The certainty of uncertainty

Sometimes you read something that really strikes a chord.  I recently saw this quote from Kurt Vonnegut:  ”We have to continually be jumping off cliffs and developing our wings on the way down.”  In other times, I would read this and it would simply seem like a poetic truism, but I’m currently experiencing a number of shifts in my personal situation which made me read that quote as if it was written just for me.  These shifts are creating a fair amount of uncertainty and bringing up all the associated emotions that go with it.  In times like this, it is useful for me to remember that trying to control what is going on in my world will not lead to the best outcomes and in fact, that I need to call on the kind of resources that will best keep me going in times of uncertainty.  These resources, in my experience, are more related to responsiveness rather than planning, innovation rather than inertia.  While some of my uncertainty is environmental, some of it is by choice: I have jumped off a cliff.  It would be rather contrarian of me, therefore, to complain about some of my current uncertainty as I am its author, and for good reason, so the thing for me to remember is a lesson from one of my old teachers: “It’s sometimes not so important what you do; it’s what you do NEXT.”

If we are falling from a cliff, either because we’ve jumped or because circumstances have pushed us, what we need is the ability to be in the moment, thus summoning up all our creativity to learn how not to hit the ground.  Our brains are hard-wired to cause us to respond to uncertainty in predictable ways.  As Thayer et al write, there is “an evolutionary advantage associated with the assumption of threat” and that our “‘default’ response to uncertainty, novelty, and threat is the sympathoexcitatory preparation for action commonly known as the fight or flight response”.  Essentially, because we have inherited a certain vigilance to our environment, when faced with uncertainty, we unconsciously prepare for the worst.  While useful for survival if we are about to be attacked by a lion, it’s hardly the most progressive state to be in if we want to thrive.  This goes for businesses living in uncertain times as well as individuals.

More people are joining the precariat, a new class of people, not in the traditional Marxian sense of “class”, but a section of the populace bound together by the increasing uncertainty in their lives.  If, in the face of uncertainty, more people are living their lives in a state of vigilance, fear and worry, how can this not affect business?  When more of what is going on in the business world is unprecedented, how can businesses pretend that we will magically go back to “business as usual” once all this financial mayhem goes away.  We won’t; things are irrevocably changing.  In the fog of transition, the only certainty is uncertainty.

When the business of a business is pretty predictable, as it was in the Industrial era, there is less need to focus on resilience or responsiveness.  In the old days, business could undertake planning exercises and be reasonably safe in the knowledge that the functioning of the business would be able to successfully execute its plans and that the environment would not impinge too greatly on those plans.  In the modern era where knowledge is “a core commodity and the rapid production of knowledge and innovation is critical to organisational survival” (Bettis and Hitt, 1995, ‘The new competitive landscape’), business needs to get to grips with the reality of uncertainty and decreasing forecastability.  Businesses also need to remember that they are living systems within wider living systems.  Global environmental, political, economic and financial challenges all impact on a business’s ability to succeed.

There is much out there which indicates that we are living in a VUCA world.  Volatile, uncertain, complex and ambiguous.  While, for some, this may seem like a relatively recent phenomenon, I would contend that the world has been thus for much longer, but that what we have been learning in recent years is allowing us to see what we previously may not have.  Systems thinking, for example, is giving us mental constructs with which to make a little sense of a sometimes confusing world.  If dealing with uncertainty requires us to embrace it, as some suggest, the question remains, “How do we do that?”  It can seem a little glib to simply say, “the world is uncertain, embrace it!”

If, on the way down from that cliff, I succumb to my anxiety, it is impossible for me to be spontaneous.  Anxiety and spontaneity sit at opposite ends of a spectrum. Without my spontaneity, I have no spark for my creativity and it is my human creativity which will assist me to come up with new enabling solutions.

Creativity and innovation at work are not just about coming up with new products and services.  They are about how we respond to each other, our customers and the business environment.  Creativity, however, is strategically linked with spontaneity.  As Dr. J.L. Moreno writes in “Who Shall Survive?” (1953), an “individual may have a high degree of creativity but be entirely without spontaneity, a creator ‘without arms’….Spontaneity can enter the creatively endowed individual and evoke a response.”  He goes on to say that there have been many more Michelangelos than the one who painted the Sistine Chapel, but “the thing that separates them is the spontaneity which, in the successful cases, enables the carrier to take full command of his (or her) resources, whereas the failures are at a loss with their treasures.”  Furthermore, “spontaneity operates in the present, now and here; it propels the individual towards an adequate response to a new situation or a new response to an old situation.”

