The Resilience Illusion in the Volatility Apocalypse

We live in a world where change is constant.. Our society has become a place where uncertainty, change, agility, volatility, ambiguity is the new normal. Our leaders are required to develop resilience….

I don’t even know what this stuff means any more… if I ever did.

We bluster on about leadership like it’s A Thing. With traits. Is this true or simply driven by a whole industry devoted to codifying behaviour and selling stuff that might make you more effective in a leadership context… possibly?
If leadership is anything, it’s probably more an action, an intention, an experience.
Try making a qualification out of that.
Leadership is more often about power and circumstance. It’s sometimes earned, sometimes taken. It’s complicated and important…. not something to take lightly… and I’m damned if I could codify and sell it – but then this is why I’ll never be a rich woman.

Perhaps we are living in a volatile world but it’s richer than that…..am I alone in getting bored with the fear-mongering of this particular now-familiar rhetoric? It’s giving me nothing…. If I look around, I can see volatility, for sure… and if I looked for certainty, for routine and rhythm, for predictability and cause-and-effect – I can find that too… but that’s a lot less juicy, I guess.

The subtext to the “volatility and ambiguity” trope seems to be that in order to “survive” we need leaders to be more resilient and tough-minded – It seems these people alone can survive the uncertainty apocalypse…
Nice. Neat.
I’d like to buy that… only I really can’t…it feels cold.

Seemingly we need leaders with resilience – as in bounce-back-ability – What is valued is your ability to recover in the face of lifestuff, your ability to perform your duties without falling over, your ability to work within uncertainty, to navigate your way through and cope- I get that, get how it’s useful…. and good on you if you have it, or if/ as you develop it….
As one who sees herself as pretty resilient, I know there are times it is a good friend to me…But possibly less-so for the people around me……because…what about everyone else? Whilst we are busy being resilient and pushing through, what happens in our wake? To the folk around us? What about the thousands of employees these resilient power-rangers lead? What if non-leaders aren’t resilient?
Who cares?
Seriously… I’m asking…If leaders have built up their resilience and tolerance to uncertainty who cares or notices those who haven’t?
What if leadership decisions (from a place of being resilient and able to cope) are really really bad for most people?
What if decisions made by a bunch of people who have mental and emotional toughness are horribly skewed and inconsiderate?
What if this push for resilient leaders is actually causing some of the divisions we see within our organisations and society? What if our leaders are actually creating volatility and uncertainty, just in the way they are being?

What I can see as being valued in business circles, which concerns me greatly, is a slightly more complex version of the rough-tough Just F*cking Do It leader that we blatantly pointed at as an unreconstructed, damaging, command and control horror show quite some time ago. It was a lot about: cut through. Be Strong. Get It Done. Crash about a lot. Don’t stop. Don’t listen… and folk got hurt.
Now it’s a little more insidiously dressed up: be resilient, be mindful, cope….and is organisational life much better?
I’m not really sure about this.

Does “resilience” include valuing connection, relationship, generosity, empathy, compassion? Probably not, because surely being some of these things makes you less resilient? You become wide open to the full consequence of a massive restructure where folk lose jobs.. what that does to people, to the culture.. or you begin to notice the huge pay differences in your organisation. That realisation can be deeply deeply disturbing in a way … because what can you do? Your leadership power, your influence, your personal resilience suddenly has a limit…best to mindfully crack on, rather than address the mess fully?
It’s the red pill/ blue pill conundrum. Open up? or Close down?

If you are open, you are, typically, less resilient.. that makes sense, right?…. you feel…. you empathise… things hurt…it stops you in your tracks….it’s deeply human, very very disconcerting and takes a lot longer to work through than just cracking on..
And it is BLOODY inconvenient….. but the truth is from there – from a place of being humbled, a place of empathy and understanding, you see a way to look after you & yours AND work hard to offer the very best for the folk you lead and affect.. Things get simpler. You can get bigger.
I think a little less resilient is good.
Only you can’t tell folk that… they have to experience it…. it’s the most annoying Catch 22 of my professional life.

