development

You’re More Resourceful Than You Think

pexels-photo-103123 (1)

You’re more resourceful than you think.

In my younger days, I was sent to work in Leeds in the UK by the global accounting firm I worked for. Coming from sunny Perth in Australia, it was quite the cultural and climate contrast! Never one to turn down an opportunity to explore a new environment, I set about learning as much as I could about this strange new land in the North of England.

To make it interesting, a mate and I hatched a plan. Every Friday after work, we’d take a backpack to the Leeds train station and jump on a random train, not knowing where it was heading to. Our goal was to have fate decide where we’d end up, and our challenge was to spend the weekend not paying for accommodation wherever we landed.

Over the weeks, fate took us to Manchester, Liverpool, Newcastle, York, Sheffield and a bunch of other less-heard-of places. Upon arriving, we’d head to a likely looking pub, and rely on our charm and Aussie accents to get to know a few of the locals, and hope that one thing would lead to another. Without fail, it did. We had some amazing experiences and made a whole heap of new friends, some of whom I’m still in contact with to this day.

Whenever I’ve told this story, I’ve noticed that many people respond by saying ‘I could never do that’. As the author, Richard Bach says “argue for your limitations, and sure enough, they’re yours.”

You’re more resourceful than you think.

I reckon there are two types of resourcefulness. Planned resourcefulness, and discovered resourcefulness.

Planned resourcefulness is where you write the script beforehand. You create the itinerary, you know what’s going to happen and when. It’s the safer option, but there’s less potential for growth, and it ends up being kind of boring after a while.

Discovered resourcefulness is where you put yourself in unfamiliar situations and discover what you are capable of. It’s the scarier option, it requires initiative, and it shows you what you’re capable of, which is usually a lot more than you think.

In this day and age, scripts are useful but they’re not enough. We need less of the scripted-at-the-desk approach and more of the sculpted-on-the-fly approach. We need less tourists and more explorers. We’re increasingly faced with situations where the old way doesn’t work like it used to. When things get complex and keep evolving in front of our eyes, we need the ability to adapt in real time.

More than 2000 years ago, the Stoic writer Epictetus wrote “How laughable it is to say ‘tell me what to do’! What advice could I possibly give? No, a far better request is ‘train my mind to adapt to any circumstance’…in this way, if circumstances take you off script…you won’t be desperate for a new prompting.” In other words, a trained mind is better than any script.

To train your mind to be better prepared to go off script, here are a few tips:

  1. Decide on the thing you most want to happen.
  2. Strip it back to first principles.
  3. Take the first step.

Decide on the thing you most want to happen.

On our jaunts around the North of England, we decided that the thing we most wanted to happen was that we could come back and stay ‘well, that was an adventure!’ That guided our actions and put things in perspective for us. So, when you’re preparing to give that next big presentation, first ask “what do I most want to have happen as a result of this presentation?” For example, it might be that you want the audience to leave saying ‘that was really interesting and it got me thinking’.

Strip it back to first principles.

First principles are those concepts that you can easily remember and draw on time and time again. Whenever I teach a new skill, I aim to help people deeply understand the first principles rather than the tool or script that might go with it. For example, when I teach coaching to managers, I’ll help them understand the principle of ‘meet their people where they’re at’ if they want to have any chance of a successful conversation. When you rely on first principles rather than detailed scripts, there’s less to remember and more room to move.

Take the first step.

No change happens without action. The poet David Whyte suggests we focus on just taking the first step, not the second or the third. As a result, movement happens, and we’re on our way.

You’re more resourceful than you think. What can you do today to prove that to yourself?

 

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How To Own Your Strengths

The-Red-Tree-by-Shaun-Tan-Lesson-Plan-1

Last week I was working with a group of leaders in a session where they were practicing giving real-time feedback to each other. And not just any feedback: they were focused on giving feedback on the perceived strengths of the other person.

In debriefing the activity, I was surprised how many people in the group, both men and women, found it uncomfortable to receive that type of feedback. “I find it much easier to hear the things that I could improve” was a common comment. It appeared that these people didn’t want to know how good they were. Someone even said, “I’m afraid my head will get too big if I take all of that good stuff on board”.

I challenged them to think differently. After all, there’s a plethora of research out there that shows the most effective leaders own, and play to, their strengths. I created a virtual spectrum on the floor in the middle of the group. I called one end ‘Arrogance’ and the other ‘Ignorance’.