How do you respond to something novel?

When we encounter something unexpected, do we push ahead with our plans?  Do we assist others to embrace uncertainty or do we attempt to keep things as planned so that we don’t unsettle people?  For example, in developing people’s abilities to have workplace conversations about performance, we emphasise that there is no “step 1, step 2″ procedure for carrying these out.  This unsettles some folks.  For one thing, such conversations can be pretty emotionally charged, especially if someone is calling someone else’s under-performing at work.  How will they react?  What will I do if they get angry/defensive/start crying?  For another thing, no conversation can be scripted unless you are an actor on stage.  Even in this situation, actors develop the ability to be responsive to what others say to them and how they say it, otherwise we see a bunch of individuals reciting memorised lines, which is not how good drama unfolds on stage.  Even though they know what comes next, a good actor will be alive to the present moment and deliver their lines as if they are hearing what the other has said for the first time.  Responsiveness.

We can ready ourselves for a challenging conversation, partly by rehearsing what we want to say, but we also need to be ready to respond to what the other person says to us.  We encourage people to think bigger about these conversations as one of many elements in their relationship.  They are a process within a bigger process, not a stand-alone event.  For this reason, we don’t provide tools and techniques, we offer spontaneity development.  As I quoted previously, Dr. J.L. Moreno said spontaneity is the capacity to offer a novel response to an old situation or an adequate (i.e. good enough) response to a new situation.  Any workplace conversation or relationship would benefit from developing this capacity.  Tools, tricks and tips are not sufficient in order to navigate the complex spaces we inhabit at work.  They are useful to a point, but the application of these in a mindful and purposeful manner needs to come from the individual.  In order to deploy all the knowledge and skills that this individual at their ready disposal, the individual needs to be in a state of readiness; this is the spontaneity state.  When we are warmed up to a spontaneity state, we bring out all we have developed and learnt and sythesise them in an appropriate and effective manner to come up with a novel response to a familiar situation or a “good enough” response to something we have never met before.  We don’t struggle to remember useful tips, we don’t get anxious about what we are about to say or do, we don’t fail to bring out what we know we know.  We flow in response to uncertainty, sometimes producing something that surprises even ourselves.  Creativity.

Progressiveness is more than just coping

In many businesses I encounter, the tried and tested no longer seems as effective.  Perhaps the conventional marketing wisdom or sales tactics no longer bring in results like they used to.  They’ve tried sweeteners, good cop-bad cop, management directives, staff socials and everything else they can think of, but loyalty and engagement seem to be on the wane.  As Andrew Zolli describes, we are being called on to develop capabilities that are about “rolling with the waves, instead of trying to stop them“.  Accommodating them rather than building bigger storm walls.  I have previously described my experience of first arriving in India and realising while looking down on a Mumbai street that it was a river and that in order to get by, I’d have to go with its flow rather than try to swim upstream.

Politicians concerning themselves with the interests of the precariat talk about building a new progressive agenda.  I like that word: progressive.  It fits with a model of human functioning that I apply in my work, both for individuals and for businesses.  Whether we are the authors of our uncertainty or it is the product of our environment (or a little of both, as I’m currently experiencing), our response to it is key.  The enabling solutions lie in finding ways to (re)gain a sense of agency in our lives.  Agency, mind; not control.  The model I apply comes out of the work of the work of Lynette Clayton and has been refined by Max Clayton: we operate out of Roles which are fragmenting, coping or progressive.

In every living moment, we respond to our world by taking up a Role.  We learn Roles from the day we are born until the day we die, as we are constantly meeting new situations.  The term “fragmenting” corresponds to “dysfunctional”, reflecting the inner experience of acting in this manner.  Fragmenting Role responses are backward-looking, fear-based, stuck, regressive.  Coping Role responses are those which have served us well in the past and have become almost habitual but which are more oriented to surviving rather than thriving.  Progressive Role responses are those which move us forward.  Each of us has a motivating force which takes us forward in our lives and the Roles we enact that take us there are progressive.  In times of uncertainty, it seems sensible that we would operate out of our coping or fragmenting Roles; this is related to that hard-wiring.  The ones that are most life-giving and useful to us, however, are the progressive.

