I Want To Know What Love Is…

Love begets love

Love begets love

There were times last week where life, circumstance, folk just seemed unfathomable to me. It started with a sense of helplessness, anger and redundancy as I processed the Orlando shootings – trying to fathom what happens? How? How does it get to the point where your anger and fear overtake you and you walk into a place where people are dancing and laughing and you kill them?

Then there was the odd spectacle of a flotilla of boats on the Thames, having some sort of braying, binary argument, declaring In or Out of Brexit – which might of bypassed me, but I was in the office & Twitter was awash (pardon the pun) with folk going: WHAT THE HELL IS HAPPENING? And I was struck with the divisiveness of the “debate” – the nastiness and disrespect that seemed to be in the air.

And the very next day there was the murder of MP Jo Cox, which somehow stopped me in my tracks in a way I can’t fully explain – maybe it’s because she’s my age, that I recognise some of her traits in my friends – I felt the wrench of kids left without a Mum, that it happened an hour from my door, that it was brutal and senseless – in daylight, in full view which somehow felt like an assault in itself – whatever it was, I was empty and bereft that evening… my words drying up.

In the face of his wife being shot and stabbed to death in the street, Brendon Cox put out a statement about Love. That his children would be bathed in love. That they would not succumb to hate. I have a soft and sentimental heart at times… his compassion made me cry.

Love. The antidote to poison.

But how? How do you love? How do you find that in you and sustain it in the face of so much toxicity? I’m assuming if you are a person with a faith or religion, you can turn there to find guidance and seek the means for love and compassion. But religion, it seems, is no guarantee of forgiveness, love, care for others….and anyway, I’m irreligious…how do I find the means to nurture my own compassion, my love, my kindness, the best of my humanity?
And where the hell is the place for something like Love in the work I do? Surely that’s not business? You can’t go around spouting love at folk – you’ll be rejected and ostracised, surely?

I’ve been pondering on some of this week.

Like many things, for me, it starts in the everyday. In the last week, I’ve tried to pay attention to Love. I’ve put the hours in. Where before I was noticing hate – brutality, difference, division, I’ve been working to notice love, care, that which unites. Sometimes, it’s not easy.

Turns out I don’t have a “definition” of love – it’s multi faceted for me, and shows up, often as a feeling, a sense – a softening of myself, physically and emotionally – a willingness to join someone in their experience and be joined.
Turns out I can’t love Donald Trump.
Turns out I can’t find my compassion for everyone.. or I possibly could – but that would be like love on an ultra-marathon distance, and in someways I’m still trying to love to 5k without stopping.
Turns out I want to work on that a little – stretch the distance my compassion and love can go.
Turns out I can be judgey and cross – dismissive at times of the things I can’t understand or decide I have no time for.
Turns out the news on TV doesn’t help me find my own sense of love and kindness.

It struck me at one point that folk who appear hate-filled might not know love. Like I’m not sure I know how to BE properly hate-filled. I’m not sure I know what that feels like – to hold some proper deeply-held sense that someone is disgusting or ugly or utterly without merit and they are to be despised, or damaged… I don’t think I know that, understand that, really
Like the urge to worsen the situation for someone weaker.
Like the urge to troll and bait and abuse.
Like the sense of such offence at someone’s skin tone or gender or religion or sexual preference that you actually hate them… I just don’t get it. What IS that? IS that a thing? Really? Or is that surface stuff – may I present my hatred to you – and underneath it all something else is true?

And if this gap is true for me…. then I figure there must be folk out there who don’t know how to BE properly love-filled. To not get that big auld dappy-daft feeling, the warm n fuzzies that make your week go better. To see someone you adore so much that you feel lighter, brighter, better just being in their vicinity.
The urge to give someone more and cheer them on and wish them nothing but good things
The urge to protect them and respect them and hold them in highest esteem.
The recognition of beauty.
The deep sense of wonder and delight.
Laughter that is infectious and connecting
The want to sit with someone who is experiencing hurt or fear or that overwhelming inadequacy thing that sometimes hobbles you… and not try to fix them, not assume they are broken, but show them the care, the kindness, the love that they currently cannot show themselves.
The fact that love can be tough – it shows tenacity and massive resilience in the face of death and destruction. The fact that love can be tender, daft, intimate, powerful.

Some folk may not know this love stuff? In that case, can we work on it? Develop our capacity to love? Is that how this works? Can love beget love? Can it really overcome hatred, or should we be working with the hateful to get them to access their love? Or both?

