The 'How' is more discretionary and is falls under the authority of the individual. 

    The 'How' is the domain of performance.  The line-manager is the direct link between the organisation as an entity and the individual working within the organisation. Where this work relationship is poor, or individuals are disengaged, organisations cannot pretend to aspire to high performance.  It is the role of the line-manager to lead (set direction and inspire others to follow), to manager (to set clear parameters, goals and expectations) and to coach (to grow and develop) their direct reports. 


    The underlying management role of setting clear goals and expectations is key to individual, team and organisational performance: If people do not have clear goals it is extremely difficult to be successful and even more difficult to discuss performance'. (Downey, M. 2003)

    Desired futures? Life purpose?

    From the often 'stuck' present place it is often difficult to define what this desired future is. Below are some options that may help to clarify what is is we really we really want for ourselves. 


    Postcard from the future:
    Imagine yourself in the future doing this thing you feel you want to be doing. Where are you? Doing what? Who is with you?  How does it look, feel, smell, taste? What is good about it? Write yourself a postcard describing how it is and how you got there. Perhaps find a card that represents this future as a backdrop to write on. Or, draw yourself your own postcard.


    How do you want to do / be / feel?  Downey suggests ' if you cannot detect something through your senses then it does not exist. It is a figment of the imagination. If you take the time to translate goals or objectives into something you can see, hear and feel - and I guess smell if you must - then you will identify two additional aspects of the goal.' Effective Coaching , 2003.


    Celebration / remembrance speech:
    How would you like to be remembered? What would others be saying about you, your life and what you did in it?  This could be when leaving your organisation, one part of your life or even at your funeral. An interesting slant for women leaders could be - how would you like your daughter to remember you, for what?


    Coaching wheel: 
    The coaching wheel can be used to set out visually where you feel you are at present, where you would like to be for the future and to identify which areas you would like to focus on at present. 


    'Golden moments' / 'In the zone'
    The 'in the zone' sports analogy is often referred to in coaching. That moment when you are so totally engrossed in what you are doing you could carry on almost forever, you are relaxed and focussed, perhaps exhilarated, enjoying the moment and no longer bombarding yourself with doubts about whether you are able to do it. 
    Think back to situations where you have felt like this. What were you doing, what made it so special, who were you with, what were they doing, how did you feel, what personal driver or need did it meet?  Recall several of these moments and note your thoughts down. What pattern emerges? What is it telling you?

    vendredi 18 février 2011

    Working on options

    WORKING ON OPTIONS

    Think through your options and note them down. What are the advantages (pluses) and disadvantages (minuses) of each option?  Note them down.  Review your options. Which is the most attractive ?
    OPTION 1
    ADVANTAGES
    e.g.
    • it is ..
    • it allows ..
    • I can ..
    DISADVANTAGES
    • I cannot..
    • it might ..
    • it limits...
    OPTION 2
    ADVANTAGES
    • xx
    • xx
    • xx
    DISADVANTAGES
    • xx
    • xx
    • xx
    OPTION 3
    ADVANTAGES
    • xx
    • xx
    • xx
    DISADVANTAGES
    • xx
    • xx
    • xx
    Set out the options, with advantages and disadvantages in parallel:
    OPTION 1                                     OPTION 2                                OPTION 3
    ADVANTAGES                               ADVANTAGES                           ADVANTAGES
    •                                                      
    DISADVANTAGES                           DISADVANTAGES                      DISADVANTAGES

    How attractive is each option on a scale of 1-10?


    My preferred option is
    Option 1, option 2, option 3 / a combination of these ? / something completely different`


    What I need to do to make this happen ?
    • What additional information do I need?
    • Who might have this ?
    • What resources do I need?
    • Where can I find these?
    • Who do I need to help me?
    • What is the timeframe?
    • What might get in the way?
    • Personal commitment
    • How realistic is this? (on a scale of 1-10) 
    • How committed am I to doing this? (on a scale of 1-10) 
    • What would increase my commitment ?
    • Making it happen
      • First I will …… by x date
      • Next I will ….. by