My favourite leaders are those who deploy their resilience to connect-not-distance. In the face of organisational bastardness they pile in and hold open spaces for ethical, social and relational debate. They challenge with heart and head. They put themselves in the picture, not remove themselves from it. Those are folk who look into themselves, hold themselves accountable, and they grow…. these are not leaders who wait for a Public Inquiry or the Shareholder meeting to rap them on the knuckles for being unfair, unethical or uninclusive. These are leaders who use their powers partly to personally crack on, but partly to stand within their Boards and decision-making spaces, saying “I know we can, but should we?” Or “I think we need to listen to the staff/ residents/ folk whose lives will be fundamentally shifted by this decision”
I genuinely think more of this would go some way to addressing some of the bonkers societal things we are currently witnessing… including volatility and uncertainty.

My favourite coaches and facilitators insist on leaders “showing up”… the best I know don’t sooth and calm and encourage their clients to ignore the gaping holes in front of them. They don’t encourage resilience, they insist on cracking the neat facades & pushing for the red-pill of personal honesty. They know that deep wisdom, proper resilience, comes from facing into the truth of a situation… and living with what lies beyond … they challenge clients to look, to listen, encouraging more honesty, courage, self-reflection and personal accountability.

Then there are the L&D / OD people who are prepared to take risks with Leadership Development and put leaders right INTO the consequences of their decisions, not shielding them from it… Often they get push-back. Often this means it’s good work. This is where we need to be resilient… where we need to equip ourselves and work on ourselves and be a positive part of a solution….

I guess what I’m saying is, there are multiple ways we can make a positive difference to our organisations and to wider society. It’s not about sealing ourselves off. It really really isn’t.
It’s resilience, not from a place of “it hurts and it’s gnarly and I don’t want to look at it” but from a place of – “this hurts and it’s gnarly and we face into it and contribute to it getting better”
Never have we more needed the tools and time for these conversations.

Surely this is leadership for volatile times..where the illusion of resilience is held lightly…. Where we value personal maturity, ethical conduct and an inability to just F*cking do it… where we don’t resist, but we yield and listen…..and we appreciate that uncertainty is certain, so at least that’s one less thing to concern ourselves with…

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Addendum:
I’ve frequently facilitated conversations between Boards and the folk they are there to serve….it disturbs and inspires. After one recent session, a very cross Non-Exec approached me at the end and said he’d hated the process because “I really don’t like to have to listen to all of this…”
We didn’t get into conversation, but I rather hope he slept badly that night having heard what he did…I asked the Chair (who also didn’t particularly like to listen to all of this, but understood the need to and the poor decision-making that was happening, precisely because they weren’t listening) to talk to him later… to see if this listening thing had made an impact on the Non Exec.. or if he chose to be resilient to the dissent and crack on….

The Truth About Collaboration

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So the truth is there is a way to work collaboratively, co creatively and constructively with others.
Even with people who have vastly different approaches/ preferences.
And the truth is this way can’t be defined in a top-10-tip list.
And collaboration needs worked at hard for the results to show.
And it’s the less-easy path, because self-interest, self-protection and self-centredness is pretty easy to access.
Including and involving others, trusting, sharing? Ah, now… that’s a lot more complicated.

When I want to work collaboratively, it is this:
I need enough clarity, purpose & articulation to make sense.
Know why I’m doing what I’m doing…and ensure folk know that.
State my case.
Why I think what I think & stand within that….
But not stubbornly. Not blindly or narrowly.
I have to be able to give, to yield, to be as wrong as I am right.
To be interested in others.
I have to not be a petulant child.

This is Relational Practice as I understand it.
It is stuff the oils & fuels change in organisations.
The stuff in between the process and procedure and formal mechanisms and rules.
It’s thinking with clients.
It’s working with ambiguity & knowing that not-knowing is transitory, but necessary.
It’s loving the questions.
It’s not fearing new solutions.
It’s not single handedly designing a 24 week organisational solution to be delivered like an Amazon Parcel.
It’s building in consultation, iteration & experimentation.

It’s sharing findings for bigger, more expansive outcomes, rather than tightly holding small fiefdoms.
It’s uncovering answers together… because somehow going slower makes us faster.
It’s pulling existing knowledge into being & building on together that so it’s better and stronger.
It’s getting over yourself to the space beyond you.

It’s encouraging technology for progress and positive outcomes
It’s about quiet time in the crazy.

It’s putting heart and soul in & knowing that cannot be quantified, but seeking the data to explain how it worked & articulate it as best we can & repeat if we can anyway

It’s about power.
The power we think we have.
The power we exert.
The power we deny we have.
The power we are clueless about.
It’s about how kindly or thoughtlessly we use that power.