I don’t know the answers. I have so many questions. But as I write about hate, my body grows tense and taut and I feel fearful and sad and scared. And as I write about love, I can feel myself soften and smile and I gather the faces of folk I love, respect, care for, cherish, adore around me and I sense I’m a much bigger, better person as a result.

Maybe that’s our homework – to write and broadcast more about love….
I don’t know… what do you think?

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images are from Hugh McLeod from @gapingvoidArt

How to dine with your enemy

“How do we create a dialogue that invites the other to join – anyone we dislike…?
What a challenge in co-creating a future with those we disagree with on such a fundamental level.”

Sarah in the SeaSalt Learning WhatsApp “Pub” 23rd March 2016

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Wowsers, this is a big question… asked in the wake of another Terrorist attack, this time in Belgium.. and I don’t have the answer, but somehow I want to answer. And I’m going to work a little in the abstract here, because tipping over into the current situation is likely to polarise or inflame… and I’m trying to work quietly and carefully to offer thoughts –possible ways to “invite the other”, without being “smart-arse-I-know”, without being sentimental, without knowing, really, if it is doable, but with a deep-held belief that it is.

There is no quick fix. Dialogue that invites us to dine with our enemy does not just happen. It’s hard work, it takes relentless patience and practice, it requires surrender of self, of position, of certainty. It’s not particularly joyeous – though it can be. It can be thankless – you can feel misunderstood, insulted, frustrated, angry, exhausted…. but I’m jumping ahead of myself.

The first step isn’t creating the dialogue. The first step is creating the conditions for the dialogue – any dialogue – to happen. And by dialogue I mean simply a place where we talk WITH each other, not AT each other. Conditions are things like time – these conversations, the ones where we are actively inviting a counter-narrative into our lives in order to change outcomes, take an inordinate amount of time, if they are to be done well.
Not an hour, but hours. Not a day, but days. You inch your way toward each other, repelled and rejecting, but also if you are lucky, determined, to get a result.

And space – If I’m going to sit in conversation with someone whose views are fundamentally abhorrent to me, I don’t want to do that in a confined room, where they can fill it with their toxicity or I could fill it with mine – I want big airy places and time to walk it off/ wash it off afterward. The physical space required to do repugnant work is often overlooked.

Bill Isaacs uses a metaphor of a Container for Conversation in his work Dialogue: The Art of Thinking together. Part of his study took place in a steel mill. Above the workers on a day-to-day basis was a vast cauldron of molten steel – thousands of tons of liquid metal held right above the heads of the workers – and they carried on operating underneath it because they trusted that it held. Some of Isaacs’ work is about understanding what creates containers for conversation – how can we construct vast cauldrons where hot-headedness or steel-hard opinions can be melted, contained, held until they can be cooled and forged into something else?

So the conditions for the dialogue mean we have to forge a container – this is the bit that takes time – we’re not properly IN the conversation yet

The container created requires a suspension of judgement – give it up. Who are you to say you would or would not do a thing? or think a thing? In certain circumstance, in context…. What if you are wrong? if you are not prepared to ask yourself that question, if no-one is ever prepared to ask themselves that question, then there is no dialogue -it’s entrenched & we are talking AT. It requires a dropping of your view, however deeply held, however fond you are of it…and writing it in neat sentences in a blog cannot BEGIN to cover how challenging that can be.

It requires that everyone listens to each other – and listens well – shuts up and pays attention, not just to what is being said, but to how…and to what is not being said… and to what is being inferred or assumed. Listening like this gets underneath the surface anger/ hatred/ apathy/ smugness/power-statement/whatever defence you choose for yourself to keep others’ opinions safely away – it leaves the other properly heard. It means they have some responsibility for the bile or the bilge or the constructive stuff that comes out of their mouth, because it isn’t falling on deaf ears – they are not shouting into the void, they are being heard and their words cause responses and reactions.

