What Matters – The Garden Centre Lesson


So after yesterday’s blog,  I start thinking about What Matters in my work. The things I value…The things that serve me well… I haven’t thought much about these in a while… I have an urge to properly pause for a bit and not do anything much other than stay with the question for a while – What Matters?

I give myself the gift of a few hours. I’m easing into the week from the Easter weekend and nothing is pressing too hard. There are other things I could be doing, of course, and I could allow myself to feel guilty for “wasting time” etc – but I’m over that stuff…. This is a lively, active pause, not a vegging-out, mindless one…. Good stuff will come from this…I’m encouraging myself to do as I said I was going to and stop for a while. No sudden moves. What Matters?

I sit on the floor of the office with a cup of tea in hand. The Dog is delighted I’m at her level and wags over to my side, dumping herself unceremoniously beside me….I cuddle her and stare at the spines of books, wondering which one sort of “speaks” to me – where to begin, where to begin? What follows is a period of picking books up, raffling through pages. Noticing what resonates. Noticing where I shudder…. I give myself freedom to just go with whatever. I notice myself fretting about what’s not on my shelves..is my library good enough?… I manage to laugh at myself a little…good enough for who? Who the hell is watching right now? I figure what is there got me this far & I haven’t read half of it cover to cover – there’s enough here, for today.

Through this process, I reach back to points in my learning and my development as a Practitioner where light dawned on previously dark spaces…. I find myself seeking to return to what I have been shown… Revisiting my training: how to reflect and put that reflection into new action. How to take a thing – a moment, a regular occurrence, a block, a belief, a question-  and look at it through different lenses and positions and therefore work with it differently. What Matters?

Turns out that experience matters – I don’t mean Years-Served-Endless-Hamster-Wheel-Clocking-up-Time experience, I mean the lived experience of being in the world. Of being a fully living, sensing, thinking, learning being operating in a fully living, sensing shifting world. It matters to me and for my work… my lived experience impacts me, influences me, changes me.

When I started an MSc in Org Change in 2012, I was horrified – and I mean properly Are. You. Kidding. WTF horrified – that it began with Philosophy. One of the first sessions was on Phenomenology (cue about 3 months of me having the muppets’ M-numm-M-nunnh song in my head, only with the lyrics as “phenonmenon doo-doo-do-doo-doooo” – very very bad – if you want a different experience from this explanation, view here)

Phenomenologists argue that there is no one hard and fast, objective reality, that there is simply experience, followed by the interpretation we put on that experience.  So when we were sent off to visit places near Ashridge and a bunch of us went to the same Garden Centre what we found was: We went to the same place but Oh MAN did we have different experiences. For some of us, it was all about the lovely flora & fauna – spring, colours, growth – for others, flowers signified hayfever. For others it was about security cameras, warning signs and signs saying: do this/ don’t do that – human rules on nature. For others it was about the quality of cake and coffee – the welcome and offering. The Garden Centre Lesson: Bottom line? We were physically in the same space but emotionally, mentally and experientially worlds apart.

When we got back together to talk about what we heard/saw/ noticed/ experience it was like we had been to different places. Who was right? What was important? Whose experience was more valid? Powerful stuff.

So experience matters – my experience is just a valid and useful as yours. What I see and experience counts. Even if it’s inconvenient to you.  (actually, as a Consultant…arguably especially if it’s inconvenient to you) If we want to understand the whole garden centre, we can’t just see the roses. If we want to understand the internal Culture, we can’t just data-gather from one source  – (ie Leadership, or Frontline, or Customers, or coachee etc) I mean we CAN… but if we do, we need to be clear on the limitations of that view/ experience.. and not arrange the whole world/ training budget around a single view… ( And yes, we need to layer context on to experience eventually, or no-one gets anywhere… there needs to be a value judgement in there someplace or we won’t make decisions.. but later.)

