Sunday, April 25, 2010

Papal visit outrage - it ain't what you do, it's the way people react to it


With apologies to Sy Oliver, Fun Boy Three and Bananarama, this morning's shock news is that Foreign Office staff, keen to make the Pope's visit to the UK a success brainstormed such ideas as...

  • Launch a "Benedict" brand of condoms
  • Perform a duet with the Queen [ie the Head of the Anglican Communion]
  • Apologise for the Spanish Armada
  • Open an abortion clinic, and
  • Bless a gay marriage.


  • The context was clear, the staff had been called together for some 'blue sky' thinking about how to turn, what could become a stale, politically-laden, event into something positive, vibrant, and more in tune with the 21st Century.

    Brainstorming is a group creativity technique designed to generate a large number of ideas in the expansive phase of problem solving. No-one can realistically lay claim to having 'invented' it, but it was popularised in 1953 by Alex Faickney Osborn in a book called Applied Imagination.

    Although psychologists have now demonstrated that it doesn't actually serve it's explicit purpose of increasing the quantity or quality of solutions generated it can be shown to improve morale, boost work enjoyment and improve team-work. The rules of brainstorming are simple - essentially, to focus on volume, to withold discussion and criticism of others' ideas, to verbalise even outrageous ideas, and to build on ideas already shared.

    It has certainly been employed for over half-a-century, and it is hard to believe that anyone in 'management' of any kind hasn't been asked to participate in a brainstorming session at some stage in their career. This makes it hard to treat seriously the reactions expressed, by those in positions of considerable power, when the output from this particular session was leaked.

    The documents clearly indicated that those involved realised that the ideas were extreme, explicitly set the context, and showed that people were genuine in their desire for a positive end-result (a popular and successful Papal visit). These are precisely the right ways of going about a brainstorming session and documenting it.

    Yet, we have a media furour, Government ministers expressing 'deep regret', a civil servant castigated, an ambassador sent to apologise to the Pope, Roman Catholic Bishops describing it as "appalling manners", one suggesting that it is the latest element of a much larger anti-Catholic smear-campaign and a Catholic spin-doctor who wonderfully turned it into a call for Catholics around the world to demonstrate their capacity for forgiveness.

    I must admit I find that last one the most outrageous given that we are witnessing the incredibly slow unfolding of a systemic process of sexual abuse by Catholic priests of young children in their care for which they have yet to accept any collective responsibility. That however is beside the point.

    These people are perfectly well aware of the technique that led to this document. They have almost certainly used it themselves in the course of their work. They are also well aware that junior staff often feel less constraint than more senior ones and that positive outcomes almost always arise from giving them scope to be creative from time-to-time. They also know that the media are pathetically hungry for stories and will inflate even the most trivial bit of news to get a response.

    So, I am far less horrified by the memo than I am by their reactions. These people are the ones who are trying to shape our moral compass, they are the ones in whom we invest the power to make significant global decisions and to address major political and environmental crises. In my opinion, it isn't the junior civil servants who deserve castigation, it is their seniors who appear to have lost themselves in the cloud of their own super-egotistical importance.

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Behind the scenes, helping those of power see themselves, other people and situations differently
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net - thefutureofwork.org - corporate-alumni.info

    Saturday, April 17, 2010

    Is this social media thing just a psychological defence mechanism?


    If you don't read Seth Godin's blog, then I really recommend that you do.

    Today's soundbite raises a question about the daily flow into our Inbox's of email, spam, newsletters and so on - almost all of it low importance and low urgency.

    People complain, understandably about spam, but what about all the other stuff? Why is it that many people keep checking if there's fewer messages than they'd hoped for? Does this 'white noise' of generally irrelevant material actually serve a purpose?

    Seth argues that it does - it prevents us from experiencing the pain of not having addressed those things that REALLY needed addressing. It's distraction keeps us from anxiety about real work that we haven't done.

    So, I'd like to extend that question and ask whether there's a delusional dimension to all our activity on ecademy, linkedin, facebook and so on?

    All these interactions with people on continents that we will never do business with, with people who have little or no understanding of OUR business, with people whose networks never overlap with those which we need to access. All the "like" buttons that get pressed before we've even read the item, the re-tweets, and scrawls on the virtual wall of our friend's facebook.

    Do they serve a purpose simply to distract us from more practial tasks that would REALLY help our business? I could go on, but I'm sure you get the point.

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Behind the scenes, helping those of power see themselves, other people and situations differently
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net - thefutureofwork.org - corporate-alumni.info

    Tuesday, April 13, 2010

    Corporate Alumni Networks - savvy employers nurture their leavers


    As some of you may know, for the last three or four years, I have been managing the networks of former employees for a couple of large organisations. A corporate alumni network, provides the means for people who used to work together to keep in touch. Some do so purely for social reasons, others do so for commercial ones, and many do so because they know that most new jobs are found through our personal network.

    Companies benefit a great deal from alumni networks. Not only are the members usually good ambassadors for the business but they are also a rich source of new recruits. People leave and improve themselves. It is insanity not to be prepared to offer them a job should they wish to return later. They also refer friends and relatives to the firm, and even pass on good business opportunities to their former contacts within the business.

    Of course, most companies don't even think of pro-actively managing these networks and just allow them to develop through public applications like Facebook and LinkedIn, but savvy ones choose to provide more for their former colleagues, and that's where I come in.

    A couple of us were tinkering with a recent new tool on the internet the other day. It produces animated videos to tell a story. We thought we'd experiment with an animated interview with myself explaining more about these networks. Go on, have a cup of tea and a laugh for a few minutes...



    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Behind the scenes, helping those of power see themselves, other people and situations differently
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net - thefutureofwork.org - corporate-alumni.info

    Thursday, April 08, 2010

    Social Intelligence - why some people love parties and others hate them


    A while ago, I posted a blog entry on Developing Social Intelligence. It obviously struck a chord with a lot of people.

    As part of a pilot in-house programme on self-development for a large organisation, I produced a short video introduction to Social Intelligence. Sadly, the recession put an end to this fascinating initiative. The video is my first effort at anything like this, so please excuse the limited technology, but I thought you might be interested nonetheless.

    Social Intelligence, first described by Edward Thorndike in 1920, explains why some people are very comfortable in the company of strangers while others find social settings painfully difficult. It is a critical factor in determining personal success, happiness, mental well-being and good personal relationships. In recent years, it has been popularised by "positive psychologists" and the "happiness movement". Academics prefer the original work, and today there are extensive research programmes exploring its genetic components, evolutionary significance and neuro-imagery.