It’s not dismissing anyone.
It’s not elevating anyone either.
Everyone is important, therefore no-one is
Everyone is different, therefore we are all the same.
It’s about respectful opposition
And about humour in tough circumstances.

It’s about sitting in tough & tender conversations.
If we prefer the tough, it’s facing into the tender.
If we prefer tender, it’s putting yourself in the tough stuff.
It’s about stretch.

And about dignity.
Not denying your femininity / masculinity. Knowing you have both.
I have the capacity to be assertive & strong & directive & agentic.
I have the capacity to yield, to be soft & open & commune.
I can be certain.
I can be afraid
And these are right, proper at times.

And at the heart, it is about love.
Love of self.
Love of others.
Love of the possible & the unknown.
Love of the impossible & the known.
Living with what these give & what they take.

It’s about a hundred stories of hopes crushed & fights fought and getting up and cracking on anyway.
It’s human spirit in all it’s heartbreaking, excruciating beauty.
It’s human nature that tests things of beauty to breaking point.
It’s the terrible things we do to each other to make ourselves feel better & the terrible things we do to ourselves at others’ behest.
We are so clever… we are so dumb…..

And when I look at all of this…. the richness and the depth and the complexity of it all….
I think it is unsurprising that we turn from work that is relational, social, emotional – We go for simple narratives and binary decisions.
and it leads us to a post-truth world, where rational data co-exists with “alternative facts” and “he-said/ She-said” is the basic narrative – a stuck one. An adversarial one.
Here, there is such certainty, it undermines certainty itself.

So how about we sack-off certainty and seek to collaborate, co-create and work through relationships with a little maturity and grace?
Hard work as it is.
Try it. Today. See what happens.

Just Do The Thing.

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I got tagged in Sam Roger’s tweet (see pic above) by Marco Faccini the other day and it made me grin – because sometimes, despite my oodly-moodly tendencies to reflect and pause, for me, change work really is all about doing The Thing. Taking action or avidly holding to inaction – working with and against grains. Doing what it takes to get things moving, shifting, starting, stopping… doing The Thing. Not thinking about it. Not going on stage and talking about it. Not finding a perfect definition of it. Doing it.

There is a beguiling sense for me about the undefined notion of The Thing – it could be Any Thing… or NoThing (though, this isn’t really a thing, for me – unless, after asking: Why are you doing this? The answer seems a bit lame or overly-blah….Then The Thing might be: stop and do NoThing ..but arguably that option usually still means Listen or ReGroup or SomeThing….ok. I’ll stop now )

My interpretation of The Thing in fuchsiablue work is that it is important to understand established territory .. and then find new ways to see it, or travel through it or live in it…for me, it’s about being in service to clients and folk around me where I can be… taking and encouraging steps toward something differently useful. It’s about rolling up my sleeves, asking puzzling questions and designing stuff that’s acceptable enough to keep people alongside you, but counter-cultural enough to evoke a frisson. It’s less about permission, more about possibility. It’s about kind impact – what’s working already?… do more of that Thing then…and more again…

I know others whose The Thing is way bigger than this – provocative, challenging, bold colourful- and I like to peek over those fences, sometimes perturbed, sometimes breathless at the audacity, sometimes scathing of the certainty and showmanship… and I’m frequently impressed by the impact they have…and I never really learn what happens beyond that impact….and I’m curious about how the Big Thing leads to action and application.

I know others whose The Thing is quieter, less bold, less provocative, thoughtful, differently beautiful, more contained, not showy or world-wide, but nevertheless potent. It is often here I see the work happening – the action, the gatherings, the challenge to the norms, the collective practice, the agreement and disagreements, the subversion and the revision…..

So I’m curious….what’s your Thing?

If you were to Just Do The Thing… what would yours be? Your contribution? Your action? Your most useful part in making things change?

After the Laundry, The Ecstacy?

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I don’t know where to begin.

this is not a “normal” fuchsia blue blog post – It feels more personal.