Once again, we will find it easier to enact out of our progressive Role systems if we can warm up to our spontaneity.  Our progressive Roles are the ones which will enable us to thrive in the face of uncertainty.  Embracing uncertainty, then, is an exercise in consciousness.  Zolli talks about soldiers, ER workers and first-responders training in contemplative practices to assist them to remain resilient.  If our hard-wiring is constantly on the alert and tells us that the uncertain is a threat, mindfulness can help us to short circuit that hard-wiring.

What is required is consciousness.

So we don’t like uncertainty?  Tough.  Just because we don’t like it, doesn’t mean we don’t have to deal with it.  The question becomes, “How can I manage myself in the midst of uncertainty?”

So what am I doing about my current uncertainty?  Well, after a few particularly challenging days, I’m writing about it.  This activity is helping me to be mindful: of myself and of my resources.  These are plenty.  Some are intrapersonal, some are interpersonal and some are supra-personal.  I’m remembering that if I languish in anxiety, I’ll find it harder to keep going.  I’m remembering the moments in my life when I have felt spontaneous.  I’m remembering my mother’s recent email telling me to trust in my strengths and that I’m a very capable person.  I’m remembering to take exercise and eat my greens.

To quote an old friend of mine, worry doesn’t get the cat fed.  

 

 

 

New Models of Leadership?

“Many people live in the hallucination that they can truly lead other people without being able to lead themselves and this is pure fantasy. It is much easier to try to change other people and not being willing to change ourselves. This exercise of authenticity is very much needed if we truly want to inspire, touch and move the brains and the souls of those around us.” So writes Mario Alonso Puig, Fellow and Doctor, Harvard Medical School in the recent World Economic Forum report, Global Agenda Council on New Models of Leadership.

I’m initially a little hesitant when I read something that uses the word “model” because of the meaning we still tend to attach to that word “model” in our consumerist societies.  New models of leadership, huh?  (For this, I have been too often disappointed and end up reading some fast food version of what it means to be a leader: barely nutritional, highly addictive and something which passes through the system quickly.)  Part of that hallucination to which Puig so eloquently refers is, I believe, related to a world in which we think we can continually “get” and “consume”.  Gimme gimme gimme, make it quick, make it punchy, make it easily digestible.  Don’t need to really soak it in, it’s just going to come out the other end anyway because, like a lot of fast food, I’m going to be hungry again in a little while and whatever is to hand will do.  What’s the next leadership model I need to (rapidly) familiarise myself with, then?

courtesy World Economic Forum

This WEF report, however, sets out more than just a model.  It’s a descriptive, and rather compelling, vision of what it could mean to be a leader and also points the way to how we could regard leader development in a VUCA world.  When the world we navigate is increasingly volatile, uncertain, complex and ambiguous, how do we respond?  As the report states, integral to effective leadership is the inner journey leaders must embark upon.  This is not about tips and strategies, rather it is something to which there are no short-cuts. Developing self-knowing can sometimes feel elusive.  Just as we get to grips with one thing, it can seem to vanish, unlike technical information, for which there is a manual.

There are concepts and phenomena that are becoming more ubiquitous and mainstream such as “emotional intelligence“, “mirror neurons“, “flourishing” and all those other really interesting things that science and rigorous research are demonstrating have some truth to them.  Any leader who wishes to remain relevant and become more effective would do well to familiarise themselves with some of these, however knowing about them and actually applying them to oneself are two different things.  There is a world of difference between a seminar that describes emotional intelligence and an experiential workshop in which you immerse yourself in stretching your abilities to relate with people and in which you practice reversing roles with others.  You will gain information from the one, but the insights gained may not result in changing who you are.  You will become different as a result of the other.

In answer to the question, “What is the best model of leadership?” I would suggest, it depends.  Not terribly helpful I know, but it depends on who you are and that question is one to which you are far better placed to answer than me.  We will all find various models or tools of more or less use.  We will all find different descriptions of leader behaviour of more or less relevance.  One thing is sure: learning who we are is essential if we are indeed “to inspire, touch and move the brains and souls of those around us” and the effectiveness of a model is, I suggest, going to be directly correlated to the level of self-knowing that the person attempting to apply it has achieved.

