You will be familiar with the idea that children move through distinct stages of development and that, for example, a teenager is not just an older more experienced 6 year old but actually sees the world in a completely different way. What you may not be aware of is that this developmental process can continue through adulthood and that there are distinct, recognisable, sequential stages that adults - and hence leaders too - go through.Read More
In the early 1970s Tim Gallwey, on a year's sabbatical from Harvard, was doing some tennis coaching at his local club. Noticing that players often improved their play despite his coaching rather than because of it, he became curious about how learning was actually taking place. He noticed was that there was an internal conversation going on in the player's head and he got curious as to who was speaking to whom!Read More
The Gamesman (immortalised in Stephen Potter's The Theory and Practice of Gamesmanship, or the Art of Winning Games Without Actually Cheating first published in 1947) seeks to win by shifting his opponent into the self-critical, effecting state Timothy Gallwey calls Self 1 and hence destroy their game!Read More
People are often unaware of their particular strengths, often dismissing them saying "But anyone could do that" and not realising that what come easily to them others may struggle to do. Helping people be clear about their strengths helps them be better at playing to those strengths - but also its important to realise there are different types of strengths: Realised Strengths, Unrealised Strengths, Learned Behaviours and Weaknesses.Read More
One way of understanding transformational learning is as a journey into the unknown. Each time we make this deeply personal journey we have to leave a place of stability and familiarity, travel into unfamiliar territory where we encounter various tests and challenges, discover a precious treasure, and bring this treasure back to our familiar world. The treasure is lost parts of who we are and, in restoring these lost parts to our selves, we become more whole and move to a more encompassing worldview.Read More
Some years ago, I had the pleasure of seeing my son Nick during his last year at school perform the "Once more into the breach, dear friends, once more" speech from Henry V. Whilst there may be more than a little poetic licence in Shakespeare's version of history, the play provides a compelling account of the highs and lows of leadership - and of how a leader's moments of greatness often come out of touching their darkest depths.Read More
The essence of leadership is being able to see what is needed, and then inspiring others to take action to effect change. Key to successful leadership is authentic leadership communication. There are three pre-requisites for authentic leadership communication:Read More
Change is difficult is because we are more or less unaware of most of what determines our thinking, feelings and behaviours - and so we aren't aware of many of the forces acting to prevent us from changing. These out-of-awareness factors, known as covert processes, include hidden agendas, blindspots, organisational politics, the elephant in the room, secret hopes and wishes, tacit assumptions, and unconscious dynamics. Whilst some of these processes are well hidden, others are often in plain sight!Read More
Every stuck pattern has 3 types of causes:
Predisposing causes: which are those factors which predispose us to behave in particular ways, such as our genetics, family upbringing and cultural context.
Precipitating causes: which trigger the pattern in the moment.
Perpetuating causes: which keep the pattern going by creating a reinforcing circle.
Becoming a great leader involves more than developing skills and achieving positions of influence. At heart it involves a developmental journey, one that takes time and which often involves overcoming considerable adversity. The journey is characterised an expanding sense of identity - from "me", to "us", to "all of us".Read More