My training: Notice the phenomena. Drop the shoulds and oughts and coulds. Have the experience. Notice the data (all of it – what you think, feel, sense – bring your whole self in) Sense-make and hypothesize. Create meaning. Reflect on it (either in the moment or after the effect – or, if you are me, probably both)…Notice your bias, your Bubble & blindspots if you can…and from there, can I play with that meaning in order to move on?  Can I offer myself choices: go deeper into the issue, or widen it out or just shift it elsewhere… momentum, progress, perhaps? I’m seeking difference, insight, learning.

I go back because it’s a thing that has served me well – reflective practice – an iterative process that moves me from Here to There – wherever There might be. I know there are good models for reflective practice – interested in hearing from others what they use or value

For me? this is What Matters. Taking my experience seriously.  Taking others’ experience seriously. Data gathering from different sources. Discussion. Iteration. And time for reflection whilst cuddling the dog & perusing books that fire my synapses.

What Matters

Image thanks to @GapingVoid

I took some time off.

Over the weekend, the long Easter weekend and the weekend before, I actually stopped working and thinking about work. Since October, fuchsia blue has been working with Greater Manchester Combined Authority on a piece of culture and OD strategy work. It’s a complex, if rewarding, piece with a lot at stake, a lot to consider and a lot of people and pace in the mix. It matters. It’s taken a lot of thinking through, of working out, of asking and gathering, of showing and telling. Add to that the ever-expanding joy that is the Shindig, and what it needs and deserves from me…. and coaching, facilitating, faculty work…I have felt in demand. Stretched. Not unhappy, but working at capacity….
Some will read that and see humble bragging about busy-ness, others will read other things into it. It’s not intended to be anything more than it is what it is, for me. I make choices and work with them. My 2012 self would marvel at what my 2018 self gets up to – I’m grateful for that. I genuinely love the work I get to do – even when it tests and stretches me… I love the folk I get to work with – and their infinite patience with my frowny face at times. For once, I’ve given myself a little credit for stuff I know, which has kind of felt good…. and still I have felt a loss.

It’s been so subtle, I hardly noticed it – mostly because I’ve hardly stopped. Not properly stopping…. The type of stopping that allows pottering, free-thinking, writing, discovery, possibility. It’s part of What Matters.
I arrive at my desk with a pre-formed to do list, a series of calls to make or things to attend to. I crack through what I can and I prioritise what next or what-not. I’m not bad at it, to be honest… but In this mode, I lose connection – l lose space and being in-touch.. with myself, with others… I sort of fold in for a while and rely on what I know and can access.. it is oddly satisfying – I can click through work at a fair pace. Stuff can get done – but after a while, the “Stuff” loses something important, something that matters – it becomes more transactional, task-based… oddly unsatisfying. And I feel a loss of connection to my creativity and words.

Over the weekend I put work down – the only thing that came close was playing with Storyboard technologies for the sheer hell of drawing stuff – not because I’m designing anything or trying to create something for a client – but because I’m curious.
It felt good.

I feel more restored.
It matters.

In a month that promises an Edinburgh Shindig, an Unconference, attending the ODN Europe Conference, my first ever trip to Shetland with the glorious Scottish Ballet, ongoing work with GMCA as we begin to look at getting folk involved in stuff in a different way, in a month where I begin a new conversation with a new supervisor – my intention is to enjoy the work as it comes. To put down the to do list and do some being. To focus on What Matters.

Wonder how that will work out?

Falling Short….

He’s read another leadership article.. and he falls short.

This time it is about Creating Happiness in the team, last time there was an urge for compassion… or was it the importance of focus? I can’t recall… what I notice is that this reading and observing of things he Should Be Doing is…distracting and sometime debilitating for him.
The article is from a reputable source. It’s backed up with good evidence. It must be right. He falls short. Again. What else is out there?

I’m saying I used to have what I think are comparable feelings when I read lots of women’s magazines (I don’t read them any more)
– Pressure to look amazing (but in a particular frame of amazing).
– Assurances that being yourself is enough (if yourself is more like this incredibly high-achieving glossy person who appears to have it sorted).
– The mind-bending phenomena of both inventing and advising me how to solve an issue I didn’t know I had in one short feature….
Leaving me with mixed messages and a sense of my own massive shortcomings– Wanting to strive to be better, but woefully aware of the impossibility of a large part of the task….helpful-not-helpful stuff.