It requires speaking authentically – airing outrage, naming fear, saying the unsaid, remembering joy and beauty exist, speaking with love and hope, even when that feels kind of weird and risky – it speaks to trust. And authenticity requires working with the full gamut of emotion – nothing can be off limits. If it is there, it is there

It requires respect. Respect for self, for what you bring and who you are and your own importance, along with that same respect, or more perhaps, for your opponent. The best dialogues contain respectful opposition – where differing views can be held, looked at, discussed and acted upon without treating someone as a pariah.

and then there is trust… I have to trust you will stay with me in this conversation. I have to trust that, even though we have such deeply counter-views, you have something to add, that you are worth my time, that I can learn something or act someway different as a result of sitting with you this way. At the start I might well see you as inhumane, as thick, as evil, as other. I might want vengeance, or to shake you hard so you understand what you have done. I might not be able to look you in the eye. And to show trust, I have to get over myself. I may have to sit in your disapproval or rejection. You might see me as any number of worthless things. If we are to build trust, I have to work with that, tolerate it a little.. and I might fire back at you when your view of me becomes intolerable – I’m showing you who I am and I’m no push-over. We have to give a little of ourselves up, reveal ourselves a little – good and bad – I have to trust you won’t throw that back at me and if you do, I have to try again, with a reset until something shifts.

Time. Space. Suspend Judgement. Listen. Respect. Trust. Speak your Truth – simple, yet not easy.

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I’m always aware when I write or think about this stuff that it can be read as “woolly” “fluffy” I hear “bleeding heart liberal” in my head – I label myself as a dreamer, as an altruist. Do you know what? It’s not fluffy at all. It’s bloody bloody hard work. It’s far easier to not do this delicate stuff and just crash forth, mono-opinioned, braying and squash everyone else in your sightline. (good morning, Mr Trump). Well…easier for you, maybe…

I don’t work at the upper echelons of mediation or delicate negotiation (I tried negotiating with the Unions a few times – I have a terrible track record). But this stuff is not about negotiation. It’s about long-term, deep understanding of how you conquer your own fear and prejudice – and it can be taught and practiced. You can develop tolerance. There is hope.

Where my heart quails is that this really is what it takes to work with The Other – dedication, time, slow understanding – and we are so busy, so information/ counter information filled, that can feel impossible. But it happens – there are thousands of ways these conversations are happening – not big fat showy conversations, but on the-ground groups, communities, places dialogue can and will happen.

The above isn’t perfect – I’m hoping others will comment below and add stuff to help it get better/ different – but this is the How , as I see it Sarah…(couldn’t have typed all of that on WhatsApp) x

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Julie Drybrough is a Organisational Consultant, Coach, Facilitator, Speaker, Blogger & Dialogue Guide. Working with people & organisations to improve conversations, relationships & learning – Doing stuff with love.

Find me on Twitter @fuchsia_blue

Business Translation & Keeping it Real

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This is inspired by a recent conversation with Carol Read, who is doing some extraordinary, breakthough transformation and innovation stuff in the Horizons Team, within NHS England’s Sustainable Improvement Team. I met her through connections with SeaSalt Learning & I think we have started a conversation that could last for many years…. And as we talked, I was reminiscing….

Back in the day when I was an in-house Change Consultant, working with the slightly alchemical purpose of “changing the culture” at the Postal Authority in Jersey, I had an “ah-ha!” moment.

I’d been invited to present to the Board – what has happened, what we are planning to do next, budget stuff (something along the lines of: can you find us some money to do up the staff canteen to show we mean we are going to change and improve the whole business, inside and out? I’m recommending we don’t go down “fur coat no knickers” change route…etc)

I had the standard 10–15 minutes slot, which inevitably rolled over as questions needed to be asked and answered. Part of the Board’s interest was the future, unsurprisingly. In our world, at the time, one of the best ways we could stay competitive was to innovate. We were a small Postal Service, which meant we were, potentially, more agile and able to trial stuff across the operation than larger set-ups in, say, the UK or Germany.

One way we could innovate was to be a test-bed for new delivery methods or tracking tech; we could look at new ways to produce “direct mail” (you may call it Junk mail. 10 years on and I still feel I have committed a sin calling it Junk Mail); we could look at pick-and-pack fulfilment as an income stream (Amazon was in its infancy – we were looking to learn from their model). All these future possibilities…

And I remember going back to my desk, slightly fuzzy-headed with the whirl of future-promises & tech and experiments…. And looking at the list of stuff I knew we needed to get done now. The canteen upgrade suddenly seemed very….unsexy…. but still deeply necessary… and I found it hard to reconcile.

The Board that day were all future and commerce and budgets and business opportunities (as it should be) and I knew this stuff wouldn’t mean a hill of beans to the day-to-day experience of a Postie or a member of the Counter staff until it arrived (typically in bubble-wrap, with a training course & a lot of head scratching) in front of them.

