Inspire Me

the occasional news sheet
Autumn 2003

Are We Paying Enough Attention?

Often the simplest ideas are the most powerful - such as the power of paying attention to another human being. Particularly successful influencers tend to be stunningly good at putting their own concerns to one side, and focusing their attention almost entirely upon the individual they are seeking to influence. This goes far beyond listening. It includes tuning in to subtle changes in the other persons energy levels, skin colouring, breathing - and of course taking a genuine interest in that persons concerns, desires, doubts, pleasures. It only seems to work when the attention is genuine, because people can tell when it isn't. We've been helping leaders develop this ability, by exploring the interplay between internal and external events and stimulus, and practicing switching attention inwards or outwards at will.

But - How Do People Actually Feel?

A client leading a significant organisational change programme, is seeking to give his people a better chance to work profitably and happily. His motives are pure and good, and his Board trust and like him. The project plans are detailed and thorough, all milestones are being achieved, and the task teams are meeting regularly and working hard. But there's something missing. No-one really knows how people at the front line actually feel about the change, and when asked about this, bemused looks cross peoples faces and they confess they don't know how to find out. Our task is firstly to help them develop the humanistic enquiry skills needed to fill this gap, and secondly to help them respond to the feedback in a way that works for the individuals and the organisation.

Change Alliance

You may remember I took the MSc in Change Agent Skills and Strategies at Surrey a few years ago (which by the way I still recommend for corporate change agents). The alumni have hatched a Cunning Plan - we've formed an association designed to offer clients some consistency of approach, with access to up to about sixty humanistic facilitators as needed. Its called Change Alliance.

Advanced Supervision

One of our Executive Development Programme graduates from three years ago just asked me to help him in a supervisory capacity - he's making changes in his organisation, involving some downsizing and a lot of process change. As a highly self-aware self-directed learner, he identified his need for some help with the emotional content of the changes, and his teams need for guidance and encouragement as they let go of people they've worked with for up to twenty years. Naturally this is a challenging time for them, and he knows that anything he's not dealing with effectively in terms of his own feelings could have a negative effect on others. So I've been shadowing and supporting him as he leads meetings and talks to people, plus providing clinic sessions for his top team, on the phone and on site. They say this is helping the changes go in more smoothly, and there is less trouble with the unions than they expected.

Thank you and Goodnight ...

The people at Relate will tell you that a vital part of completing a relationship as it ends is to sit down with the other person and go through in painstaking detail all the things you most enjoyed, loved and valued about them and your time together. And let them do the same back, and actually listen and take it in. Not surprisingly this works just as well with work relationships, of any kind, with persons of either sex. The process of digging deep and bringing out the heartfelt appreciation helps both parties value themselves, put to bed their doubts and grief about failing in some way, and move on freely and optimistically. So if you, like one of my clients at the moment, are about to move from one role to another and leave a lot of well-loved people behind, try it. I know its not very British but I promise you it works.

Modesty Schmodesty

No matter how long in the tooth senior execs get I still have frequent conversations with people who discount the value of their presence to those around them. Its only me! is still a common state of mind, despite mounting evidence that people are growing, blossoming and learning around them. This may be a deeply ingrained modesty thing peculiar to this island. I encourage my clients to recognise and value the contribution they make simply by being there, utilise that value as much as possible, and minimise rushing about trying to be helpful. Its not an easy transition, but they tell me its most fulfilling.

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