I’m not sure he’s that impressed with my women’s magazine analogy… but hey, I work with what I have, at times. The invitation to him is to look at what he is being sold here and what he is choosing to take in. What is that doing to him? What are the messages and the subtext to what he is taking on? How helpful is all of this? Why is it so derailing for him, when others might not take it on board so? Where is he in all of this?

It seems like a bit of a theme emerging at the moment with a couple of clients (and friends in informal conversations who have been promoted or moved jobs etc) about Who Am I As A Leader?
Generally, these are friends/ clients who soak themselves in Leadership Stuff…they’ve done courses, read HBR articles, sought out business books and worked hard to keep up that side of their development – but somehow this research is unsatisfying…. For me, it’s because the fundamental question of Who Am I doesn’t get answered… if anything it gets obscured.

The meaningful bit, the part where they get to express with comfort and maturity: THIS is who I am in all of this, as a Leader; THIS is how I can and will contribute, THIS is how I will behave, conduct myself & deliver; THIS is what I won’t do …. that’s the bit there seems to be little time for.

When we design Development interventions, are we really giving people time to hone and articulate their own message? We seem to spend A LOT of time telling people what a leader is or could be or should be…. But what does that mean for an individual? Who ARE they, really as a leader? As a person? What are they bringing? How do they see the world? What culture are they creating around them? And can they get OK with that?

It’s about action and reflection – in whichever order you prefer, but hopefully in never-ending lovely loops – and I can’t help thinking this is the key to much of the behavioural change, confidence and capability building we reach for in our talent programmes and development approaches…. For me, the reflective part – sit down (or wander about) express what happened and why and how and what you chose and what was around you and chew it over a bit and refine it – this is so much more relevant, potent and long-lasting (and less judgemental?) than seeking the answers from an article. He wants to Create Happiness? He can’t do that by reading about it. There has to be action and consideration….and places for that to happen.

So go create spaces virtually and face to face which invite and insist on folk showing up as themselves – where flaws and fears can be thought through, where strengths and successes can be too.
Don’t throw too much content or concept in your programme design – let people bring what they have… it’ll be rich enough.
Work with really good, sorted coaches or facilitators, ones who have done their own reflective work and understand their own stuff enough to be able to sit with others’ fears or brilliance… you’ll know who they are… they’ll be recommended to you by people other than themselves.

And for leaders? Maybe get them to detox from some of the messages that are around. Pick one TED talk a year & mull on that deeply… something like that… it might help them know they are not falling short.

——

About me:

I’m a Organisational Consultant, Coach, Facilitator, Speaker, Blogger & Dialogue Guide. Founder of #facilitationShindig Working with people & organisations to improve conversations, relationships & learning – Doing stuff with love.

Find me on Twitter @fuchsia_blue and @Shindiggery1

Facilitation: We Move Folk… or Try To…

Much of the work, when we are facilitating, is about moving people’s “states” – working to move their learning, how they see the world, their current story…. this isn’t something we talk about widely in the training of facilitators… but for me it’s a no-brainer. We move folk… or try to.

So Movement is an interesting one – as humans we can be as stubborn and immovable as donkeys. We can be deeply entrenched, utterly unable or unwilling to shift our position or thinking…. And yet we are predictable, persuadable, biddable, impressionable….so somewhere in here is possibility.

I’m clear, when I facilitate (and coach), that I mostly cannot move you if you are not open or able to be shifted. Your life experiences, your wiring, your world-view are there and if you choose to remain within those – if the defences are up – there is little I can do.
I can learn how to persuade and influence. I can make a good case, rationally and emotionally, for a shift. I can ask good questions. I can create experiences and conversations that compel. I can create a little smoke & put you in front of mirrors (not so much my style, but it’s out there, if you pay attention) I can set the environment and the “tone” which give you the opportunities to shift. I can set something up that is as enticing and beguiling as it is possible to make a thing… and still you have to meet me someplace toward it – you need to move.
(and even if you move.. you might move back… so long-term sustained states are better than short term fixes?)

