[00:01.6]
Hello and welcome along. I don't know if this will become an episode or not. I am, as usual, out for a walk and I'm just musing on a theme. So I thought, well, let me turn on the mic and see what comes out because it might be good, might be a load of tosh.
[00:23.5]
So let's give it a go, see what comes up. So the theme for the musing is that I think the challenge, challenges that we experience in professional development, career development, even if you're not particularly interested in career development, but your management development, leadership development, the progression of your sense of who you are and how good you are as a manager, as a leader, those challenges, I think are very rarely solved with skills.
[01:10.5]
Well, certainly not skills primarily. I think skills do play a part, but I don't think they're. I don't think a lack of skill is usually the root cause of the issue. And I think you probably know that because the types of people who are attracted to my work, to me, to this podcast, people who go on to become clients, usually are kind of self development geek.
[01:45.9]
Hello, I'm putting my hand up, I'm one too. And so if it was a skills issue, surely we would have overcome it by now because for my people, so you listening and everyone else in this community, I think self development, if you could turn self development consumption into a side hustle, we'd all be mega rich by now because we, well, me less now, but I used to, certainly used to when I actually was a manager, consume all kinds of content, self development content like podcasts, I'd read books, I would watch TED talks, I would go to training, I'd consume so much self development content all about the skills of management and leadership.
[02:47.6]
All of the ones that we've talked about here, delegating and boundaries and difficult conversations and all of that stuff. Consumed hours of content about all of that. And here's what I can tell you from my observation and then from developing my practise as a coach and as a facilitator is that this skill is almost never the bottom of the pile or, the deepest pile part of the story.
[03:23.6]
Yes, we need some skills, yes, we need to, have scripts for those conversations or we need to have tools that we can employ. But, I think the deeper aspect is our identity, both in terms of what causes us to stay in challenge with those aspects.
[03:52.7]
So identity in relation to challenge is usually about what fears and worries and doubts are we holding on to, because of who we believe or what we believe about who we are and how we need to show up in the world in order to be psychologically safe and to fit in with our community, our peers, our leaders, our institutions So if it is true that continuing to remain in challenge, or even our initial experience of challenge or even our anticipation of challenge, sometimes people come to coaching, they're oh, I need to have this really awful conversation with so and so and going, just imagining the conversation, creating a load of drama, mental drama, that sort of cyclonic thought processing.
[05:00.2]
And we haven't had the conversation. The other person doesn't even know that this conversation is even on the horizon. But we've already really stressed ourselves out about it because of our fears and worries about what that conversation will create about their reaction, about their disappointment or about their judgement of us or their rejection of us.
[05:25.6]
And often the tension that comes up for managers in being stuck in between the thing that we know that we need to do, have the conversation and the anticipated upset that it will cause and the pressure from our leaders, line managers, stakeholders, peers, whoever it is who's also involved with that other person.
[05:57.1]
And so we want to simultaneously be able to satisfy our peers, colleagues, stakeholders who are experiencing this negative impact.
[06:15.3]
And we want to satisfy our people pleasing need to not, or our self pleasing need even not to experience drama and disproportionate reactions from the other person.
[06:31.8]
And so we find ourselves in this moment of tension before the other person even knows that this situation is on our mind or that we need to have a conversation with them. It's like Seneca the Younger said in 40 AD or something.
[06:49.0]
You he's an ancient Stoic philosopher says we imagine more in imagination than in real life. We sort of suffer more in imagination than in real life. This is it. This is that moment of suffering before we've even got into the conversation or addressed the challenge.
[07:05.4]
So because we have this imagined series of repercussions from this conversation ranging from that person's reaction to what if we don't do anything and then our boss is really angry with us and then our stakeholders are pissed off and goes off, the brain just goes off on a little side quest, imagining all of the terrible scenarios.
[07:32.2]
And so we experience loads of challenge or suffering. As Seneca would say. I don't think that's necessarily a skills issue. It's not that we don't know what the conversation is that we need to have or, in fact, that we're not skilled enough to have it.
[07:47.5]
It might be. There might be some skills issues there, but actually, it's very rarely about the skill. It's much more about who we believe ourselves to be and how we keep ourselves safe and fitting in with the people in our community.