    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Behind the scenes, helping those of power see themselves, other people and situations differently
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net - thefutureofwork.org - corporate-alumni.info

    Tuesday, March 30, 2010

    The use and abuse of power at work - Association (4/21)


    By association, we gain personal worth without necessarily having to do anything in particular to deserve it. We rely on the body with which we are associated to perform and we bask in that glory.

    Obtaining power and influence through association is at the heart of many conservative institutions. Fathers who attended a certain school may be offered the right to send their son to the same one, or may be heard to have 'put his name down before he was born'. It may be far easier to do this than to join a lottery for a place at an even better school. The school is only relatively recently measured by the academic achievements of its pupils, but instead is seen as a launching point for a career because of the power it conveys 'by association'.

    The same applies, of course, to the college or university that the individual goes on to attend. If they make it to Oxford or Cambridge, then it is the college that counts. If it is to a lesser university such as Bristol or Aberdeen, then it may be the Hall of Residence that bestows prestige. There's even an inverted snobbery around two places that Victorians might have sent their less-academic sons to - Camborne School of Mines and the Royal Agricultural College in Cirencester.

    Many students choose a university because of its prestige, rather than its quality in their particular field, knowing that they will later derive power by association. They may decide which companies to apply to, in the hope that once recruited, regardless of their personal performance, their CV will 'look good'. One reason why class polarisation happens around universities is because students from poorer backgrounds, state schools and who are the first in the family to enter higher education, often don't get advice about the longer-term prestige of certain institutions, especially in respect of particular disciplines.

    Professional bodies try to acquire this prestige, as it appeals to prospective members, by purporting to have exacting entry requirements when in practice it is simply the colour of someone's money that leads to their acceptance. Some, such as the "Royal Society for the encouragement of Arts, Manufactures and Commerce" (RSA) in London, have been so successful at this in the past that, even though membership is effectively open to all, you will see otherwise highly esteemed individuals forego listing more substantial and significant memberships in favour of FRSA after their name. Other popular professional bodies that appear to convey similar kudos are the Royal Geographical Society and the Institute of Directors.

    For those who feel an affinity to a particular trade or profession, there are the Livery Companies which almost automatically lead to Freedom of the City of London. Then, of course, the ultimate in membership bodies are the London clubs. A few remain quite exclusive, but many have been forced to widen their net and today will accept almost anyone who is able to afford their fee and gets to know a couple of existing members.

    Just as graduates may seek to join certain 'blue chip' companies, so those who have worked for them will draw on this to assume power by association. There is no firm definition of a blue-chip company, the term is simply applied to large, creditworthy businesses with well known brands. The precise membership of this 'club' is constantly changing but most have an enduring strength.

    In many situations, the assumption is made that it is at the time of joining the 'elite' organisation that screening will have happened - such that only someone who is particularly good would be accepted there. Ironically, of course, it is mainly when we are recruiting that we assign an individual more power than their counterpart because of their previous associations, thereby perpetuating the myth that the individual is somehow deserving of their status.

    Officers in the Army have a remarkably consistent way of speaking. While there are exceptions, and there has been a tendency to maintain a modicum of regional pronunciation, the Sandhurst dialect is widely recognised and instantly allows one officer to recognise another many years later when they meet around the boardroom table. (http://www.telegraph.co.uk/comment/personal-view/3589742/Its-fashionable-to-speak-like-a-warrior-again.html)

    Without doubt selection for, and being graduated by, Sandhurst, is one of the toughest screening processes that a young person is going to experience, so it is little wonder that so much kudos is attached to it. Power by association that will last a lifetime.



    This process is by no means restricted to the educated, upper middle class. The military have also always imbued the troops with a regimental identity. It is well known that a significant proportion of the younger people entering the Forces have had an unsatisfactory childhood and the Regiment soon becomes a new family to them. They gain power by association with it and, in turn, make their own contribution to its ongoing reputation. There are countless small details that allow a former soldier to recognise one of their peers. Apart from physical bearing, ties, watch straps, pin badges, blazer buttons, and subtle verbal cues all play a role.

    Any excuse to include a little Porridge...



    Even the prison system offers power by association. It is said that there's a hierarchy of establishments among prisoners - the tougher the establishment the tougher you must be perceived to be by the 'establishment'.

    Power by association is totally dependent on the audience. In some sectors of society other forms of association have given them power. Obviously this is one of the forms of power exerted by membership of gangs. Gang membership provides the protection and sense of belonging that a family could give as well as a sense of identity.



    At the end of the day, power gained by association is simply a form of false reputation, however, to work within some institutions and professions it is essential in order to conform to the culture. It might be worthwhile reviewing your own 'associations' and deciding whether the power that you derive from them is appropriate or not.

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Behind the scenes, helping those of power see themselves, other people and situations differently
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net - thefutureofwork.org - corporate-alumni.info

    Monday, March 29, 2010

    The use and abuse of power at work - Position (3/21)


    With many positions (ie roles within structures) comes power. Obvious examples include presidents, prime ministers, chief executives, chairmen, and archbishops. While safeguards may be built in to limit the scope of their power, such people will already be skilled manipulators of their environment before they even assume the top role.

    This characteristic of these roles has led them to be stereotyped and subsequently parodied by comedians around the world. This is an old tradition and can be found in works such as Chaucer's Canterbury Tales and Voltaire's Candide. Monty Python often used this approach taking an authority figure (such as a military officer, the police, judges, Conservative politicians, BBC news announcers, and even God) and exagerating their stereotyped mannerisms to an extreme ultimately spouting complete nonsense. Examples include:

    * Police officers, as seen in the Keystone Kops, Inspector Clouseau, Reno 911!, Police Academy, The Thin Blue Line and Carry On Constable.
    * Soldiers, as seen in Sgt. Bilko, Carry on Sergeant, Stripes, Blackadder Goes Forth and Il Capitano in the Commedia del Arte.
    * Civil servants, as seen in Yes Minister, Carlton Brown of the F.O.[2], The Ministry of Silly Walks and Spin City.
    * Priests, as seen in All Gas and Gaiters and Father Ted.
    * Teachers, principals, and deans, as seen in Animal House and High School High.

    Thirty years on, and this clip from "Yes Minister" shows exactly how positional power can be used and abused by those in the know...