I suspect when we design stuff, this shift of state is what we reach toward, consciously or otherwise.
I’ll come back to this in a bit….

I’m a social scientist by training. Sociology taught me a lot about understanding social systems. We as humans pull toward being interconnected, interacting, joined-up-in-more-ways-than-we-act, social. We influence each other – someone commits an act of terror in London, there is a wider social ripple that effects us all. Someone restructures the organisation… new team and power dynamics run….
We can’t live without cause and effect – movement is inherent in all of this – changed states, shifts and patterns.
Systems are, by their very nature, dynamic. They move and respond in order to survive and thrive. Bits waste and fall out of favour (atrophy) bits develop (emergence). It’s a dance of sorts.

When you facilitate, in the room, it is no different. You work the system, often dancing in the moment, whether you know it or not.

If you work with a group from a single Organisation, folk replicate the system the come from – they carry the rights/wrongs/ culture of the place they come from. It’s in their thinking and actions, in their behaviours and their energy – the system you work with in the room is an echo of a wider system. What is favoured one place, is a bit “meh” elsewhere.

For example, if you’ll forgive the broad-brush stuff, when I’m working in Oil & Gas sector in the Middle East, I might get a repetition of engineering thinking in the room, Sector thinking (lots of emphasis on safety), the cultural mix of Northern European liberalism, Ex-pat nomads and Middle Eastern conservatism, … brought under a shared purpose of pulling oil out of the Gulf safely, which is where the cultural differences must be dropped a little. What might be valued/ permitted in this room is expertise, proven theory, certainty, formal process and action – creativity and innovation might be viewed with a little scepticism… or flat fear.

In a UK Local Authority, the emphasis might be more on social thinking – systems, social care, social justice – what might be valued/ permitted in the room might be freedom to explore ideas, acknowledging complexity, collaboration, creativity and relationship-building… formal process and theory-based slide decks and definitive answers might just not work.

Or when working with a group from lots of different systems, an Unconference or a cross-sector workshop, I know that individuals tend to replicate the social system they know – the norms and behaviours from their world – and group work here can be more hectic, less settled for a while, especially if norms and permissions collide…..

None of this is right or wrong .. You mostly roll with it- but going back to the point above, if you are looking for the shift, if you want to successfully facilitate Movement (of learning, ideas etc) understanding the System & what it tolerates, values or rejects can greatly help your design & approach… and you can’t absent yourself from it – you will have an impact on the group you work with…

Movement & The Facilitation Shindig

we’re going to work with the theme of Movement at the May #FacilitationShindig. I’m going to use a couple of things to explore Movement in and around the system.  (If you don’t know about the Shindig yet, have a look at www.FacilitationShindig.com or follow @Shindiggery1 ) Broadly, a breakdown of what we’ll cover looks like this:

  1. As with every Shindig, one of the core principles is It Starts With You – we’ll look at what moves you and what keeps you grounded. The system is about to get mobile around you in the room – you need to be a stable point, not dragged about by others’ stuff – to be able to stand, relaxed, open, not-anxious, curious…
  2. Practical activities help you do that (be organised, understand your “flow” etc) and we will focus on physical elements which help – practices of physically centring and re-balancing. I’m drawing from Embodied Work from my teachers in this field, particularly Wendy Palmer and Amanda Ridings. Wendy looks at the physical, embodied nature of being in the world and asks how we can actively connect to our strength dignity, and warmth. In the room it is this: can you connect to the Good Stuff and extend it out, extending your personal space, creating a felt-sense of calm, inclusion etc ?
    You can find out more about Wendy’s work here:

  3. Beyond-self. Looking at understanding and moving the system. We’ll look at mapping – using 3D System Sculpting – and some stuff around movement in the room (what do we need to think about/ try when we move folk round? What happens if we are faced with physical restrictions?)
  4. Finally we’ll look in to and use Constellations – roughly speaking, this is about experiencing where we stand in relation to each other, to the sytem, to a situation or a pattern – looking at it from a number of perspectives.