Not because they were daft, or didn’t have ambition or vision. Not because they were lazy or backward or didn’t care about the job – far from it. They were so focussed on doing the job – getting the mail out getting customers served – that what was important was there here-and-now. That was what was real.The lived experience of the place being too hot or cold. The inconvenience of parking. The canteen ruled with an iron fist by the cook who was resolute about the food offerings available.. with chips….

And so my epiphany was this: the need to Translate.

I had (I believed for a while) invented a notion: Business Translation. I saw the language of the Board – all broad brush & future tech & strategy & hypothetical circumstance vs the language of the Operation – specific & tactical, and day-to-day tangible. Separate languages – or perhaps it was just different patois – but the Change work seemed to be about bringing those two closer together. Working closely to articulate and decode “that future stuff” so we could make the here & now actions more purposeful and (dare I say it) aligned.

It all seemed so simple. Just translate stuff.
Mostly, this thought took the team to good places. At the core of our Change methods was: how do we explain this is in different languages? The way it showed up varied. We paid more attention to our internal comms, we cut back on some actions that seemed overly grounded in future flim-flam or in the compromises that come with “this is how we do it round here”. Sometimes it worked. Sometimes it burned.

Looking back, much of what we did was “push” and direct and broadcast. If I were to have my time again there, I’d have done a lot more of the pull/listen/adapt the big ideas stuff. I’d still have the fights with marketing about too-tight constraints on internal branding, but I’d probably be a little less strident in my confrontation… I’d listen more.

At the core of the change work, I still believe it’s about translation. Creating better conversations, spaces to think together, action that is communicable… that stuff. Too high falutin’ and it’s ethereal & wispy. Too grounded and it is ludding and static.

I’m grateful to Carol for the conversation – about the dreamy innovative cool stuff & the need to work closely with the here and now to deliver it.

The Poetry of Propaganda – (AKA when the “soft stuff” gets hard core)

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How do you persuade the deeply entrenched to surrender their positions?
If changing systems requires changing behaviours and behavioural change is, typically, triggered by something deeply personal (unless you go super-coercive, but that’s not an ethical/legal position most organisations would go for.. (thankfully?)) what does that mean?

When someone has made up their mind about something. About what is right or wrong. About what they can and can’t do. About what is or is not fiction or fact – and their position is harming them, or an organisation, or a country….. what actions can you take?

These are some of the questions that were raised for me from Jose Miguel Sokoloff’s TED talk as he explains how he & his team helped persuade Colombian Guerillas to demobilise.
I was first made aware of his story through the This American Life Podcast.
Sokoloff is, by trade, an advertising exec – more used to dealing with selling soap or dog food than getting involved in gnarly political/social change issues…but his reasons for taking up the challenge were, in part, emotional ones: He had never known a day of peace-time in his own country.

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Trust the Process (aka Reflections from an Unconference)

 

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Thanks to Simon Heath . Loving your work as always. x

I’m an advocate of the Unconference format. This is my third go at instigating one within the @LnDConnect community and I reckon I’m just about understanding a little of the magic that happens now.

Events like this cannot happen successfully without people creating, thinking & participating… and if you want folk to create, to reflect, to participate it is important to actively seek and carve out space and time to enable this… then get out of the way and let it breathe.

Events like this don’t happen without a facilitation team who are in service to others and to each other; a team who push experiment; who are relentlessly and genuinely curious about what is happening in their chosen field; who seek to learn themselves. In this instance the Team were (in alphabetical order) Ady Howes, Fiona McBride, Kev Wyke, Martin Couzins, Mike Collins & Sarah Storm... and me.

Here are some of my reflections ( others’ are captured at the bottom of the blog)

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J’apprends avec mon coeur et ma tête *

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*I learn with my heart and my head.

I’m writing this in the days after the Friday 13th Paris attacks.

I’m thinking about learning and the importance of it at every stage in our lives, and at every level in how we organise ourselves, our work and our society.

I’m thinking about starting with personal learning – and how important it is to keep an open mind, even if it is with a defiant heart. How our ability to see the other side to an argument and not become entrenched in our own narrow world-view has never been more important. How we still have much to learn, no matter how sure we feel.