    The world is going through a substantial transition, and has been certainly since the 2nd World War, with the power that we were prepared to give such people in authority being severly limited, made far more transparent, or the process by which these roles are allocated being far more clearly defined. The status of politicians has most recently come under threat, as the UK expenses scandal was rather bizarrely very slowly unfolded to achieve its maximum effect. Before that, reforms of the House of Lords had already seen many hereditary peers replaced from their positions of power with life peers whose background and personal achievements were far more visible. The power of the Prime Minister in the last decade or so has shifted enormously compared with the days of Margaret Thatcher. During the Falklands Crisis, she relied upon the naivety of MPs to assume that communication with the forces in the South Atlantic took hours if not days to effect. Today, Gordon Brown's cabinet decisions surrounding the Afghan conflict are subject to instant scrutiny and no-one expresses any surprise that wounded service personnel are brought back within hours to the UK for specialist hospital treatment. As the Catholic church reels with the escalating revelations of sexual abuse by its clergy in the 70s, 80s and 90s, those who thought they would never be questioned are finding that society has changed substantially within their lifetime.

    Obviously the assumption of positional power applies to all kinds of role, to some extent dictated by the circumstances. Under certain conditions, for example, a police officer may have positional power (such as the power to detain or arrest someone) but in other situations they have none other than that given to them by members of the public who assume that they know what to do in a particular situation. Of course, this isn't always the case...



    The classic series of experiments by Prof Stanley Milgram of Yale University, beginning in 1961, in which volunteers playing the role of 'teacher' were asked to inflict electric shocks on a 'learner' when they gave a wrong answer to a word-pairing exercise, demonstrated that most people were even prepared to obey an instruction from the experimenter when they believed that it was causing severe pain, if not unconsciousness and death. They very effectively demonstrated that normal people, acting under orders from someone in authority, would obey those orders even if they meant going against their personal beliefs. In this case, the positional power was derived from being an 'expert'. These experiments would never happen today, because of the ethical constraints, but the science was solid and they have been featured in countless programmes and publications over the years.



    So most positions come with power attached, although the extent to which this is unquestioned is shifting enormously particularly for public positions. The private sector has just as much power attached to its roles though it seems to be lagging behind the public in the degree to which it becomes transparent.

    The key to most positional power is that it is a balance between that which is genuinely vested in the role and that which people are prepared to give the person in authority.

    How we relate to people in authority is largely dictated by our experience of authority figures in our childhood. People who are brought up to unquestioningly respect their parents, other people, teachers and so on, are likely to give away more power to other authority figures, such as managers and employer organisations, in their adult life. Those who do not have the same obedience instilled into them, are less likely to give away power to (or even recognise) their 'seniors'.

    Interestingly, the number ONE message from children to parents is that they understand that they may need to be disciplined, but it should be done with respect - not by abusing the parent's authority.



    The extent to which someone in a position of power, such as a business manager, is entitled to power because of their position has to be considered on a case-by-case basis. Twenty years ago, I worked for one company where the 'right' of a senior manager to a named parking space was abolished. They argued that there should be a "first-in, nearest-parked" policy. Last year, I was working for a company where the 'top' dozen managers had named spaces within a few feet of the main entrance, whereas other employees had to walk at least a couple of hundred feet from their car to their entrance and in many cases far more. Is a manager with a PA entitled to have coffee brought to them from the machine, or do they have to get their own? Is a manager entitled to be abrupt, rude, to swear at, other employees? Are they entitled to demand attendance outside the employee's normal hours, or to force them to work when they might have taken leave?

    Of course, there will be some managers who exert more power than they are reasonably entitled to, or do so in circumstances where most members of society might question their behaviour. These 'standards' are highly dependent on context, but nontheless, courts are beginning to establish unambiguous definitions of bullying and harrassment - the perpetrators of which often believe that their position entitles them to behave in a particular manner. The following clip twists this around - and delivers a powerful message both about workplace behaviour and domestic violence. Some men in a relationship believe that being male gives them positional power over their partner...



    Perhaps one of the most high profile cases of potential positional power abuse in recent months was that of David Letterman who openly admitted having sex with female members of his staff.



    It is the use, abuse, and misperceptions of this power, that often causes problems. Over time, society changes the power that it assigns to a particular role, and we often hear examples of the impact of this. Without doubt, in Britain, the respect shown for people like police officers, teachers, and parents, has diminished in the last fifty years or so. Similarly, by virtue of their "celebrity" status, today we are prepared to give far more authority to pop-stars, movie actors, and football players. It is the basis of celebrity endorsements and is a powerful influencer of our behaviour.

    Of course, this use of celebrity power is not always negative. As Dame Diana Rigg points out celebrities are frequently used to raise funds for charities for precisely this reason - the public give them an authority and the celebrities themselves do not always perform the scrutiny that they could to justify this.



    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Behind the scenes, helping those of power see themselves, other people and situations differently
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net - thefutureofwork.org - corporate-alumni.info

    Wednesday, March 24, 2010

    The use and abuse of power at work - Control (2/21)


    The first form of power that I want to acknowledge is control. Most people seem to be aware of the problems caused by excessive control, and it is a form of power that few people will say they use even though there are plenty of examples of it being legitimised.

    As a form of power, control can range from the micro-management tendencies of an individual to the introduction of open plan offices by a company. It may be made to appear acceptable through the use of terms like "compliance", "governance" and "best practice" but essentially all control is concerned with maintaining the status quo - preventing others from doing things without the approval of its perpetrator.

    "Health and Safety" is another example of the 'legitimised' application of control which has become so enshrined in work-related jargon, that almost anyone can 'quote' it as a way of stopping people from doing something.



    Only yesterday, the UK-based, soft-right think tank, Policy Exchange, published a report damning Health and Safety for becoming a 'ritual excuse' not to do anything (http://www.policyexchange.org.uk/news/news.cgi?id=1146).

    Control is usually exerted through mechanisms that involve knowing, supervising, checking up and, more subtly, by creating loyalty. The popularity of loyalty schemes among retailers is nothing to do with rewarding customers, but about diminishing the likelihood of them taking their custom elsewhere. Loyalty becomes a crucial quality for those who seek to use control as a power mechanism. Those in leadership roles may experience staff leaving them as a personal hurt.

    It is founded on paranoid traits, an enduring distrust of others with no evidence to justify it, culminating in a conviction that those others are deliberately trying to demean or to cause harm to them. Often the fantasy of what would happen if things were 'out of control' is melodramatic, hysterical, and frenzied.

    A fascinating insight into the behaviour of the control-oriented manager can be found in Steve Ballmer of Microsoft, who said the following in a company interview a couple of years ago:
  • "My natural personality is more the hands-on operator than -- I just love, you know, give me details, give me things to handle, handle, handle. I mean, rrrrrrr. (Laughter.) And it's different. It doesn't make it better or worse; it makes it different. So, really I think if you talk to folks, they wouldn't exactly use the word micromanager, but I like detail. (Laughter.)


  • Now watch this video...