So we are looking at Movement – in every sense of the word – and how that fits in our practice as facilitators and what more we can do with the dynamics we work with and are influenced by.

register your interest for the event on the 4th May click here

 buy a ticket for 4th May Movement session click here

 

 

 

Organisational Structures & Leading through Relationships

organizational_charts
I’m thinking about structures. Organisational structures and restructures and the way we organise ourselves at work – how we plan, decide, action… you know, that configuration-y stuff. Partly, this has been sparked by recent work around matrix stuctures, and partly by reading this article on how to build a self-managed organisation.

Top down, hierarchy? Matrix working? Self-organised systems? Which is best?

It kind of strikes me that they all survive or fail through relationships..and how we get information to each other effectively (aka that illusive catch-all “communication”)

Mostly, I suspect, if a group of folk get together and are unable, unwilling or ill-equipped to have the types of discussions, the information sharing, the good will and trust that generates good outcomes and understanding… it sort of doesn’t matter how the hell you organise them.

I have some sympathy with top-down hierarchical structures, at times. There is an apparent simplicity and obviousness to the process- I tell: you do – which is tidy and neat. Only… it never really works that way. Not properly and consistently…but I still like the story on occasion – the illusion of control and orderly lines…..

Then I remember the start of my leadership journey, back when my top-down authority extended precisely to the lines in my team….on paper. Off paper, my team did what was needed, irrespective (at times) of my decisions. I’d have been annoyed, but often what they ended up doing was better than anything I was coming up with – that’s when I started to let go a bit, listening properly and asking them stuff… Potentially, I grew up a bit.

My reality? Of a role in HR, then L&D/ change? I never had one of those jobs that demanded instant respect… whatever they may be…. If I wanted my authority or opinion to matter beyond my direct reports, I needed to actively build my network, my credibility and my usefulness. Frustrating as this has been, at times, that reality has been.. well, kind of character building.

Now I work in a world where any “leadership” I take or show has to be negotiated through others. There is no top-down hierarchy here…and that comes with its own set of stuff. Credibility and respect have to be earned. Collective models for leading and decision making can be bloody time consuming – building relationships, developing the ability to gather views and hold everyone to a core intent; whilst acknowledging that, actually, at some point there will be a series of corridor conversations, email, DM’s etc that support or detract from that core intent… and working to do whatever is required to make the thing happen anyway, surfacing the gnarly bits where you can either through direct action or subtle means….

If you are in a self organising team, or working in a matrix structure, your capacity to lead and influence is awarded or denied by those around you – a constantly shifting morass of opinions and relationships.. no-one is in charge so everyone is in charge, but the authority to be in charge might well depend on your confidence and capacity to talk a good game….that can feel or stressful and actually a little thankless – where do you get recognition if you lead in this model? To “take the lead” or be awarded it through circumstance of expertise, or opinion or function necessitates  you are slightly “out there” – apart from others…. yet in a collective structure – you can’t be “out there”leading  and also “in here” with everyone… it’s paradoxical and not for the faint hearted. How do we help folk hold that paradox?

Being held up as leader, or actively taking the lead and being “out there” means a risk of being misunderstood or maligned – beyond your immediate team or the folk who really know what you are up to. Some times it’s worse…. Sometimes you are venerated and revered… pedestals are, I suspect, precarious. For me, this is the stuff we need to think about and design learning interventions for – how to work with uncertainty and hold your authority in a unstable operating environment.

So what am I saying? for me, however we structure ourselves to plan, organise or act, it always comes down to the core stuff –, the need to build relationships– to develop and maintain our abilities to listen, to articulate our viewpoint (kindly, if possible), to work to remain open-minded. It’s about striving to develop our maturity, our capacity to work with uncertainty and our commitment to have positive intent to those around us.

This is not about structure, or technology or revolution or disruption.

This is about committing to developing the core skills we already have to relate and committing to designing Learning Interventions in our organisations that deeply support that for the long term.

Organizational Charts drawing by Manu Cornet, http://www.bonkersworld.net

The Heart of Leadership

img_1710

My audible groan is not appreciated. They are looking at me without warmth.
I slightly surprise myself – oh, bugger. Did I make that noise out loud?