[08:05.5]
And so actually, it's an identity and an attachment issue. And so people come to coaching to help them. They might present at coaching. They will arrive, we'll have an intro conversation.
[08:22.0]
They'll be like, well, you I really need to sort out my management skills. And I'm okay, tell me more about that. What, what are the challenges that you've got going on. And they'll be well, this, this, that, that, that. Right, okay, so actually this is an identity shift that we need to enact.
[08:40.0]
It's not really a skills issue because if it was a skills issue, you'd be better placed attending training or watching some videos or doing a little E-learning than you would talking to a coach or certainly than you would talking to me as a coach.
[08:57.2]
Some coaches are much more skills based. I'm much more identity based. So I'm going to say, okay, well, how are you? How have you showed up in relation to this challenge so far? And what result did you get, and what did you anticipate about it?
[09:15.6]
What really happened, and what are you anticipating about the next time you need to do that? And what impact does that have, and how does that keep you safe? What do you imagine your boss thinks about that? And so we build a picture.
[09:30.7]
It's like each of the answers to those questions is a piece in a mosaic. Where we go, okay, so I'm imagining this person's gonna get really upset and they might cry. And so because I have a history, not me, I'm actually really okay with crying.
[09:47.3]
But for a lot of managers, they're imagining that someone might cry and thinking, oh God, I have a history where my sister cried all the time and then my parents gave her what she wanted and I hate it when people cry. Right, okay, so now we're going somewhere. And maybe I'm imagining that my boss is going to fire me if I don't deal with this, or that they'll never give me any more resource to get things done, or that they might take matters into their own hands and fire this person, even though I think Actually, we just need to give them some development or, whatever those things are.
[10:21.0]
So each question that I just mentioned builds a little tile in the mosaic. So that eventually we can stand back and go. And how much of that is really true, and how much of that is just our anticipation based on worry or fear or our imaginings about what the other person or people involved in the situation will think?
[10:48.0]
And how different would it be if you showed up to that in a different way? What options are available to you? Oh, well, I could go in and be total bad cop. Okay, great. What does that sound like? What would that feel like? What would that be like for you to try that? Do you imagine it would get the result that you need?
[11:05.4]
Yes. No. Maybe. Okay, what other options are there? What would the most confident person you know do? Well, they'd go in and say something like this. Okay. What would it be like for you to say something like that? Oh, yeah I think I could do that. Okay, great. So now we're building a new picture, putting new mosaic pieces into the puzzle of who we believe we are and what we believe we're capable of.
[11:32.1]
And then you can go away and experiment. You can try it. Then you. Often people will message me. So most one to one clients get my number, phone number, and they, keep me updated on WhatsApp, and they'll be I tried it and it wasn't a disaster and they didn't cry.
[11:49.0]
Amazing. Yeah. Because actually, it is safer for you to stretch into that zone of whatever the identity is that you need that will help you progress and develop into that next stage of management or leadership that you've maybe been hiding from because it felt too scary.
[12:08.2]
But now we're starting to have these little experiments where you try. Try some different stuff. And then all of a sudden you're believing that you're capable of doing those things, and you're only believing that you're capable of doing those things because you've done it already.
[12:25.4]
And then you look back and go, oh look, I'm somebody who has difficult conversations to get the best for my team. Oh look, I'm somebody who delegates work really effectively because I understand that actually my job is curating the conditions for my team to succeed, not doing everything myself.
[12:43.3]
Oh look, actually I'm somebody who doesn't rely on HR or my line manager to solve problems in my team because actually, I understand it's much better for me to do that and to move out of being the messenger and into being the manager. So we're all the time looking at what are those shifts in identity?
[13:04.5]
Manager as doer into manager as leader or manager as messenger into manager as leader. And each of those shifts addresses a different place where in our management practise, the problem that shows up is a skill based problem.
[13:22.7]
Actually the solve is not really the skill. The solve is really addressing the underlying identity and the things that we imagine will happen if we take the action that we assume to be the right action.
[13:39.6]
Actually, maybe that's not the right action. Maybe what we're assuming won't come true. Maybe we've built this whole story for ourselves about what that interaction is going to be and then it turns out it could be something totally different. All right, I think that's the end of my musing, so I'm going to turn off.
[13:59.3]
Thanks for listening and I'll see you next time. Bye.