    In 2005, Mark Lucovsky alleged in a sworn statement to a Washington state court that Ballmer became highly enraged upon hearing that he was about to leave Microsoft for Google, picked up his chair, and threw it across his office. Referring to Google CEO Eric Schmidt, Ballmer allegedly said, "I'm going to fucking kill Google," then resumed trying to persuade Lucovsky to stay at Microsoft. Ballmer has described the incident as a "gross exaggeration of what actually took place." It would seem that Lucovsky's loyalty to Ballmer had been compromised and, whether exaggerated or not, Ballmer took it far too personally.

    In an interview in Belgium in 2009, Ballmer quoted a line from a Woody Allen movie (Annie Hall) where someone says: "Relationships are like sharks. They either move forward or die". It's an interesting perspective, especially as many people with paranoid tendencies report a fragility or volatility of the relationship between their parents and it is this that most psychologists would point towards as the root of the controller mentality - seeking to take control to limit the scope of others to behave in unpredictable ways.

    Ironically, control weakens power by limiting what other forms of power can do. Ultimately, therefore, in order to express power, the controller needs to relax their control. They have to learn to trust people, and to interpret their behaviour differently, often for the first time in their lives. The tendency emerges in early adulthood, few people who have it will seek help changing it and, even if they do, they are likely to stop trying when the person working with them begins to challenge their thought patterns. It's a difficult conundrum, but one that anyone who works with people of power has to be prepared to address.

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Behind the scenes, helping those of power see themselves, other people and situations differently
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net - thefutureofwork.org - corporate-alumni.info

    Tuesday, March 23, 2010

    The use and abuse of power at work - Introduction (1/21)


    Human beings share many things with the other members of the animal kingdom. One of these is the drive to be industrious. It goes against our nature to be idle. We create huge empires whose purpose is to keep us engaged in activity. We may delude ourselves that they are to make money, to improve health, to enhance social standards, but in reality, they serve to keep us occupied.

    Psychologists have shown, in numerous studies, that one of the fundamentals to a sense of human well-being is the need to be doing something. This need is often hijacked for other purposes - to pay the mortgage, to feed and clothe our family, to feel we have made a mark on the world, to justify our birth or education even, but the fundamental in there is that we have an instinctual need to be industrious.

    A smaller group of people have a strong need to measure their success through this industriousness. They rise to the 'top' of ever larger organisations and draw strength from the financial results, the employee count, number of branches or offices, perceived impact of their empire and so on.

    As they depend on others to want whatever they have to offer sufficiently strongly to pay for it, so they may seek to improve its quality or reduce the cost of manufacture and delivery. Quality and efficiency efforts provide more work for more people, and inspire an industry in themselves, though for some industrialists such matters are really quite irrelevant as their need is not reflected in the amassing of greater wealth but in the trappings of power that their position brings them.

    Power is not, in itself, wrong. It is used to achieve much good in the world. It is the use and abuse of power that can cause problems. Those people of power need to understand how to apply it to best effect, how to respond to others seeking to use it over them, and how to work with others in a position of mutual power. Psychotherapists often refer to these three states as "power over", "power less" and "power with".

    My own work revolves around helping people in positions of power understand themselves, other people, and situations, in such a way that they can work with these three states most effectively.

    When we start to work together, we often have a discussion about the ways in which these people see themselves dealing with power. There are lots of ways in which you could try to classify power, but I find that one fairly comprehensive review by an American psychotherapist, James Hillman, is a good starting point. He identifies 20 different kinds of power. While I don't find some of his language particularly accessible, and some of his terms are from a different period and culture, I base my own way of looking at the individual and their repertoire of power skills in a similar fashion. This blog, then, is number 1 of 21. The next twenty entries will look at the specific ways in which those of power, derive their power, apply their power, and perhaps abuse their power.

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Behind the scenes, helping those of power see themselves, other people and situations differently
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net - thefutureofwork.org - corporate-alumni.info

    Saturday, March 20, 2010

    When the experts begin to love themselves - Oliver James


    One of the adjacent villages to our own is trying to raise funds for a new village hall. To do so they have broken free from the usual gamut of bring-and-buy and summer fetes and instead for the last year or so have been hosting some quite extraordinary talks. The speakers have ranged from international figures to quiet experts and many have lived in, or close to, the village. The subjects have been diverse, the discussion lively, and the views sometimes controversial. They have attracted the attention of the national media. If you happen to be interested then their website is www.woottontalks.co.uk.

    Last night's speaker was Oliver James, a well-known clinical psychologist, who has been broadcasting on matters psychological since 1982. James was the epitomy of the 80s phenomenon of self-publicising experts. That's not a criticism. Until then, it had gently been expected that someone with genuine expertise would somehow be recognised and their audience would gravitate towards them. He was one of a new generation of academic who realised that this would not happen. Instead they saw the importance of the popular media in shaping their careers and set about making it work for them.

    Today, this is not at all uncommon - why, even last week, I was harrassed by advertorial emails to take part in a 'webinar' by an "Internationally famous" builder of professional practices for chiropracters, for goodness sake! The speaker's authority was all self-proclaimed and his advice was simply to do as he had done and promote yourself widely as an expert to your own community of (in his case) chiropracters and other complementary health professionals.

    Within the mainstream academic communities there is a more respectable form of this through the numerous chairs in the public understanding of science and similar roles that bring science into society. One of whom, Baroness Susan Greenfield, hit the news headlines for the wrong reasons just before Christmas, when she was unceremoniously evicted from her Royal Institution grace and favour flat amid rumours that she had squandered the limited resources of the Institution on un-warranted and ill-managed 'renovations'.

    Personally, I feel it is a little unfair to castigate someone for poor management when it was a different quality that led them into their position of authority, though this IS the basis of the Peter principle and perhaps Greenfield, and others like her, should be better able to recognise the boundaries of their abilities and bring in experts in other areas when the need arises.

    Other problems though crop up when the addiction to popularity drives its junkie to seek more and more material with which to work. This seems to have been the case when another of this generation of science and medicine popularists, Professor Raj Persaud, an extremely well-known career psychiatrist, was brought before the General Medical Council in 2008, after persistent complaints that he was plagiarising the work of others. The panel's conclusion, before striking him off for three months, spelt out the boundary that such personalities must be so careful with:
    "You are an eminent psychiatrist with a distinguished academic record who has combined a clinical career as a consultant psychiatrist with work in the media and journalism. The panel is of the view that you must have known that your actions in allowing the work of others to be seen as though it was your own would be considered dishonest by ordinary people. The panel has therefore determined that your actions were dishonest in accordance with the accepted definition of dishonesty in these proceedings. The panel has determined that your actions, in plagiarising the work of others, were liable to bring the profession into disrepute."


