Click the image above and then right-click it to download a copy.
Creds to my friends at Inspired Lives for spotting this one – they never fail to help me choose to face the light x
Click the image above and then right-click it to download a copy.
Creds to my friends at Inspired Lives for spotting this one – they never fail to help me choose to face the light x
Can you meet whatever situation life and work sends you – and show others how to do the same? Resourceful people can. Resourceful people have the initiative to grasp opportunities and the ingenuity to overcome their challenges. They can make powerful decisions and help their teams and colleagues to do so too.
We have a principle in the kind of coaching I do which is about regarding everybody as resourceful.
This is such an important thing that it’s maybe one of the first points I look for when I’m working with a new client. I ask myself:
How does this person regard themselves and the people who work for them? Do they think of themselves as someone who is able to meet whatever situation arises, and who is ingenious enough to devise ways and means to overcome problems? And do they think the same of their team and their colleagues too?
Perhaps one of the main reasons why regarding yourself and others as ‘resourceful’ is so important, is because the alternative is really awful. The alternative to regarding people as resourceful, is to see yourself and others as somehow fragile and dependent.
Now, it’s true that if you bend anyone hard enough and fast enough then they might break. But that is in no way the same as being ‘fragile’. And what’s more, breaks can be mended. And it’s also true that we are all, in some way, dependent on the people around us – like the poem says, “No man is an island” – but having those kind of human links, having dependencies, is not the same as being dependent, as being unable to function at all without others.
One of the loudest complaints I hear from poor leaders is that their people: “… aren’t resourceful enough”. They wonder why nobody works as hard as them or why their team: “… don’t show more initiative”. The years have taught me that this is a 90% certain sign that this leader doesn’t regard other people as resourceful. And usually, when I get the chance to dig a little more with this kind of leader, we find out pretty quickly that they don’t really feel resourceful themselves either!
All of us have times when we lose sight of our resourcefulness. Perhaps we’ve been stretched too far out of our comfort zones too fast or for too long. Or perhaps we’ve gradually had things pile up on top of us to the point where it’s difficult to remember just what we’re capable of.
It’s taken me a long time and lots of getting it wrong along the way to discover just how important this idea of resourceful actually is. Think of it like this. If it was possible to choose between two alternative points of view, which of these do you feel is likely to be most useful?
If you could choose – which of those viewpoints would you have?
Us coaches tend to be very practical people, so we look for what works. And over the years I’ve tried a lot of things that don’t work! Now I’m pretty certain that the best leadership approach is to regard myself and others as fully resourceful.
The principle in my coaching work is that everybody has a natural ability to resolve the challenges they face and to grasp the opportunities around them.
When we forget that, or when I want to help others reconnect with their own innate resourcefulness, here are the eight steps that I follow:
Two things are important to grasp in whatever your own or other people’s definition of Resourceful is:
First, that the word itself comes from the Latin ‘Resurgere’ – which means “to rise again”. Right there in the word is an important clue. Being Resourceful does not mean never falling, it’s about getting up again when you do.
Second, being Resourceful is a ‘capability’, something which can and should be developed, learnt and practised.
I think we’re predisposed to actually look for evidence of where ourselves and others are not Resourceful. Maybe this is even more prevalent at work. Perhaps it’s because the consequences of not being Resourceful can be (or seem to be) dangerous; and that we need to compensate for them. I’m not bothered by that, it seems a natural thing to want to do. But if we want to experience more occasions of ourselves and others being Resourceful, then we’ve got to start looking for evidence of when it IS happening.
To start looking for that evidence, answer this question:
What would you see, hear, feel or otherwise notice that would let you know when you’re being Resourceful?
Once you know what Resourceful means for you or for others, and you know what evidence would let you see it was happening, two significant thought-patterns are worth exploring further. You can dive into them by answering these questions:
Your answers to those questions are the cornerstones of what some people would call an ‘empowering belief’ (kind of the opposite of a ‘limiting belief’). They’re at the heart of what might motivate you to be Resourceful, and they’re the primary clues to changing your behaviour if you want to be more Resourceful. So spend as much time exploring them as you can!
The stuff that we’re (usually unconsciously) afraid of is what most often derails our chance to be Resourceful. Being afraid of getting something wrong stops us from trying. Being afraid of looking stupid stops us from taking a risk. It’s hard to be Resourceful when your unconscious mind is afraid of what might happen if you try!