I said that I reckon too many people are so afraid of being seen to be up at the ‘Arrogance’ end that they rush to the other end instead, and don’t want to know about the gifts they possess. And I reckon that’s a wasted opportunity.

Then I went and stood in the middle. I called that place ‘Curious Confidence’. That place where you own your good stuff, and at the same time you’re always curious about how you can be improving. It’s a healthy self-esteem blended with a clear understanding that you can always improve.

Arrogance Ignorance Curious Confidence2 (1)

We discussed how to be more in the middle, more of the time. Here’s what we came up with:

  1. Say thank you. When someone gives you a compliment, you don’t need to defend against it and try to be in Ignorance. Just respond with a simple “thank you”. Try it, and notice the shift in your inner state towards a Curious Confidence.
  2. Ask for specifics. Whenever someone gives me a compliment about the work I’ve been doing with them, I’ll try to understand more about what led them to say it. I’ll often ask “what was it about what I did that you liked?” or “what difference do you think that made?”. The more I understand the specifics, the more I have to work with and perhaps use in the future.
  3. Write it down. We’re more likely to remember things when we write them down. And it helps us process them further. So rather than let a compliment drift off into the ether, keep a journal that you can refer back to from time to time. You’ll notice patterns emerge from the tapestry of compliments you receive over time.

One thing not to do. Don’t feel the need to immediately respond with a compliment. Unless it’s genuine and relevant, it’ll land flat. Act like it’s your birthday. It’s your time in the light. Accept the gift you’re being given graciously. Soon enough, it’ll be their ‘birthday’ and you can reciprocate.

I’ve noticed that as I’ve learned to be more in a state of ‘Curious Confidence’, I’m more grounded. I get less fazed by new and challenging situations because I’ve built a base of self-confidence that I can draw on. I’m burning less energy and time on self-doubt and rumination. And life is better for it. Do I have the ‘Arrogance Monster’ whispering in my ear from time to time? You bet. And that’s a good thing. But I’ve learned to stay in the healthy middle and avoid the run towards Ignorance.

So, next time you are given a compliment, how will you respond?

 

Picture: From ‘The Red Tree’ by Shaun Tan


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Courage is a Practice

When people face something big and scary, they’ll often say “I need to muster up the courage to tackle that.”

Courage Pic by E (1)

Illustration:  Elizabeth Scott

Kind of like courage is something that’s scattered around the place in small bits, and they just need to gather up all of those small bits and create a big courage ball. Then they’ll be OK, and they can lean into the big thing and do what it takes.

Kind of like courage is something you need to draw on only occasionally. Like this:

Baseline Courage Graph 1

The rest of the time you just cruise.

You wish. Life doesn’t work like that.

What if you viewed courage as a daily practice? Like going to the gym? Where you focus on building up your courage muscles so you can be ready to use them anytime something scary comes across your radar. Like this:

Baseline Courage Graph 2

Daily living offers us heaps of opportunities to be courageous:

  • Saying ‘no’ when you usually would say ‘yes’ (and vice-versa)
  • Letting go of the need to control things so tightly
  • Approaching the person that makes you nervous
  • Speaking up and speaking out
  • Making a decision even when you don’t have all the information
  • Letting someone know bad news
  • Challenging your story about what you believe life is all about

When these types of challenges are thrown at us, we often let them go through to the keeper. If we do take them up, they can feel like hard work, and we shake in our boots. All because we haven’t developed our courage muscles enough.

Develop your courage muscles through daily practice, and when the big gnarly ones come along, you’ll be ready. The big decisions won’t feel so big anymore.

Eleanor Roosevelt said, “do one thing every day that scares you.” She was on about what I’m on about.

So, what will it be today?

For more on building courage, check out a couple of my other posts:

 

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How To Be Curious

The late novelist David Foster Wallace tells a wonderful story about ‘incuriosity’ in his commencement speech This Is Water:

There are these two young fish swimming along, and they happen to meet an older fish swimming the other way, who nods at them and says, “Morning, boys, how’s the water?” And the two young fish swim on for a bit, and then eventually one of them looks over at the other and goes, “What the hell is water?”

We can all be blind, at times, to the world around us. We might think we know how stuff works, what drives our people, that we’ve got the solution to the problems. But do we really?