    In between these extremes are a plethora of authorities who straddle the fence between popularist interpretations of their discipline and the academic rigour that gained them entry to this position in the first place.

    Of course, there have always been such characters. Perhaps more so in the arts and music than the sciences and medicine, but the approach is certainly not unprecedented. A local example would be William Morris, who moved to nearby Kelmscott in the late 1860s. Morris was already a well-established and widely respected designer, manufacturer and architect. Although he had always had a passion for social reform, it wasn't until his name had been well defined professionally, in the late 1870s, that he began to take a leading role in the emerging liberal/socialist movement. Morris was clearly able to see the links between his philosophy of design and his political stance, and wrote about them, but he didn't use the former to justify the latter. Despite some obvious radical tendencies, and a general approach to life that put him on the edge of 'society', he never appears to have lost the rigour of his thought or confused the boundaries of his professional expertise.

    In the last few years, as some of the self-promoting academics has begun to near the end of their working lives, they have produced books that might never before have been accepted for publication. In the past, an academic who wrote one last tome away from his field of expertise, might have found an obscure publisher who would take a limited risk and produce a small print run, but it would have stopped there. Today, publishing is a very different business and, let's face it, many books are bought with an intention of being read but never get opened. The publishers are driven by a profit motive and know that an author who has self-promoted in the past will have a residual market of prospective buyers who will invest in the book by virtue of the author's name rather than any rigour in the content.

    Sadly, this has meant that a few academics, whose reputation in their field was rock solid, have been tempted to branch out into popularist topics without necessarily having the peer structure or basic foundation on which to build their arguments.

    When I began my own brief academic career, I was based at the Middlesex Hospital in London. One of the great anatomists of the day, Professor Lewis Wolpert, ruled the department in which I worked. While, to some, he might have seemed a polymath, he was actually at the core an anatomist but he was absolute in his understanding of the peripheral issues surrounding his subject, and especially the ethics of medical research. I can't disclose the circumstances in which he demonstrated this one day at the Middlesex, but let it just be said that one cohort of medics will never forget the lesson they learned that afternoon. Later in his working life, Lewis suffered from depression and, in coming to terms with it, he wrote a popular book "Malignant Sadness: The Anatomy of Depression" which has received almost universal acclaim from sufferers of the disease. As a psychotherapist myself, working largely with highly intelligent and fully functional clients, I hope that you will see that I have profound respect for Wolpert and how he applied his considerable prowess as a communicator and anatomist to address a topic in which his expertise was primarily that of the patient, but was after-all on the peripheries of his field too. Just a little later, he wrote another popularist book "Six impossible things before breakfast, The evolutionary origins of belief". Sadly, from my perspective, this book took him beyond the disciplines in which he was authoritative and into a wholly different sphere.

    The study of the super-natural, into which religion and mysticism falls, is well-defined and has a strong body of knowledge. By moving from anatomist-communicator to popularist of a different discipline would be one thing, but Wolpert committed the sin of taking an opinion-based stance, and it was this that undermined his credibility. On the basis of this he became a Vice-President of the British Humanist Association and was invited to speak at the European Society for the Study of Science and Theology in Sigtuna, Sweden. His talk was reported as follows:
    "Lewis Wolpert's plenary address entitled "The Origins of Science and Religion" was provocative, amusing and from a totally materialist perspective. In his view, religion arose from the uniquely human need for causal explanations, and neither religion nor philosophy contributed anything of importance to scientific undersanding. ... ESSSAT is to be congratulated for offering its platform to a strong-minded materialist, but in the end Wolpert proved unable to enter serious debate with the conference theme or its participants."


    It's a sad day, when someone you respected highly, steps over the boundary of their own authority and seeks to use this to influence opinion in another field without realising what they are doing.

    So, yesterday, I went along to Oliver James' talk in Wootton with great expectations. I respect James' perspectives on mental health, his evidence-based criticisms of many treatment protocols, even his perception of underlying social conditions that predispose many in society to mental health problems. Indeed, I draw on some of his theoretical views on the predominance of very early nurture in determining many personality traits, in my own work on the behaviour of leaders. Views which, incidentally, are now being seen to have considerably more scientific substance than had previously been supposed.

    So why did I choose to be one of the first to leave the Hall, to get away from the atmosphere that this man had created in the space of an hour and a half? I can tolerate most (though not all) bigots. I can work with -ists of most dimensions, racists, sexists, ageists, and, of course, narcissists. But what I found most offensive in the rhetoric of this man was the way in which he had distorted his science, distorted his evidence, to somehow support his own uniquely cynical political viewpoint. His stance was so twisted that there were probably elements of it that almost everyone would resonate with, indeed could even appreciate the irony in, and yet he somehow distorted these views to the point that there were other aspects that, I sincerely hope, almost everyone would find equally abhorent.

    In one sentence he would express empathy for the social conditions that led a generation of immigrants to be dominated by mental health issues, and then damned 75% of them as players of the social welfare system. In another, he would invoke a delusionist argument for religion, and then credit churches for their role in addressing social needs. There were countless more examples. He derided Harriet Harman for her poor attitude to mothering on the basis that "I know", "Her mother used to live around the corner." He derided Gordon Brown, David Cameron, Margaret Thatcher, Geoffrey Howe, Peter Mandellson, and countless others, for their poor grasp of the economy and kept referring to, what one member of the audience generously described as, 'an over-romanticised' image of Europe.

    And, all the time, he offered the thinnest threads of psychological evidence to support his themes.

    Even those that appeared to be close to his real field of expertise were quite extraordinary extrapolations. In his preamble he slipped in an example that he has been picked up for elsewhere. He presents, as a fact, that nearly half of 15yr old girls suffer from anxiety and that a quarter have full-blown depression. Yet, this is a gross extrapolation from a single study of adolescent girls in Glasgow.

    He suggests that there is overwhelming evidence that maternal anxiety during the third trimester of pregnancy leads to raised cortisol levels in children for 10 or more years, which accounts for them having "attention-deficit hyperactivity disorder" (ADHD). There is actually only one scientific paper that VERY tentatively suggests a CORRELATION (not causality) between maternal anxiety and ADHD.

    There are plenty of articles now building up that criticise James for his opinionated, politically naive, psycho-babble. I shalln't add more to this.

    What interests me is how seemingly authoritative individuals, can suspend their self-critic, and project themselves as experts in other fields without recognising that they are crossing boundaries.