When you wake up and hear something that you cannot compute, mentally or physically… The UK is leaving the EU. We are choosing to leave our rather odd home for 43 years, presumably to downsize…
My first response was kind of horrified. No no no no.. what? What? I mean… What? And then I was so angry I could spit. Deep visceral fury at the TV. At authority. At those who voted to Leave –I’m muttering about idiots, biggots, using delicious swear words, harsh and blue with venom injected right into them … you name it, it came. And the worry – my business. The markets tumbling dramatically…My precious fuchsiablue. Wee and wily, not globally important, but the thing that sustains me and folk I love and cherish. Now under threat through nothing I have done…. It left me livid, speechless and confused.
And the white male voices given microphones, feeling my own prejudice and bigotry run free… knowing I’m not immune from looking at another and wishing them elsewhere…..
My faith in humanity leaking away..
My urge to run home, North, where social justice and a less bitterly phobic angry narrative seemed to run.
My need to talk to others.. to sense make.. help me. Help me sense make?
A sense of powerlessness and redundancy…. I want to take my teddy and go off in a huff.
How confusing. The day before I’d blogged about love. Where was mine? Where was my compassion? My generosity?

Then last night I went back to the After the Ecstasy, the Laundry blog post I wrote in the aftermath of the Scottish Independence Vote. The vote had gone the way I expected. I wasn’t in shock. I was working from a more calm, rational place. What I said then, I hold to now.

Today feels different. Today I’m moving away from the personal affront, getting over myself and looking at what happened in a different way.

I think the vote to leave was inevitable, in many ways. I think people who have been disaffected, who have not been heard, represented, cared for, listened to and spoken for get really tired of being in that place – or really pissed off about it. I think there are amazing MPs and local authority folk who try to get them heard. I think there has been a sneering arrogance at the highest eschelons of politics for too long. I think humbleness, humanity and the notion of being a Public Servant has been too far away from the thinking and the actions of those who are more concerned about to leaving a personal legacy.

I think the parallels with some of what happens in Corporate / big organisational life are painful.

I think it is a case study in the need for diversity and inclusion in thinking and action. I think it’s been missing for too long. I think the hate-filled bile that I occasionally heard was the existing power system setting itself up to reject that diversity and inclusion. Diversity would challenge the power status quo. The power status quo REALLY likes things as they are. Diversity needs to be labelled as “bad scary threat”. .. but the paradox is that power had to align itself to the powerless to get the job done.. and now of course, the powerless have more of a voice and …oh.. that’s a challenge to the Status quo….
Yup.. we are about to live in even more interesting times.

I’ve lived in interesting times before in my life. What I learned was a few things:
No sudden moves. When the world around you appears to tilt on its axis, inaction is often the best course of action. Go slowly. Wait and watch. Think and reflect. Do bits of stuff and see what happens, but don’t make Big Plans and Try to Make Stuff Happen. That’s not how it works. Life is a series of conversations and unfolding circumstance. The recovery after the big stuff tends not to happen fast. Go with that.

If you want to alter what’s happening “Out There”, Start Here. With yourself. First. Work on your own responses. Work to be better, kinder, less of a git and encourage others to do so too. The rage and the fury etc? know they are there pay attention to them, and work to do better. And I mean that – pay attention to the bad stuff.. don’t’ brush over it like an inconvenience – That’s part of what just happened here. It leads to long-term disaffection and disconnect.

Don’t walk away. Stay with the situation, even when it gets tough. Put folk around you that remind you of the daftness of any given situation. Have a place to rage or cry or bang the table… then get up and keep going… contribute as well as you can to change, to the world you want.. that stuff.

And look after yourself. This referendum stuff has been bruising…. If you are bruised, you need salve, rest and a lot of fresh air… go do that, rather than raging at the telly.

I don’t know how this goes. But I know I need to work with what comes.
Think I found some of my love.
Interested in where you are at. x

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 Importance of Thinking Beyond Your Bubble

 

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A few days after Paris Terrorist attacks, I’m in the pub with some friends and colleagues and I’m in conversation with someone about the attacks. Her response was very much aligned to mine, a sense of: more love/ less aggression = good response to the situation. Control, vengeance, fear = long-term scary response to the situation. We were blown away by the bravery the courage and the solidarity we saw.

But it’s where the conversation went next that stuck with me and I’m still mulling on. It was when she said everyone on Facebook agreed. Her timeline on Facebook, her Twitter feed, her news alerts all pointed to the incredible, liberal, make-love-not-war sense that she already had. And I realised, mostly mine did too.

But of course that’s bollocks. Not everyone agreed. Not everyone responded as we would like. Other Facebook feeds were doubtless awash with a counter-narrative that would have made me terrified/ want to weep.

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