Models are all well and good but I believe the chief question to address is not “What is the best model?” but “How can I become more authentic?” or “Who am I and how do I bring the real me to my role as a leader?”  In my time, I’ve encountered people who are not in formally-recognised “leadership” roles, but who exercise themselves with this question daily and exhibit what I would call excellent leader capabilities.  This is the kind of thinking I infer from the WEF report: that leader development is not just for those in management roles, but in a social economy, leader capabilities are people capabilities.  All kinds of people who bring a kind of authenticity and real human-ness to their work indicate the good stuff that more CEOs would do well to take heed of.  There have been the internet provider’s customer service representatives who answer my grumpy phone calls and who manage to both help me solve my technical problems as well as ease my frustrations and keep me as a customer.  That’s leadership.  There were the hotel reservation staff who actually listened to my concerns and went the extra mile, and before I even check in have provided me an experience of customer service that makes me feel like I’ll be staying there again and again.  That’s leadership.

A model of leadership ought, in my view, be descriptive, rather than prescriptive.  In a world still dominated by “I want”, “What can I get?” and “Just give me the 10 top tips,” we need to be careful of limiting our development as leaders to descriptions of one aspect of this without also taking on board that the task at hand is self-discovery.  Fine to learn a new top tip, but we have to avoid reducing leadership to a set of behaviours or a set of attitudes.  Layering these on without also looking inside will be inauthentic.  Who are you really, underneath all that make-up?  Authentic leadership and being an authentic leader seems to me much more about being the leaders we want to be, not modelling ourselves in accordance with the latest trend, which could be akin to wearing someone else’s clothes which are slightly ill-fitting and in which we never really feel comfortable.

“Real learning gets to the heart of what it means to be human. Through learning we re-create ourselves. Through learning we become able to do something we never were able to do. Through learning we reperceive the world and our relationship to it. Through learning we extend our capacity to create, to be part of the generative process of life. There is within each of us a deep hunger for this type of learning.” Peter Senge

Part of discovering who we want to be as a leader implies doing something that nobody else has done in the entire history of the universe: being you.  I sometimes joke that a really useful personality metric would be one that has not four or 16 or 30 types of people, but seven billion.  Certainly, we have more that unites us than separates us; certainly we share 99% of our genes with mice, but the chemistry of all the roles we enact in our lives synthesises into one and only one unique living entity.

I have made the point in a couple articles that we humans learn best when in the company of other humans.  I have also made the point that it is nonsense to teach children that they must “do their own work”.  I am not contradicting myself when I advocate for discovering oneself and being the unique leader you want to be.  It is a interesting paradox that humans do learn best with cooperating with others and interacting with others, but that we need to expend our own energy and leave our own comfort zones if we are to learn anything.  Doing our own learning, however, does not mean isolating yourself from the input and assistance of others.  We do learn by watching what others do and adopting some of their ways of being, adapting them to fit our personal values.  Adopt, adapt and improve.  We learn by giving and receiving feedback from others.

When Ackoff said, “If each part of a system is made to operate as efficiently as possible, the system as a whole will not operate as effectively as possible.  The performance of a system depends more on how its parts interact than on how they act independently of each other,” he could have also been referring to each of us as individual systems within larger systems.  Maximising our intellect without doing the work on ourselveswill not make us better leaders.  As the WEF report says, part of learning how to manage in a VUCA world is related to growing “head” and “hand” skills.  These are given greater impact when growing the “heart” skills.  They are inextricably linked.  If I was to ask you which was the most important organ in your body, you might struggle to answer.  None are more important, all are essential and they all need each other in order to have a healthy and well-functioning body.  Same thing applies.  No use learning the latest tips for having robust performance conversations if you are shy of real encounter with another human being.

If self-development is a journey you wish to undertake, I would signpost a few things:

It’s divergent.  All the answers don’t become apparent all at once.  It’s unpredictable.  If you are someone who needs to always know “why” before you do the next thing, you will need to learn how to manage your frustration.  For myself, I have had to develop greater equanimity in the face of confusion.  Breathing helps.  I often wish I could show the same patience towards myself that I have with others, but there’s more grist for my mill.  Sometimes the “why” is the last thing to come (if at all).  Doing something which uses the word “toolbox” is probably not ideal because what you’ll learn about yourself cannot always be listed as an inventory beforehand.

It’s messy.  If you are someone who needs to be in control, you will also need to learn how to manage your anxiety.  Self-awakeness involves seeing things that we may not always like about ourselves and embracing them as part of who we are.  It involves “crossing the threshold of your doubts and fears,” as Puig also says.  I’ve had to develop greater balance in myself in order to help with this one.  Recently, I received feedback about something and I literally felt wobbly.  Nature and walking (or even better, walking in nature) helps me with this one.