A team of organisational development (OD) professionals was tasked with helping the senior leaders of their organisation to have better and more frequent ‘talent conversations’ with their people. The OD team, convinced of the value of this activity, spent months developing easy-to-use tools and frameworks to help the leaders. But they struggled to get any traction. It took another few months of trying to adapt the tools to make them even better, until someone asked: “wait a minute, do these leaders even want to have talent conversations?”

The answer was a resounding ‘no’. The OD team had assumed that the leaders were keen, but in fact, they were terrified. Not because they didn’t know how. But because they saw the conversations with these ambitious people as creating a threat to their own job security.

This is a case of not seeing the water you’re swimming in. When you’re so close to your own perceptions of how the world works, you can forget to ask the bigger questions that really matter. Knowledge overwhelms curiosity.

There’s a correlation between the amount of knowledge you think you have and the amount of curiosity you demonstrate. fMRI research suggests it looks like this:

curiousity-knowledge-model-1

When there’s a gap between what you think you know, and what you think could be known, you’re curious.

Let’s break it down a little more:

curiousity-knowledge-model-2

When you have no knowledge of something, there’s nothing to be curious about. Think of the young fish in the water. That’s ignorance.

When the old fish swims by, you start to get curious. What’s he talking about? That’s wonderance.

When you realise you’ve actually learned something new, when you ‘see the water’, you can apply that knowledge to your world. That’s confidence.

When you think you know everything, you think there’s nothing to be curious about. You know it all, right? That’s arrogance.

In a world that values answers, it’s tempting to rush towards the right-hand end. Ryan Holiday, the author of The Obstacle is the Way, says when your ego gets bigger than your ears, your curiosity starts to die.When people keep calling you superman, soon enough you start to believe you are.

The trick is to stay curious at all times. To stay in that place between wonderance and confidence. Know what you know, and be humble about it. In a world where yesterday’s solutions are less effective at solving today’s problems, those who can stay curious will help us create new ways forward.

Transportation expert Wanis Kabbaj is a good example. He’s been trying to solve the increasingly huge traffic problems that rapid urbanisation presents us with. He asked: “what if traffic flowed through our streets as smoothly and efficiently as blood flows through our veins?” By simply asking that question, and being in ‘wonderance’, he’s taken our thinking in a new direction that just might yield new solutions. Check out his TED talk on that here.

Fortunately, we aren’t fish. If we choose, we can see the water. We’re born with an innate sense of curiosity: that strong desire to know and learn. Unlike other living things, we’re wired to ask “why?”

Curiosity is one of the critical meta-skills for interesting times. When your tried-and-true methods don’t work like they used to, then it’s time to dial up your curiosity. If you want to reinvent how things happen in your world, your starting point is curiosity.

Here are six ways to upgrade your curiosity:

  1. Expand Your Mind: Read and listen outside of your usual bubble. Subscribe to podcasts that cover a wide range of subjects, like NPR’s TED Radio Hour. Go into a new agent and buy magazines that you wouldn’t usually read. Sign up to Blinkist to absorb 15-minute book summaries in written and audio format.
  2. Expand Your Experience: Get yourself out of your comfort zone. Walk a different way to work. Hang out with people who think differently to you. Visit a new country each year. Go test yourself.
  3. Ask Better Questions: Be like Wanis Kabbaj. Make your default questions “why?” and “what if?” Sound like your three-year-old self.
  4. Cultivate ‘Beginner’s Mind’: Learn something completely new. That could be a new language, a new skill, a new sport. I’ve written about that idea before.
  5. Notice others: (Discreetly) observe someone in a coffee shop or a meeting, and imagine what it might be like to be them.
  6. Notice yourself: Reflect daily on your experiences, and what you made of them. Even just five minutes of journaling a day can help hone your self-curiosity.

Curiosity is the driving force behind human development. More than ever, the world needs you to be curious. Where could that be true for you?

 

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Photo: Curious Cows

How To Deal With A Humpback Whale

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Dodgems, taken to a new level…

 

I’ve recently returned from my annual windsurfing trip to Gnaraloo, in the North West of Western Australia. Eventful as always, this year provided something extra special…

I was sailing out to sea at high speed, about 500m from shore, and was looking for the next swell to ride back to the reef. It was a particularly windy day with a pretty big swell running, and my senses were heightened. I had already had some pretty amazing waves in the session so far, and was feeling “in the zone”.

And a good thing too. As I was flying along, right before my eyes, a huge humpback whale emerged from the depths. It was no more than 15 metres directly in front of me, and, travelling at speed, I had no time to think. My instincts kicked in and before I knew it, I had come to a complete stop, had turned my board around, and was sailing away in the other direction. Needless to say, my senses were racked up another few notches! The rest of the sailing session was one of the best I have ever experienced, and I was on a natural high for hours afterwards.