What is on the table at this particular design meeting is the integration of a case study. This case study, or variations of it, has been used for the past 4 years with great success. It enables a venerated Professor type from London School of Harvard Tech or wherever to join the programme and work with the leaders. He talks them through something about growth in emerging markets. It’s interesting. They do stuff on it. They discuss and puzzle. They learn.

I really like the Prof – he’s looks good for his age (I’m guessing 60?) and has been doing this leadership stuff for over 30 years all over the world. We have this amazing conversation about a recent Desert Walk he undertook. I totally get why we want to work with him. He’s charming and experienced and avuncular – a natural mentor for the guys trying to create growth in emerging markets. A foil for the raw ambition 70-hours-a-week behaviours that are happening.

And I’m groaning because to the depths of my soul I believe that what would be most in service to this group of leaders, is not another technical, building mind-muscle challenge. They’ve got this. They are a smart, committed, fairly hungry ( if a little knackered) group. They can think their way through complex, VUCA whatever conditions. Demonstrably? They are all OVER that stuff.

What this group of leaders is lacking is joined-upness and trust in each other. The emotional maturity to share without churlishness. The empathy to understand how their behaviour impacts on their team and the grace to accept that sometimes, it’s not great.
The willingness to admit they are scared to let something go, because their need to be perfect and capable and strong means failure is not an option….even though that need is waking them up at 3am and they are a shell the next day, ergo more like to fail.
The recognition that their deep need to always be right and clever means someone else has to be wrong and stupid – and that sometimes, that’s a shitty choice.

The ones who have emotional maturity have been doing the hard graft for ages – building relationships, sorting out issues, oiling wheels, making things work by getting under the egos. Where what is valued is mental dexterity and logical outcomes, this emotional work goes unrecognised, unsung and those who undertake it often don’t value it themselves/ are slightly embarrassed about it – but an engine without oil grinds to a halt…

What the group of leaders we are designing for is lacking is a language to express this stuff – a means of articulating the fear or the joy, the disappointment, the paranoia, the impatience, the shame – and if you can’t talk about it or write about it, draw it or walk with it… if it is nebulous and shadowy and can’t be named, how can you ever work with it?

This can be gnarly work – coming face to face with your nasty, with the bits of you that haven’t contributed to your high-flying career thus far – the Case Study is a breeze in comparison. An easy option. The lovely comfort zone.

For some, emotional, relational stuff is literally learning a new language – something unspoken before, something they don’t understand – it can take a long time… your accent might always be terrible….how embarrassing.
Some folk find working with this stuff overwhelming – they feel the absence of something they “ought” to have and equate that to failure – so run madly from it, muttering about Fluffy crap, no place in business…only to be faced at some point in their lives with the inevitability of lifestuff – death, divorce, illness, change….and then it can all come crashing down.

So why ask leaders to look inward and build their emotional capacity? Easier to stay cerebral and crack on….

Because work without heart leads to heartless outcomes – and we need leadership who operate with compassion and care more than ever. This is not a platitude, it’s a thing – an actual thing. We talk about the future of work, of improving working lives – but a good future requires leaders who can access empathy, compassion, generosity, failure-as-learning and make decisions about their people, resources, markets etc with some ethical and emotional intelligence. A case study in emerging markets kind of bypasses that bit.

I say some of this at the design meeting – not all of it, because me on a soapbox isn’t anything particularly useful at this stage… and we talk about how to get the connection part, the relationship part more front and centre…. and slowly something more heart-felt & human emerges and I’m glad…..

—-
When they arrive they are polite, slightly scared or bored and the conversations involve a lot of comparisons and competitive niggles. Fast movements, rapid talk. Status games, power games, jostling, laughing….

They leave, days later, quieter, less scared. Less bored. They know each other better. They know themselves better. For some, this is still not right or good – the world seems altered and that’s uncomfortable as all hell – they will very quickly try to recreate their status quo. For others, and the people they lead, it is the beginning of, or the next steps to master, this new language, with all that can bring.