It’s developmental.  If you need “step 1, step 2, step 3″, you will probably need to let that go.  Letting a two-year old take you for a walk would be good training for that.  It’s not a linear “from A to B” sort of thing, it’s more like from “EH??” to “Be”:  a meander from one interesting thing to another.  The “heart” journey is one on which each step builds on the previous ones and each step reveals the next thing to head towards.  You can’t plan this journey, but you can set your bearings to head in a direction.  Developing more “flow” has helped me to meet this one.  Travelling in Uganda, India and Nepal in my late 20s taught me about flow.  I remember looking down from my hotel balcony onto a Mumbai street when I first arrived and it literally looked like a river flowing.  You dive in and go with it or get exhausted trying to swim upstream.

Because the landscape is uncharted and confusing, this inner journey really can be quite unsettling.  I recently challenged someone inadvertently on a belief they have of themselves.  They knew that in a social workplace, it is important to be a good listener and empathic towards others.  I could hear that they “got it” intellectually.  When they said, “Of course I’m really good at empathising with my staff and understanding where they come from,” I naively asked, “How would you know that?”  They blushed, the smile turned to worry and something seemed to unsettle them, almost like they had uncovered something they hadn’t encountered in themselves before.  Rather than become defensive or brush it off, they boldly decided to dig a little deeper.  Brave soul.  We need courage to acknowledge our shortcomings (or at least acknowledge that we might have some!).

Using your powers for good?  How would you know?  Too many folks in business still operate out of an “egosystem” mentality and not an “ecosystem” mentality (thanks to Otto Scharmer of MIT).  I still hear managers say to me, “I need to be in control of what happens around here.”  Really?  If we continue to operate unconsciously out of mindsets that are not conducive to a healthy system, what hope for business?  Self-discovery involves becoming awake to our prejudices (Theory X anyone?) and our personally constructed glass ceilings.

Do you believe you are being supportive, empathic and compassionate?  How would you know?

Do you think you know yourself?  How would you know?

What is going on in my team?

I have been inspired by Paul Slater’s excellent article this week, Getting Teams Working, to reflect on some work I’ve been doing recently with a team.  A good chunk of my training and experience has been in group dynamics and there is direct relevance of this body of knowledge to organisational life.  In the workplace, there is some growing awareness of group dynamics as a key influencer of organisational effectiveness.  Many people are now familiar with Bruce Tuckman’s group development model: Forming, Storming, Norming, Performing and Adjourning; and it is good that people who manage teams of people are opening their eyes to the processes that go on when humans gather together, for whatever purpose.  Despite our best efforts, there is something mystifying that seems to get in the way of team effectiveness and it can be useful to look “underneath” at the dynamics and unexpressed assumptions out of which we operate.

Perhaps less well-known in this sphere is the work of Wilfred Bion.  Bion trained in medicine and went on to develop an interest in psychoanalysis, eventually immersing himself in the study of groups and group process.  He was commissioned into the British Army during World War II, working in military hospitals.  Here he devoted himself to finding ways to treat post-traumatic stress and devised ways of working with these patients in a group context.  Out of his work in group dynamics, he went on to write “Experiences in Groups” (1961) which became a seminal work in the field of group psychotherapy, providing a basis for the application of group theory in many other fields.

I think it’s important to remember that there are, indeed, many models of group development, Tuckman’s being perhaps the most well-known, and that these are more descriptive than prescriptive.  What I mean by this is that these models are not stages we “take groups through” but they are phenomena that groups experience naturally.  The various models are simply different lenses through which to observe these group phenomena and once observed, we can begin to make sense of the undercurrents that affect our teams and groups.  From here, we can develop some capabilities within ourselves to respond more ably to what goes on in our teams.

All of those models have some validity in my eyes, but for me, the work of Bion seems to have been the one that has most unlocked some of the mystery of what goes on in groups.  Anyone who manages teams, whether that be a project team or an ongoing team within a business, will have found that the work of that team sometimes seem to be sabotaged by things seemingly unrelated to its work.  This is sometimes put down to “personality clashes”, politicking or competing professional interests.  While this sometimes may be the case, there is another lens through which we can see underperformance or ineffectiveness in teams.  I am currently working with a team who are embarking on a transformation process which may eventually entail some reorganising of their workloads, responsibilities and lines of authority and accountability.  The manager has undertaken to initiate a process involving every member of this team contributing to shaping its form, so that they end up with a team structure that is fit for its purpose, rather than soldiering on with a structure that they have inherited from the past and which is proving to be ineffective and unwieldy.  This process is, unsurprisingly, generating a little uncertainty in the team members.