Over the past days I have read narratives in the media, on Twitter and Facebook – some have resolutely advocated compassion, bravery, tolerance and understanding. Others have resolutely advocated vengeance, retaliation, punishment and retribution. At times over the past days I have sympathised with and rejected both sides as “the way forward”.

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Think For A Minute – Reflections on Learning & Leadership


Stop for a moment, good leaders of organisations and people.
Pause, Practitioners of Learning and Development.

Cease acting for a moment, or two, or longer and just….. Hold. Breathe. Be.
Relentless activity.

Constant striving.

Be Better.

More for Less.

Faster.

Now.
Alright. Fine. There is that.

And there is more.

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Feedback as a Gift?

image This post is in response to the invitation from Helen Amery to take part in a “Carnival” where different bloggers and thinkers write and post their take on a topic – in this case, feedback. You can find more posts through the #feedbackCarnival hashtag. She posed the following for consideration: Feedback would happen all the time if…..

The first time I remember anyone telling me “feedback is a gift”, I was mercilessly cynical. A gift? Always? Are. You. Serious?

I still have moments when someone helpfully decides to gift me with their insight and it feels less like a gift, more like a raid on my person… but on the whole, I try to hold to the notion that all information is information and that, mostly, to be informed is better than ignorance….mostly….

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Vapour, Iron & Barriers to Change – a Story

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This is not what he’s going to want to hear.

Under pressure.
Scrutinised.
A big structural change to deliver.
Budget cuts to the quick of the organisation.
He wants a neat process.
A plan… with outcomes and goals.
Delivery of that plan. Stat.
Seemingly this is where I come in….

Only…
It strikes me, as we talk that he already has this – he and his team have long since mapped the process. They understand the outcomes they are seeking.
Hell – they even took the plan to the Board and it’s all approved.
For months now, it’s been All Systems Go.
They are more than capable of delivering a plan. Stat.

So I’m wondering – why am I here?
(That question seems to annoy him. He is, after all, a very busy man…)

I’m here because I am a Consultant – He needs someone to come in and make the change happen. Run workshops. Facilitate conversations. That stuff.
(I bite down my question… Why can’t you already do that without me?)

The plan isn’t working. The outcomes and goals are not being “owned” outwith the team. The need for cuts and restructures is not widely accepted.
There seem to be barriers and blocks… hard to say what they are…
The Board collectively said yes.
This means The Board are onside.

Really?
Let’s break that down..

Well they are onside – but This Director will struggle to implement the structural cuts in Q2 & 3 because the looming deal means all hands to the pump and the disruption to resourcing is too high a risk. As a key income stream to the business, this area needs protecting.

This Director is going forward – LEAN methodologies in place now – so everything is being looked at carefully and, y’know, that all takes a while to show results. But they are absolutely committed to losing 25% of their staff and budget. It means their reach will be smaller in the Organisation, but they are fine with that.

This Director is close to the CEO and is pushing hard for things to change in their area – already the four Regional Heads are three and the resourcing has slimmed down massively. Staff are warning that it is too much too fast – there is currently a risk to retained knowledge –but that is just resistance to change, of course –that’s what you expect to hear at this stage of the game. This area is really role modelling what needs to be happening.

This Director has taken the Heads Of out for a couple of days. They have come up with a plan for how they can keep everyone and raise productivity. It’s not The Plan. It’s better. They have always prized themselves on their innovation and ability to overcome the odds. This Director is much-loved by the Team. They are the priority.

So here’s the news: The Board are not onside.

Collectively perhaps. Individually…. not so much.
I see fear. I see procrastination. I see care. I see carelessness. Protectionism. Jostling. Attachment.
Individually they have a lot to lose, staff, status, outcomes.

If you want the whole to change… you kind of need to put a lot of attention on the parts.
You want to get things moving differently? Help your Leaders deal with their emotional, relational and attachment stuff.
(Perhaps that’s why I’m here after all?)

He’s looking at me in a way that makes my tummy knot with anxiety.
On the one hand, my dialogue training tells me to inquire into both my own feelings and into the look he appears to be giving me (don’t assume, Jools. Don’t project your own nonsense onto someone else. Notice the phenomena. Work with the data. Ask what you don’t know.. he might really like what you’ve just said)
On the other hand, even my paltry knowledge of reading body language and facial expressions tells me pretty clearly:
I’m on the end of contempt.

He wants answers. I am here to give him answers.
To get the plan going.
To enable the outcomes.
To fix the barriers. Stat.
I’m meant to provide a process. Something clean and clear…. not start on about bloody-messy-fluffy-woolly emotional guff…..