The interesting thing is that, at whale time, I didn’t stop and ponder my options. I just acted in a flash. No time for panic, or “what if?” – I just did what needed to be done.

This experience got me wondering – does too much thinking get in the way of us really living? How often do we act from instinct alone? And how often do we bypass our gut feeling and defer to the slower process of reason? And what are we missing out on by doing so?

Food for thought…

 

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A Map To Change

 

Most people find changing behaviours hard work. Our brain wiring is often set to drive a default pattern of behaviour, and unless we can get a good look at the wiring diagram, we’re going to be playing around in the dark.

Here’s a tool that my clients find really useful to help them change to become more of the person they want to be. If you’re trying to change, but are making less progress than you’d like, try this on for size. I call it the ‘Bigger Me’ tool.

Step 1:

Download and print off the bigger-me-template

It looks like this:

bigger-me

Step 2:

You’ll need some sort of development goal in mind. An idea of the sort of person you want to become. Maybe more influential. Maybe more patient with less competent people. Less dominating in meetings. More confident with senior management. Greater comfort with ambiguity. Pick something that’s important to you. At the top of the template, write down that goal, and the benefits of being that way.

Let’s use the example of ‘being less dominant in meetings’:

Development Map Template Top Shaded

Step 3:

Thinking about your development goal, ask yourself this question:

“If I was operating this way all of the time, what would a ‘fly on the wall’ see me doing?”

In box 1, write down what you’d actually see yourself doing. Be specific. “If I was actually being less dominant, a fly on the wall would see me:

  • Letting others finish their sentences
  • Asking more questions
  • Allowing more silence between my words
  • Giving the chairing role to someone else.”

Write your own answers in box 1.

Development Map Template 1 Shaded

Step 4:

In box 2, write down the mindset you want to have that will allow you to be this way. You could say “What would a ‘fly-in-the-mind’ see me thinking?

  • Everyone has something good to offer
  • What’s most important is for everyone to have their say
  • I’m curious as to where this might lead”.

 

Development Map Template 2 Shaded

Boxes 1 and 2 represent the “bigger you”: the behaviours and mindsets that reflect the more ‘grown-up’ version of you.

 

Step 5:

Now complete the same steps for the left hand side. Start with box 3. The behaviours you want to let go of, or at least ‘dial down’. What would a fly-on-the-wall typically seeing you doing now? In the example, we could have:

  • Talking over the top of people
  • Putting my point of view out there before others
  • Dissecting other’s points of view by finding the holes in their rationale
  • Chairing every meeting

 

Development Map Template 3 Shaded

 

Step 6:

Now complete box 4: the mindset that drives your current behaviour. Example:

  • If we don’t do it my way, it won’t work
  • If I let everyone have their say, I’ll lose control of where I want this to go
  • If I let everyone have their say, we’ll be here all day, and we don’t have time for that

 

Development Map Template 4 Shaded

 

Boxes 3 and 4 represent the ‘smaller you’ – the behaviours and mindsets that represent your current way of operating. Once you’ve completed the first four boxes, you’ll probably be feeling some tension between the smaller you and the bigger you . That’s deliberate and part of the exercise – without discomfort, we don’t change. Sit with it.

 

Step 7:

Come up with at least three things that can help you get into the “right” frame of mind and embody the “right” behaviours (sorry, the pun was there for the taking!) Example:

  • Read this map before every meeting
  • Write down three questions I could ask in the meeting
  • Ask someone else to chair the meeting
  • Do the ‘door framing’ exercise before every meeting

 

Development Map Template 5 Shaded

 

And here’s your completed map:

Development Map Template Example

 

Why does this work?

We’ve all heard the analogy of the iceberg: we only see 10% of what’s really going on (tip of the iceberg / the behaviour) and that the stuff under the waterline (our mindset) is 90% of the total picture. Our thinking drives our behaviour, so we need to map out our thinking, both current and desired, to change our behaviour.

The smaller me / bigger me tension is critical, as it provides the discomfort we all need to get us moving.

Writing down the benefits is another form of motivation to move towards the ‘bigger me’.

Tips for putting it into practice:

  • Print out your completed map and have it easily accessible. Ideally, keep it visible.
  • Give it to your coach, manager or a trusted colleague and ask them to hold you accountable
  • Do a different map for each behaviour you want to change.