Other common fears include being afraid of getting hurt, of missing out, of failing, of letting people down, of not being good enough. There’s a lot! I’ve written about this stuff before, so feel free to browse around here. Once you stop and ask yourself honestly, what am I afraid of, or worrying about or being anxious of, it becomes much easier to see what’s going on. Don’t try to get rid of these fears – they serve their purpose – just get to the point where you’re conscious of them, and then…
Making choices, intentionally and consciously, is a very powerful (and resourceful) thing to do. Otherwise we let habit, fear and expedience run the whole show.
You can use a structure like this, if you want to help yourself or others to make powerful choices:
Remember that there’s a dynamic aspect to being Resourceful. It isn’t just a static thing, it’s about rising again when we’ve fallen or when we’re stuck or when we’re faced with another fresh challenge.
What does each part of that dynamic process feel like in your body? What do your muscles feel like? What’s the temperature of it? What feelings do you notice in your gut, in your face, elsewhere in your body? When you get to the most Resourceful part, what does that feel like? And where in your body is the centre of your own version of Resourceful?
Daft as it may sound, getting to know what your own experience of Resourceful is like in this way can be a really helpful and grounding approach.
Don’t do all of this stuff on your own. I’m a very independent person and I respect other people who like to do things by their own efforts too and I know that it really helps to be wise enough to share some of it. You can learn from, lean on and bounce stuff around with other people in a way that just isn’t possible by yourself.
Finally, I said earlier that everybody has that natural ability to resolve the challenges they face. The best way to bring that out in yourself and in others is to experiment with it. Find opportunities to be Resourceful. Get curious about what that’s like. Practice doing it like your favourite sports person would practice their skills. When you notice something isn’t working, adjust part of it, and practice some more.
One of the things you’ll often hear me banging on about is the principle (in my kind of coaching) that:
the person with the most flexibility is the one most likely to succeed.
That is, if you can adapt your approach, change your behaviour, in a way that remains authentic, then you’ll be more likely to overcome obstacles and influence people positively.
In a leadership sense, you might hear people talking about whether or not somebody has “leadership range”, and this is the same thing. Can you adapt your leadership behaviours, the way you do leadership, to best suit the people around you, the circumstances you find yourselves in and the things you want to achieve?
When it comes to dealing with other people, it’s almost always easier to change yourself than to change others. Actually, in my view, getting others to change very often requires us to change ourselves in some way, even if its only to find a better way of communicating with them.
When you see this principle of flexibility in action, it’s a very powerful thing. People sometimes come here to my coaching studio feeling totally stuck. What they’ve got to do is create enough wiggle-room in their circumstances to get unstuck – like they need to spray some WD40 on a bolt that hasn’t been turned in a while.
And the best way to create that wiggle-room, that all-important flexibility, is to work on behavioural choices . On having different ways of going about things.
- If you’ve only got one way of doing things, then sooner or later you’re going to get stuck.
- If you’ve only got two ways of going about things, then sooner or later you’ll face a dilemma.
- When you’ve got three or more options, then you’ve got the ability to select what to do and how to do it, in a way most likely to suit the circumstances. Now you have choice.
I’m going to split the rest of this article into two, so I can tackle it with a bit of depth.
Carry on reading below to find out just what it is we’re talking about when we ask people to create choices in their behaviours. What is behaviour? What needs to be going on on the inside (mostly in our heads) and on the outside, when we’re looking for behavioural choice and change?
And then I’ll give some easy ways to actually generate more behavioural choices in a second article next month (check this space for the link when that’s been written).
In my very simplistic definition, behaviour has got two important dimensions.
First, the dimension of behaviour that most people consider (because it’s ultimately the only part that you’ll ever experience of somebody else’s behaviour) is what happens on the outside, and it’s this:
what you say and what you do.
This first, outside dimension, of behaviour is the one that most people start with when they’re looking for change. And it’s the kind of thing that’ll get reported to you in a 360 feedback or an appraisal. It’s also almost always the wrong place to start when you’re wanting to generate choice and change.
Where you should be starting, is with the second, far more interesting part of behaviour:
what happens on the inside, to generate what you say and what you do.
From a behavioural point of view, what happens on the inside to determine what you say and do on the outside has got four key factors. I’m summarising like crazy here, just to give you some useful headlines about this stuff. In a coaching session we’d dive into these and have a fun time exploring around each of them quite a bit. And I also know from experience that if you’re reading this because you might want to help yourself or others to create more behavioural choices and to see some kind of positive change in your outcomes, then even just working with this at a headline level can create a great deal of new wiggle-room for you. The four factors of behaviour on the inside to consider are these:
1. Why you do it (what’s your MOTIVATION?)
2. What Outcome you want to achieve (what’s your INTENTION?)
3. The Sequence of words and actions you might take to carry this out (Your STRATEGY)
4. What Evidence will you need to see, hear or feel to know that it’s working (what CRITERIA need to be satisfied?)
Just asking some basic questions and having a few moments reflection on each of those four factors can often be enough to generate new choices and the flexibility to succeed.