I’m letting him down.

I feel squeezed.
I’d really really like the business… I sense it slipping away as I speak the truth as I see it.
Yet I can only speak the truth as I see it.

So I try to unknot my tummy and breathe into what I know to be true:

Far from being woolly and fluffy, the emotion and attachment stuff your leaders are experiencing is made of iron wills. Your barriers are metallic in their essence – not vapour-fluffy, but hard core emotion.
You want them to own damage to their organisation?
You want them to be onside with cutting jobs, budgets & risking their reputations?
You want the organisation not to be heartlessly, ruthlessly ravaged?
You need to start softening iron wills.
You need an Emotional strategy to back up your Business one.
A place for your leaders to express fear, understand where & why they procrastinate, work with care that doesn’t compromise the whole plan by overly protecting, be considerate not ruthless….
Right now all of that is being left to chance.
How about you have a cohesive plan that takes into account impact of your leaders’ emotions?

And you’re not onside with what I’m saying, I can see that – because you have your own pressure and attachments to this working. I get that, right now, this is not the answer you want….But this is the answer I’m offering you.

And breathe……

Silence ensues and I wait.
The sense of lost work and crumbling credibility drifts over me. This emotional nonsense doesn’t hold up in this world of data and process. It’s too out there….

I sit, checking in with myself – am I still breathing? How hard are my hands shaking? How much adrenaline is currently in my system? I’m working out if my knees will give as I stand. Ah well… if I fall over it’s not like I’m going to see him again.

I finally put my attention back on him.
His expression has changed. There is less contempt now – something is shifting….

He sighs.
Fatigued and irritated he asks:
So what, specifically, would your Emotional strategy to back up this Business strategy be, then?

and it’s here the work really begins….

* this is a composite tale. I never blog directly about clients. All characters appearing in this work are fictitious. Any resemblance to real persons or organisational situations, living or dead, is purely coincidental… though quite possibly likely

Reflect and Be Damned

We cannotImage: Christmas card from Sarah Boyd

We are nothing if not rhythmic creatures. As the year draws to an end, a flurry of reflection, intention and future-focussed writing, articles, conversations come into being.
It would be easy to get cynical.
To roll eyes and point at the commonality and predictability of such things – “yes, yes, year end, Reflection, Next Year, Blah….”

Except, for me, this stuff is precious and important. Taking time to look at what has been, or what is; then to bring what has worked well into plans for going forward. How can this not be good work?

Sure, there will be a fair share of braying, self-selling, shiny-storied, perfection-dusted narratives. There may also be reflections from those who feel genuinely, authentically, deeply grateful, blessed or challenged, who are sharing because they want to – (rather than to Prove How Ace My Life Is)… these reflections are, to be honest, much more my kind of reading and conversation… and I appreciate the latter more for the presence of the former… (Yes, I’m more likely to feel an urge to gently Bang my head off the table in the Face of “its all Ace”, but I sort of enjoy the chutzpah of it)

I guess I’m saying that it is good to take a moment, if and when we can, to kind of look around and take stock. There are the lessons hard-won, and the lessons yet-to-learn. Achievements under belts and potential yet to be tapped.

I don’t give a monkies if reflection happens on a random date when the Gregorian Calendar deems another random date starts, or on a Solstice that in the Northern Hemisphere heralds the move toward summer and the Southern toward Mid winter. It could be April before you Get Your Reflection on or it might be your permanent state….

The point is take time and make time to look around you- what is behind, in front, under your feet and above your head. Even more so if it feels edgy to do.

Because it is here, in the moments of reflecting, in the pause before the movement, before the jump to action, before the list of Stuff I Will Do, that possibilities and new pathways can be found.

This bit feels jagged… But I blogged last year that I don’t make resolutions….
Nevertheless, I’ve spent time reflecting of late and stuff is emerging, of course. I intend to continue working on how I show up in life and work, in my family and with friends and connections….and continue writing, as it gives me deep joy.
I intend to be the best coach, facilitator, thinker and learner I can be and to work to bring these things into my client interactions.
And part of enabling this is happen is to reflect on myself, my practice, my contribution – without disappearing up my own backside in the process.

To any and all who have read, shared, commented on and supported the fuchsia blue blog in 2014, I thank you and wish you joy, love, determination and happiness in the coming year.