 

 

Are you a Change Maker? The next intake of my Change Makers programme is on 15 December 2016. Learn more.

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Meta-Skills For Interesting Times

 

Robert Kennedy Intersting Times 2

“May you live in interesting times.
May you live in an interesting age.
May you live in exciting times.”

This phrase purportedly has it’s origins in China.  Over the past couple of hundred years, its popularity in the western world has tended to peak whenever the world goes into turmoil. I think it’s fair to say that we’re living through interesting times right now.

Some might say the changes and challenges we face in the world today are unprecedented. While that might be true, let’s not get too excited. Back in the day people were saying the same thing. They got through it.

And, if you think about it, the challenges YOU face in your life and times are unprecedented, at least for you. Assuming you’ve only been on the planet this one time, you’re writing your playbook as you go. That takes some doing.

Interesting times test us. They challenge our assumptions and boundaries, and ask us to invent new ways of seeing and living in the world. That goes for whether we are talking about individuals, organisations or whole societies. The work of leadership is to step up to those challenges and create a way through.

There are a few key skills that make the difference to whether we thrive or just merely survive during interesting times. Beyond the technical skills required for specific roles or situations, these are meta-skills that are fast becoming prized in organisations and communities the world over. Savvy companies, particularly in disrupted industries, are looking for, and appointing, leaders who embrace disruption, can connect across diverse demographics and cultures, and are exceptionally curious, open-minded, and courageous.

The World Economic Forum, The Institute for the Future, and futurists such as Bob Johansen have all researched and reported on the types of work skills required for 2020 and beyond. In synthesising their findings, the conclusion is that we need to shift from a world that values Conformity, Competencies and Certainty to one that embraces Curiosity, Connectedness and Courage.

Six C's model v2

 

These are the skills we need to cultivate in ourselves and the people who will help us to navigate these interesting times.

Courage

To act without being assured of success, without needing approval or permission, to experiment, innovate and try new approaches, be agile, and to challenge existing ideas and practices. For more on this, see my post “Do You Need Confidence, or Courage?”

Connection

The ability to seek out and connect meaningfully with a diverse range of people, apply social intelligence, serve others, and to collaborate effectively in a wide array of settings. The ability to deliberately cultivate an effective network  is an essential skill in interesting times.

Curiosity

The insatiable drive to ask questions, learn, unlearn, sit with ambiguity and ‘not knowing’, to step back, critique, and make sense of things objectively, to seek and find deeper meaning in the patterns, and see things from new and different perspectives, to have novel and adaptive thinking. Leonardo Da Vinci was a master of curiosity, which helped to make him one of the most creative people the world has ever known.

What would be the value in having more of these three C’s, both in your organisation and for yourself?

While aspiring to having more of these three C’s, we also need to transcend (but not throw out) another set of C’s:

Certainty

We are wired for certainty. In fact, our brains crave it. Certainty helps us make predictions more confidently, so we can operate in the world without having to use a huge amount of mental resources for each and every activity. In interesting times, the challenge is not to get rid of the need for certainty, but instead to learn to live in paradox: to create certainty while knowing that nothing is certain (besides death and taxes).

Competencies

For a most of the latter half of the 20th century and well into the current one, the default method of thinking about development has been through the lens of competencies i.e. the behaviours and skills you demonstrate. This approach overlooks the fact that our behaviours are guided by our mindsets – the way in which we think and see the world. If we want to thrive in interesting times, we need to move beyond upgrading competencies to also upgrading our thinking. This is known as vertical development. As Einstein said “we cannot solve our problems with the same thinking we used when we created them.”

Conformity

Like certainty, conformity has its place. We need standards, norms and laws to keep things running smoothly. In interesting times, it is often these norms, and their underlying assumptions, that are being tested. Rather than uphold conformity for it’s own sake, the more useful approach is to get behind the reason for the rule, and explore its usefulness in the current context.

Making It Happen

To cultivate your own three C’s of Courage, Connection and Curiosity, start with these tips:

Three Actions for Building Your Three C's

What Next?

If you’re interested in cultivating more Courage, Connection and Curiosity in your organisation, please get in touch for an interesting conversation to see what we can do together.

And download my latest thinking on how to future-proof your organisation by developing the three C’s in your next generation of leaders: How To Play With Fire – Equip Your Next Generation of Leaders To Deal With Anything

 

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