Fear is a very powerful motivator, a useful survival trait and a handy source of energy. But if you let your fear run the show entirely by itself and make your decisions for you, it has a nasty habit of becoming a self-fulfilling prophecy.
So that you don’t do that, here’s some of the most common fears I see in my coaching with people at work:
Once you can see your fears for what they are – a useful mechanism for keeping you safe – then you can decide for yourself what to do with that information and, crucially, what is the bigger picture of what you actually want to have happen.
Fear is information without the cure
John le Carré
Actually, I don’t really believe you can empower anybody else, I think they have to do it for themselves. If you’re lucky as a leader, there are times when you might just be able to create the conditions that make it possible for someone to empower themselves.
I love the quote in the picture above. For me, it says almost everything about how leaders should go about creating those conditions – give away your own power.
I reckon there are two crucial ways that leaders ought to be giving away their power, if they do want others to empower themselves:
I’ve done plenty of leadership roles myself and I can tell you, when things really matter, when the outcome is an important one or when there are big things at risk, giving away power in those two ways can be absolutely terrifying!
It’s also the only way to absolutely get the best out of others, to stop feeling that you’re the only one who works at 100% and to grow beyond the limits of your own abilities.
If you’re a leader who would like to begin giving away more of your own power, so that you can get the absolute best from the people who work with you, have a ponder on these coaching questions:
Maybe I should start with a confession.
By nature, I’m actually a fairly nervous, cautious and uncertain person. People who know me well get this, and they also know that:
People who don’t know me that well tend to assume that I’m extremely confident because I choose to trust my instincts, I don’t let anything stop me, and I’ll take appropriately-managed risks in pursuit of what’s important.
But this is all learned behaviour for me.
I’ve written before about imposter-syndrome, about dealing with your gremlins and about other related topics. Explore my blog and you’ll see that this is an important area for me. Not just because it’s something I need to consciously and consistently manage myself but because it comes up again and again in my clients. Often people who are attracted to work with me because of the perceived confidence they see.
Helping people to trust themselves is a core part of my purpose.
I’m especially interested in helping those people to whom others look for inspiration. Call them leaders if you want (they rarely tend to use that term themselves, even when it’s on a nameplate outside their door). It’s just that there’s something extra about the need and responsibility to take charge of your own self-doubts when other people are depending on you. If you don’t do this, people will unconsciously sense it. They’ll be puzzled by inconsistencies in your behaviour, they’ll hesitate when you ask them to do something stretching, and they’ll be less compelling in their interactions with your clients, customers and colleagues.
If I could conjure up some kind of holy-trinity of ways to take charge of your own self-doubt, it would be the three, deceptively simple things I’ve set-out for you below. Of course there are other techniques and tools and ways of dealing with what is a natural part of the human experience, but if you can get on board with these three, nothing need ever hold you back again.
Also, I’ve set these out fairly simply, without much exposition or argument because I really want them to stand out as self-evident truths.
What I’d most like is for you to test them out in real life.
Take a couple of weeks to monitor the level and kind of self-doubt you’re experiencing. Score your self-doubts on a 1-10 scale, keep a simple journal or log, and see if your experience changes once you adopt these ideas.
Rule One: Self-Doubt has an important purpose; it’s meant to keep you safe
Your experience of self-doubt is a perfectly natural part of being human that evolved with us for a very good reason. It’s meant to keep you safe. To stop you from doing stuff that might get you killed or injured; or to stop you being ostracised from the support network of your friends, colleagues and family.
You are not wrong, stupid, weak or inadequate for experiencing self-doubt.
Rule Two: Self-Doubt is largely physiological and your body is the best tool for dealing with it
There are brain chemicals that mediate the functioning of our guts, our perceptions of the resources available to us and our moods – all at the same time. Each element of our mind-body system interacts with the others. The food we’ve eaten (or not eaten), the amount of sleep we’ve had (or not had), the movement of our bodies, the amount of oxygen in our bloodstream. It’s all in a complex and largely self-regulating system. Because of this, very simple physical changes on our part can shift our self-doubts extremely quickly. A brisk walk. A glass of water. Lifting the head. Looking at the sky. A simple meal. A few deep and controlled breaths. A chat with a friend.