    I have no conclusions, but I would like to draw attention to the American Psychiatric Association's Diagnostic Manual (DSM-IV TR) which defines the narcissistic personality disorder. In this, the narcissist is described as being excessively preoccupied with issues of personal adequacy, power, and prestige. There are a number of criteria, most of which could be recognised among this group of self-promoting scientists. I suspect that the learning, if any, that we need to take with us is that while these extreme and needy individuals may be very articulate, amusing, and persuasive, they are characteristically unable to see things from another person's perspective especially emotionally, and are often interpersonally exploitative, in other words they take advantage of others to achieve their own ends. See them as entertainment, but do not fly too close.

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Working behind the scenes, helping leaders achieve more by reading themselves, people and situations differently
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net
    thefutureofwork.org - corporate-alumni.info

    Sunday, March 07, 2010

    What DOES 'banter' in social media say about you?


    What DOES 'banter' in social media say about you?

    It's always been there, but recently I've noticed a few of the forums that I visit regularly seem to have begun to develop longer threads and, on closer inspection, much of their length is due to 'banter'. This has the effect of drawing discussion on the original topic to a close.

    A typical example was a perfectly sensible question posed by a novice user about the etiquette on the forum. Answers will all be subjective opinion as there are no definitions of what is and what isn't acceptable there. Within two replies the thread has been taken over by two individuals joking about something completely different. In the case that prompted this article that banter also had a sexual undertone.

    So what does 'banter' say about the people who do it?

    The study of communication generally, obviously, crosses many disciplines, but because it usually has a purpose the starting point is often embedded in sociology. In this context, 'banter' is distinguished from 'small talk' in some important ways. Fairly typical such definitions would be:

    "Small talk is a type of conversation where the topic is less important than the social purpose of achieving bonding between people or managing personal distance."

    "Banter, on the other hand, is non-serious conversation, usually between friends, which may rely on humour or in-jokes at the expense of those taking part. The purpose of banter may at first appear to be an offensive affront to the other person's face. However, people engaging in such a conversation are often signaling that they are comfortable enough in each others' company to be able to say such things without causing offense."

    Gender and small talk

    There is an important gender-related difference in the propensity to use small-talk, which sociolinguist, Deborah Tannen, author of You Just Don't Understand, observed;

    "For males, conversation is the way you negotiate your status in the group and keep people from pushing you around; you use talk to preserve your independence. Females, on the other hand, use conversation to negotiate closeness and intimacy; talk is the essence of intimacy, so being best friends means sitting and talking. For boys, activities, doing things together, are central. Just sitting and talking is not an essential part of friendship. They're friends with the boys they do things with."

    In other words, males tend to use banter as a way of establishing their boundaries with another potentially aggressive male. It always takes one male to initiate this form of exchange. To do so, they need to feel sufficiently confident of their dominance in the pair for them to take the risk of saying something that would, under other circumstances, provoke an attack (even a physical one).

    Banter and escalation to violence

    Bear in mind, that many street fights, fueled by alcohol on a Saturday night, are initiated by this very primitive means of exchange. Male A (who has to believe that he has a chance of being the dominant male) tries it on, by saying something provocative to Male B. There are three responses that B can adopt; a neutral one in which they do not pick up the thread of the conversation but say something that distracts A onto a different topic, a submissive one in which they collude with A's perception of his dominance, or an attempt to push the balance of dominance back in his favour - usually by upstaging A or by saying something even more provocative. And so the exchange goes on. Sometimes the violence escalates there and then; other times, the wounded party retreats only to return later intent on violence (often spurred on by the need to re-establish their dominance among the pack that they associate with).

    Building intimacy and the 'art' of seduction

    For women, as the purpose of the 'small talk' is to build intimacy and connection, displaying overtly aggressive behaviour simply wouldn't work. Instead, most begin an exchange with a mild demonstration of their current state of weakness - describing their vulnerability in a situation, an introverted mood, medical condition, or subordinated relationship at work, for example. The response they are looking for is one of empathy - demonstrated to them not in the psychotherapeutic manner but, as friends might, by acknowledging their situation and then the friend sharing something of a similar nature that they too have experienced. The common experience builds bonds. Solutions and advice are not offered - certainly not directly.

    In a mixed gender environment, these two behavioural styles reinforce separation. The rest of the males will rarely expose themselves to potentially escalating violence - they will simply stand back and watch (with differing degrees of intensity depending on their own sense of social (in)security. Again, depending of the context, the females will either await the outcome (if this is part of their mate selection process) or withdraw to their own enclave. The impact of banter on some women, whether simply through observing two males engaged in it, or on submissive/dominant female sexual identities, is why some books on the "art of seduction" mention its use as a strategy for predatory males.

    Banter as displacement behaviour for emotional pain

    The use of banter in some contexts is a displacement activity - avoiding discussion of more emotionally painful topics. A classic example of this was the style of communication developed among Army officers, especially in the First World War, and perpetuated by some officers even today. In the 1970s, Monty Python even had a sketch based on RAF banter (http://www.youtube.com/watch?v=5rKYL0tW-Ek). The sketch also illustrates how banter can be used to maintain social status and is a key weapon in the armoury of bullies.



    Banter, social class, education and bullying

    Banter takes different forms among different strata of society and rarely works across the strata, instead the different styles are used to reinforce the group separation and to subjugate the other group. So a public school educated boy will rarely engage in banter with others unless among a group of similarly educated individuals rounding on someone of 'lesser' class. Equally someone from an ethnically-derived culture, may use their 'patois', to reinforce their supremacy over people in authority. Cross cultural exchanges are another rich source of material for comic scripts as this Armstrong and Miller sketch shows (http://www.youtube.com/watch?v=lwNQf08Kxsw).



    Banter and social media

    Transfer these kinds of exchange to a social media forum, such as ecademy or facebook. While there are some, slightly radicalised forums where banter of this kind is the norm, most business and mainstream social media see it occasionally, may tolerate it, but it is far from commonplace. What leads someone to use it, especially frequently, in their postings?

    Unless there is some significantly different mechanism at play, the individuals using it are suffering from the same desperate struggle as their 'offline' counterparts - an unsatisfied infantile id, trying to avoid the social mores imposed by the super-ego. In the online world, people who might never engage in such exchanges face-to-face, feel less threat from the super-ego, suffer less constraint from a sense of conscience, and are happy to benefit from the instant gratification that their fleeting ability to gain the upper hand in an exchange of banter gives them.

    So why does the online environment disempower the super-ego?

    Much of the power in banter lies in being able to see the effect it has. In the offline world, where such exchanges are usually transmitted by voice and with a gamut of body language to witness the effect is easy to see. Online, where we are largely restricted to the printed word it is far harder. Conversely, online words last into perpetuity whereas the fleeting aside of the physical world has constantly to be reinforced. I suspect, therefore, that it is the lack of other clues that allows the individual to delude themselves into believing that the recipient of their challenge is tolerant of it and also not to detect the effect it has on the larger audience of silent observers. It is this lack of feedback that removes the power of the super-ego.