Wild Mind Writing Revisited– Discipline & Grit

 

grit-success-workthrough-it-2

So having tried a little Wild Writing recently, I wanted to know more. I bought Natalie Goldberg’s book and have been trying some of the exercises and experiments. It’s bloody hard!!!! And I’m slightly laughing to myself, because the tough-ness of it has come as a surprise.

What is the “it”? I think I mean the discipline – here on the FB blog, I choose what to write – I’m moved by some magical muse thing and I batter down thoughts and share – in many ways I’m lucky because I don’t really craft too much or worry too much anymore. Which is kind of an indulgence. The wall gets hit when asked to write to a set topic… or go deep, to write about something hugely painful or personal…or when asked to experiment outwith that to which I’ve become accustomed. Then? Oh Holy Hell!!! It all goes awry and I’m rambling, shambling, wordless, frustrated……

This week I had the deep joy of watching Stephanie Davies, Founder of Laughology do her thing with a group of managers in Manchester. I’m only beginning to get to know Steph – she has been generous in the extreme with sharing her knowledge, her stuff and her experiences – and I hope we get to do pretty much any kind of work together in the future…not just because she properly makes me laugh, but also because there is some real potency to the work she does… Steph was, in her time, a stand up comedian, with all the knocks and the bravery that it takes to stand up in public and be funny (which is, by the way, my idea of HELL) Subsequently, she undertook a deep-dive into researching and understanding the psychology behind humour, happiness and motivation. Her workshops are based on deep cognitive and behavioural models to help other folk understand and develop themselves…. you can learn to be more humorous, more happy and you can understand motivation, make choices differently and grow, personally, professionally, socially, cognatively..… Steph takes the business of happiness and humour very seriously …it’s good stuff.

What we talked about that resonated deeply is the notion of the need to have some Grit. Grit is the thing – the tenacious, determined, Bugger-That-Didn’t-work-what-if-I-tried-this-instead-not-bloody-giving-up thing – the sort of secret sauce in the seeming ease and effortlessness of mastery. She talks of finding the joy in struggle. That giving up can feel good… but pushing on and pushing through leads to someplace… potentially even better… (and of course, there is a place for both persistence and for yielding – I’m an advocate of NOT just banging your head off brick walls repeatedly for no reward – that’s not the joy of struggle – that’s the route to madness).

A large part of developing oneself is about practice (look also at  Carol Dweck’s work on Mindset , Angela Duckworth’s work on Grit , Matthew Syed’s work on Continuous Improvement or Malcolm Gladwell’s 10,000 hours of deliberate practice, ). Through practice, through trying different things, different variants, through trial and error, experiment and fail, we develop – our thinking, our actions, our maturity, our resilience, our tolerance. Interestingly enough we don’t just learn new, we also let go of old stuff that’s not working for us anymore – synapses in the brain that are unused kind of atrophy and die – making space for new synapses at any given point in your life.

This is the type of work and thinking which gives me hope – talking to managers about working with a growth mindset, about not being fixed – showing the science and the reasoning behind it all – keep up your management practice – try it, study it, work with it and you will be a bigger, better person and encourage those around you to be bigger better people…

And as much as I love the science… I am wired ( have wired myself?) to be more artful…

So it is as I find myself in struggle with writing wild practice and the exercises Goldberg suggests.. as I face a sense of failure and frustration when the silences and word-flow stops, as my synapses reach toward each other and mostly fail to grasp each other – I’m beginning to understand that this is the discipline that will take my writing to a different place. When I feel myself unsure and stuttering – clumsy and bambi-legged – here is the edge of my competence and control – can I push on? If I just keep going, keep paying attention, keep on experimenting with different tones and words and structures and rhythms and exercises – I know I’ll find myself in a different place… ah well – back to the notebook.

I know I’m learning. I can grit my teeth and find joy in the struggle… ish.

 

NB: I find I’m reluctant to share some of the wild writing here on the blog – all sorts of interesting learning right there about public/ private/ persona stuff. And so I especially want to thank everyone who sent me their Wild Writing, following the last blog – your courage in sharing, your trust and your insights have me humbled.