If you’re experiencing self-doubt and want it to change, always, always, always start by shifting something physically.
Rule Three: Self-Doubt doesn’t go away, so learn to walk alongside it
I’ve heard people say stuff like: “You have to kill your doubts”, “You have to get rid of them, once and for all”. But if you understand the origins of this process (see Rule One, above), you’ll know that killing your self-doubts or trying to permanently get rid of them is pointless and even counter-productive. I believe it’s much better to treat your self-doubts like a kind of nervous friend. Someone who really has your best interests at heart, but maybe doesn’t quite understand everything that you want to do or achieve in your life and work.
I sometimes imagine I’m out on a hike with this friend and they’ll often point out where we might get lost, or where we might slip over. And because of them I’ll see the bit of tricky navigation, or notice the rough ground when I might not have seen or noticed that before. Then we can choose to carry on with the hike if we want to. Just helping each other out as we go.
Think about something that’s important to you in your work.
How do you know when you’ve done a good job at that?
Did you answer something like: “I just know” or “I can feel it in here“; or did you do something like touch your chest, head or stomach to show where in your body you know how you’ve done? If so, chances are that you’re Internally Referenced.
On the other hand, if you answered something like: “The results show that…” or “People tell me…” or you pointed towards some facts or figures, then you are likely Externally Referenced.
When you’re leading other people and want to be able to motivate them, or just need to understand more about your own needs for recognition (or not), then Motivation Source can be a really helpful tool.
For example, if you have a colleague who is strongly Internally Referenced, telling them “You did a great job with X” may mean very little to them and may even seem false or trite. Much better to just ask them to apply their own standards – “How do you reckon you did with X?” and then be prepared to explore that if their internal perception doesn’t match yours.
In these days of very wide and flat organisational structures, where people rarely get to see their boss, I often find myself with clients who are Externally Referenced and are really struggling with a lack of feedback. If you’re leading others who are Externally Referenced they either need to know from you how they’re doing, or they’ll need some regular data to show them.
People who are strongly Internally Referenced and able to keep it in balance can seem very self-confident. Unless they are extremely inflexible and never take into account other people’s points of view – at the far end of that spectrum is sociopathy.
People who are strongly Externally Referenced and able to keep it in balance will seem highly compassionate. Unless they are unable to be flexible and can’t ever make decisions based solely on their own views – in which case they may become co-dependent.
If you can operate the right amount of choice and flexibility around being Internally Referenced or Externally Referenced in a particular situation, then you’re likely to have both self confidence and the ability to take into account the feelings and points of view of others. Which is not bad if you’re aiming at being a great leader!
Keep an eye out over the next few days to observe and discover something new about your own motivations and those of the people around you. Here’s how.
Did you know that people tend to operate either a Towards or an Away-From motivation pattern? And that this can change from one context to another?
Motivation Towards tends to show up as positive, goal-seeking reward-based behaviour; focusing on what could go right.
Motivation Away-From tends to focus on avoiding problems and pain; on what might go wrong.
Both are useful in different contexts. When I’m chairing the audit committee in a hospital, it really helps to have people around who can focus on what can go wrong, or on what’s not working. When I’m looking to win a new contract, it really helps that my associates are positive, can-do people.
It used to be thought that these “Meta-programmes” (thought processes that guide and direct the sorting of our perceptions) were fixed and unchangeable. We now know that this isn’t true and that it is possible to choose.
As with almost everything, being aware is what counts. Being aware of what habits we are operating ourselves and of whether other people are in Towards or Away-From mode. Only then can we choose which is actually most helpful for ourselves and for our influence with others.
Three men I know chose to become teachers recently. To university, to secondary education and with young kids in primary education. For each of them teaching is a second career.
All faced versions of the inevitable questions:
The social pressures behind those questions explain why men are increasingly absent from taking a real, hands-on lead in how education is delivered.
I don’t mean in policy-making, where some of the wrong ‘old’ men continue to cling to power, but at grass-roots level, actually directly influencing young minds.
Studies show that boys and young men are outperformed by girls and women at all levels of education and that these differences are reinforced by teachers’ expectations. The impact of low male educational achievement is a real ticking time-bomb in the west and continues to have a negative impact in the workplace and the dole queue. Education should have a balanced approach so that the needs of boys are better understood and better represented. And both boys and girls need men as positive role-models in the classroom.
Personally, I’m really proud to know those three men. Wouldn’t it be great if more were to follow their examples? And I’d love it if we would stop expecting men to prioritise earning-prowess above the choice of a career with meaning and soul.
And we need to pay teachers what they’re worth.