Transition and change naturally provoke feelings of anxiety and uncertainty.  Once again, we are dealing with feelings, whether we like it or not.  As Louise Altman writes frequently on her excellent blog The Intentional Workplace, emotions are there; it is nonsense to pretend otherwise.  Even if we try to hide our heads in the sand and focus purely on work outputs, what goes on underneath will impact on a team or organisation’s ability to be effective.  I recommend having a look at Louise’s article, 5 Reasons Business Can’t Afford to Ignore Psychology for Another 100 Years.  In it, she suggests that business can no longer afford to dismiss the impact of emotions on our abilities to work well and to be well.  To continue treating people as resources and automatons a la Henry Ford (“Why, when I only want to hire a pair of hands, do I get a whole person?”) is very simply, unsustainable.

So if you are willing to peer underneath the functioning of your team, you will be treated to a fascinating display of raw human-ness.  Above the surface, what we can see, is what Bion calls the “work group”.  This is the stated and overt reason teams form.  Groups and organisations come together to pursue sensible and realistic goals and this “work group” is what keeps people on task.  Below the surface is what he calls the “basic assumption” groups.  They are the unspoken assumptions about how the group operates.  Bion asserts that teams sometimes fall into what he calls madness; this is the skewed functioning that arises in response to anxiety and uncertainty.

Bion observed three kinds of “basic assumption” groups: fight-flight, dependency and pairing.  The “madness” of which Bion spoke and which he describes with these three “basic assumption” groups, is the anxiety that arises from change, unpredictability and volatility.  In response to a VUCA environment, team members will adopt one of these basic assumptions, and the ensuing behaviours will interfere with the team’s ability to achieve its work goals effectively.

If a group is operating from a fight-flight assumption, people behave as if the primary need is self-preservation.  Threatened by change, people resort to either fighting something (or someone) or running away from something (or someone).  A team leader will observe scapegoating, aggressiveness or unreasonable defensiveness amongst the group or alternatively, avoidance behaviours such as tangential conversations, overuse of humour as a distraction from serious issues, lateness to meetings or anything else that circumvents the work at hand.

If the group is operating out of dependency mode, the primary aim is to achieve certainty or safety.  In other words, when things are unclear and changeable, the group strives to regain some sense of security.  A dependency basic assumption says that protection will come in the form of one person and they become overly dependent on that one person to “fix” it or make it better.  They abdicate responsibility and look to the identified leader, who is of course omniscient and omnipotent, to sort things out.  A team leader who observes dependency behaviour will be greeted with acquiescent silence in response to a work-related question, a “just tell me what to do and how to do it” attitude or excessive flattery and “people-pleasing” behaviours.  Conversely, the group may “rebel” against the leader; counter-dependency is the flip side of the same coin and the leader may feel like he or she is subject to mass mutiny, with their every decision, suggestion or initiative being rejected.

Pairing derives from the underlying assumption that the group will be saved by the pairing of two of its members, who together will metaphorically create a new messiah.  Effective team functioning is frozen in the hope that two people will create the kind of leadership to take them to the promised land of “everything is OK”.  This may take the form of a number of pairs emerging within a team or the whole team sitting back while one pair comes to their rescue.  Team leaders will observe a pair of allies spending lots of time having private conversations which, unbeknownst to him or her, will be characterised by “S/he doesn’t know what s/he’s doing; if only s/he’d do it our way, things would be ticking along nicely.”  During team meetings, the team leader will notice these two folks sharing knowing glances with each other, the unspoken message being, “See?  S/he’s doing it again.”  ”There you go, that’s what we were talking about earlier.”  ”Told you s/he would say that.”  It may be that these two do things at work that are outside the remit of the “work group” but they believe they are justified because they actually know best.  Something in your gut tells you that these two are undermining you in some way, but it’s hard to put your finger on it.

When a group operates out of one of these basic assumption, it is important to remember that it is doing so unconsciously and is not aware of what is happening.  The team becomes subject to the forces of its own dynamics and is immune to the logic and reason of external realities and work expectations.