    Is this a growing trend or one that is shifting?

    Fortunately, I have some faith that this is actually a trend that is diminishing in most settings. Twenty years ago, discussion forums were rife with this kind of unmediated behaviour. It was precisely this that put many people off accessing them for perfectly legitimate reasons. Certainly, I can recall at least a couple of forums where you would expect people to be tolerant of one another and sufficiently educated to not feel the need to resort to what is, after all, very primitive behaviour. Yet, in both cases one or two individuals persistent failure to consider the impact of their language on others led to myself, and I'm sure others, leaving them permanently.

    My sense is that with the massive growth in the use of these media, especially ones operating across wider cultural and social boundaries, and with standards of behaviour reinforced by the communities themselves, we are already seeing this pattern of banter diminishing and its practitioners slowly being ostracised by the other members who want to get on with their real purpose in socialising.

    One well-known commentator on social media is Penny Power, one of the founders of ecademy. She applies an adage "Know Me, Like Me, Follow Me". In a business context, that might be extended to "Know Me, Like Me, Follow Me, Promote Me". It's very hard to like, follow or promote someone who projects the personality of a needy infant.

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Working behind the scenes, helping leaders achieve more by reading themselves, people and situations differently
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net
    thefutureofwork.org - corporate-alumni.info

    Thursday, January 07, 2010

    Differentiate yourself through emotional literacy


    From time-to-time, I get asked questions which provoke an excited response in me. The following is a typical example...

    If you were looking for an accountant what would be your criteria? Fees, size of practice, location, presentation, service, or maybe something else?

    To me this is an easy one to answer! Never mind any of those. PERSONALITY and EMPATHY. I want an accountant who is friendly, never condescending, never critical, always positive, always constructive, and who REALLY understands my situation and does what they can to help me achieve my long-term goals.

    I couldn't care less what that person charges (within reason and industry norms, obviously) or where they are based. Their practice is almost certainly going to be tiny (because I wouldn't have confidence in the individual relationship otherwise), I'd certainly be put off by any kind of slick presentation (presentation time is time taken away from them getting to understand me) and what the heck do you mean by 'service'? They are an accountant - for goodness sake - so they know their stuff technically - this isn't like brain surgery - we have a year to sort my finances and I'm not going to die if they don't reply within 24hrs though, of course, I expect them to respond - personably and 100% accurately.

    My use of the phrase "what the heck" isn't meant to be critical. Of course, we can go into detail about what we expect in availability, responsiveness etc. That said, I come across too many examples of organisations where these are spelled out as if they are exceptional when I would consider them part of the basic package.

    One of the charities I'm involved with has an accountant (http://www.yourtaxoffice.co.uk) and I am frequently amazed at his responsiveness - he must have even bigger bags under his eyes than I do mine.

    In this digital day and age, in many industry sectors I'm not sure that these things need spelling out, expectations are high, and failure to deliver means people move on. That said, in the traditional professions (law, accountancy, medicine) people generally don't chop and change... why? Because of the PERCEIVED personal relationship built up over time.

    Interestingly, there are some industry sectors where 24/7/365 has become a negative - the motor servicing one, for example, where the convenience of 24/7/365 has been seen through by many people who now expect to be charged more there than they would be elsewhere.

    I do wonder how many people ask their accountant for advice during the year? Are we mixing the functions of book-keeping and accountancy perhaps? Maybe, if this is true in your case, "Arthur Sixpence Accountancy and Book-keeping" would be a more enticing description?

    Anyway, as I say, personality, empathy, (and a positive attitude) are far more important to me. Perhaps, "Arthur Sixpence, warm and friendly, tax and accounts" would work?

    End of story! Next question?

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Working behind the scenes, helping leaders achieve things they never dreamt they could
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net
    thefutureofwork.org - corporate-alumni.info

    Thursday, December 24, 2009

    A further nail in the coffin of the Royal Mail?


    Tomorrow is Christmas Day. It is also a Friday. On Boxing Day, Saturday, most major retailers in Britain will be open and happily doing business, and so will most on Sunday too. Although Monday is technically a public holiday, you can fairly safely predict that most shops will be open then too. Lest anyone is in any doubt, retail involves people and for the retailer to be open that means that people will be working.

    Most service businesses are operating either as normal or with a limited service over the long weekend that Christmas Day and Boxing Day have created this year. For weeks, shops and other businesses have had signs up telling us of their opening hours. They know that they must compete, and that being accessible to the public is a vital component of that.

    That so many people will be working over Christmas is isn't surprising - despite the huge volume of seasonal well-wishing that is happening this year, the vast majority of it is just that - seasonal - rather than Christian. According to recent surveys, 66% of the population have NO personal connection with any Faith group, and roughly 25% of the population that do are not Christian, so "Christmas Day" only really has meaning to about 3 out of every 10 people in the country. It has returned to being a seasonal celebration as it was in Pagan days, much like the American Thanksgiving. The concept of it as a spiritual celebration have long gone.

    We know that the use of the postal service is in decline. So, I don't think it is unreasonable to expect them to be thinking of ever better ways of delivering their service, of doing so in ways that cost less than their competitors, and that are as accessible.

    So it came as a bit of a surprise to me to take my post up to the letter box in our village today several hours before the advertised, normal collection was due (4:45pm) only to discover that it is not going to be emptied again until next Tuesday. No warning, no card in the window on the box, nothing. It seems I wasn't the only person who was caught out by this, as the box is already nearly full.

    I do find it a little amazing that, in this day and age, the Royal Mail has decided to close down for four and a half days. I find it particularly strange as they keep telling us that they desperately want our business and don't want to go bust. Perhaps we should stop looking at the Police as a place for institutional racism, and instead look towards the Post Office, if it really has such a disproportionately high number of devout Christian workers who want the time off.

    While I find these decisions amazing, what I object to is the discourtesy that they have shown, indeed the arrogant disregard, for people's time and energy, that failing to tell them that this is what they are doing represents. It is an institutional complacency born out of their once massive nature that is simply no longer justifiable.

    I had already been looking at the number of physical greetings cards that I send each year and how many more this year were sent electronically. It seems to me that there's a simple technology gap that will soon be filled by someone. At the moment, most people will not print out the electronic greetings that they receive, but I am sure that the growth in digital picture frames will mean that someone, somewhere, is working on a device and a formatting standard that will mean that greetings sent electronically can be displayed in our homes without having to turn on the laptop and point it into the room! It is easy to do, it just needs a little work to make it practical and convenient. I would not be a bit surprised if Hallmark aren't beavering away at it as we speak. There are millions of people accepting that they can't send an aesthetically pleasing card, but instead using instant messages on Facebook and the like as a way of making contact with one another. When the facility I describe comes live, I am confident that there will be a huge demand.