When we first begin to observe these “basic assumption” behaviours, it can be tempting to resort to labels and become rigid or formulaic in our responses.  There is nothing more frustrating than someone armed with a little psychological knowledge and adopting the mantle of Team Psychologist.  Unfortunately there is no stock response to a team behaving out of one of these basic assumptions.  There are no top tips or easy-to-apply strategies.  Apply a lens so that you can make more sense of what is happening, but then go on to reflect.  Each team has the right to its own character and its own story.  When these underlying, unconscious processes take hold and begin to rope the leader in, and I believe they do inevitably, the trick is to learn how to respond with grace and humanity.  Learning to keep going while “under fire” takes practice, resilience and lots of personal reflection on the part of whoever is in a position of leadership.  Humans, when gathered together, are subject to deep psychological forces.  If we are to keep our heads, we need to become aware of “what is ours” and what is a group phenomenon.  Reflection is one of the best practices to help overcome the sense of frustration or overwhelm when we become affected by what goes on in our teams.

Becoming the kind of leader who courageously grapples with the dynamics of groups and teams requires ongoing interest and curiosity, magnanimity and humour.  Attending to your team’s dynamics requires you to foster good relationships and open communication, tolerance for difference and collaboration.  Therein lies the work of the 21st century leader.

Feedback or noise?

I’ve been noticing just lately that this word ‘feedback’ keeps coming up.  Specifically, it’s being used in the context of letting someone know something about their behaviour or attitude.  This isn’t an uncommon word and in workplaces everywhere, people are being encouraged to give ‘feedback’ to each other…..Managers to staff….co-workers to co-workers….in fact, people all over the place to other people all over the place.

Years ago, a wise and much-loved teacher of mine remarked that he never used the word ‘feedback’ when sharing information with someone about their performance.  He likened it to the kind of feedback that you get from the speaker on your sound system—grating, dissonant noise.  Since that time, I have found myself bristling every time I hear someone say something like, “Can I give you some feedback about what you just did?” or “I think I need to give my staff some feedback about that last project.”

I have to say I tend to agree with his take on the word.  I have worked with a fair number of Managers who have to conduct performance reviews with their staff and they talk about giving feedback.  And I suspect that is more or less what it sounds like to their staff—grating, dissonant noise.  Consider the person about to enter the Manager’s office for a performance review.  Consider the thoughts and feelings that will be going through them.  Consider the slightly sweaty palms, the slightly shallower-than-normal breathing, the increased heart rate….all signs of nervousness or anxiety.  All limbic responses to potential threat or danger; the Manager is not about to leap out from behind a chair and maul them to death, however the limbic system does not operate on a level or reason or logic.  However, when the limbic system starts to kick into action, it does cause our more evolved ‘thinking brain’ to operate at less than optimal levels and we don’t take information in clearly.  The staff member sits down and the Manager begins a friendly conversation, however the hormones rushing through the staff member’s body have not entirely dissipated.  All they hear is grating, dissonant noise—feedback.

So, I hear you ask, am I suggesting that staff shouldn’t have performance conversations with their Managers?

After all, don’t people want to know how they’re doing?  And don’t organisations have a responsibility to ensure that people are working to an agreed standard?  Of course, emphatically yes to both questions.

I would suggest, however, that it is not the giving of this information that is sometimes flawed; it is HOW it is delivered.  I suspect that there are many people who experience any kind of conversation about their performance as a little challenging.  Indeed, a comment on how we’re doing will naturally elicit some kind of emotional response inside; we are not automatons.  So it behoves the giver of the information to place themselves in the shoes of the receiver and consider how to pass on this really useful information.  It is important to consider time and place.  Most importantly, it is important to consider the relationship.

I like to think of traffic lights when I share information with someone about themselves.  If the light is red, I hold back.  In other words, if I don’t feel I’ve done enough work on building a good, trusting relationship, I will be very careful what I say: not because I’m shy of telling people what I think, but because I want the words to actually be heard clearly and not come across as grating, dissonant noise.  If the light is amber, I’m getting there, but I can’t be as forthright as I would if the light was green.  With a green light, we can let someone know how they are doing in a manner that is honest and open, knowing that they are not feeling threatened or defensive, because we have spent a sufficient amount of time, energy and consideration in building a positive working relationship with them.