    So next year, I shall send even fewer greetings cards. I shall not be surprised at the news that the Post Office has gone forever. And I shall look forward to a resurgence of people sending aesthetically pleasing personal greetings, albeit electronically, rather than in sound-bite emails and instant messages as they do today.

    Incidentally, I did try ringing the Royal Mail complaint's line to express my amazement. The response I received was really quite dismissive. The person on the other end of the line assumed that I was Christian and therefore was going to be taking the time off myself. He tried telling me that it would be too much work for the post men who collect from these boxes each day to slip a notice in the display panel with the Christmas closure times on it. He explained that closing like this was a tradition that "goes back hundreds of years" (which I can categorically say is not true as my Grandfather was a postman and he used to work on both Christmas Day and Boxing Day). He was "personally astonished" that I wanted to complain about the lack of information and that I expected them to collect at 4:45pm.

    He did however, register my complaint, taking my address and telephone number, and gave me a reference number for them. I asked what kind of response I could expect. He explained that I couldn't - the complaint would be handled internally but I would not be contacted.

    Another case of institutionalised contempt for customers.

    WAKE UP ROYAL MAIL - THE WORLD IS CHANGING AND YOU NEED TO CATCH UP WITH IT!

    On that not so positive note, to those of you who fall into the minority, I wish you a wonderful Christmas. To those who treat this as a seasonal celebration, I wish you the compliments of the season. To the millions of people who will be working tomorrow (not only in the armed forces, the emergency services, the retail sector, the services sector, and those in remote roles where it is simply not practical to switch off and come home) I thank you for your diligence, and wish you a very happy new year!

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Working behind the scenes, helping leaders achieve things they never dreamt they could
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net
    thefutureofwork.org - corporate-alumni.info

    Monday, December 14, 2009

    Would you help me with an ebook? Collaborative project. NO CATCH!


    Every year, around this time, I start to pull together my notes about goal setting and New Year's Resolutions.

    I shall be doing the same again this year. To make it a little different I began to wonder if it would be a nice idea to produce an ebook of examples of New Year's Resolutions - to give a little stimulation to a few people. Just to stress one thing, although I shall write the foreword, I would never dream of making any profit from this - I shall offer it for download from as many places as possible - my aim is to inspire people to think outside the box when they make their resolutions this year.

    So this is what I'd like to do... I'd like to produce an ebook, with 52 different examples of New Year's Resolutions in it. I'll collate them and may just tweak the English, but anyone contributing an example will get full credit - in the form of their name, their website name, and a short description that they supply. I'll do my best to make the book presentable and hope that you will be happy enough to want to forward copies to your friends and colleagues too. Interested?

    I'm planning on pulling this together on December 21st, so get thinking! If I'm short of entries, then I'll add more after that but absolutely no guarantees.

    Why not visit this page and make an offering - http://www.gbw247.info/newyears/

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Working behind the scenes, helping leaders achieve things they never dreamt they could
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net
    thefutureofwork.org - corporate-alumni.info

    Wednesday, December 09, 2009

    An apocalyptic view of leadership (v2)


    My clients and colleagues know where I am coming from in my leadership development work - I have a strong interest in personal growth, authenticity, the spiritual dimension to work. I worked in the empowerment industry for 20 years, and trained as a psychotherapist.

    Why the preamble? Well, I'm about to write something that may shock a few of you. You see, this morning I saw a message on a forum that nicely summarised the model of leadership that we've preached for many years - the leader in touch with themselves, highly relational, empowering of others - both employees and customers - and so on. But it worried me. This stuff has been promoted by myself and others for a long time. It has been promoted for millenia. If it was all right, surely evolution by natural selection would have made it the predominant model for leaders throughout the world? But it hasn't.

    Here's my response:

    The list of leadership behaviours and values that we promote, bears a strong resemblance to the kind of list that someone reading Tom Peters books back in the 1980s or Robert Greenleaf's in the 1970s would have seen. Indeed, I'm sure that Dale Carnegie would identify with them from the 1930s.

    So what's new, and why do we keep needing to preach the old stuff?

    In the early 1990s, the US Air Force conducted a very impressive study into future worlds, specifically those around 2025. The material is all in the public domain. They identified three global trends and used these to extrapolate a number of scenarios. The three axes were:
  • The rate of growth of the growth in technology
  • The polarisation of global power
  • The focus of US military activity - ie whether it was domestic or international

  • The scenarios developed showed that under many conditions we were moving slowly and steadily towards a less-caring, more militaristic, and even apocalyptic world - whether dominated by feudal barons or martial law.

    Out of this came many insights. Among them was the recognition that our perception of many of the practices that we assume to be static - and I'd suggest leadership skills would be one of those - needs to shift. Just because we have grown accustomed to the kind of emotionally benign leadership models spouted by Carnegie, Greenleaf and others since the emergence of management from the industrial revolution dark ages, doesn't mean that life is going to be so easy for much longer.

    Since the movie Wall Street hit the screens, we have had images of a less humanistic approach to management portrayed to us. Gecko wasn't the first of his kind - it was the proximity of his character to the real experience of followers that made it so close to the bone.

    The factors identified by the Airforce 2025 project are leading slowly but relentlessly towards a midway point between a couple of their scenarios - a world dominated by a few axial powers (based on powerful commercial empires rather than democratically elected ones) and attacked by growing, but only loosely coordinated, terrorist/subversive forces. This is why the US is seemingly so obsessed with the imposition of democracy and the eradication of Al Khaida outside their own territories. Sooner or later domestic terrorism will prevent them from expending their efforts there, and we will see the consolidation of Eastern commercial influences focused around China and the northern Pacific Rim.

    Interestingly, in the UK a disproportionate part of the population suffering from severe mental health issues and being forced into homelessness are from military backgrounds. The same is true in the US. In the US, post Vietnam, a large number of highly trained 'killing machines' returned home unable to adapt to a gentler society. Many of these adopted lifestyles that were self-sufficient and kept them on the perimeter of society and social intercourse. Many of the Al Khaida followers promoting a terrorist campaign, are said to have been trained to respond as guerillas to the threat of Russian military actions a couple of decades ago. It is from this environment that domestic terrorism may well emerge. Our present military efforts are likely to be fuelling the very force in our own countries that we are trying to eradicate elsewhere.

    In this militaristic world, I agree that there will always be leaders who have the soft skills that make them NICE people to follow, but I think it is time we gave up trying to force that model down the throats of a future generation of prospective leaders. The world in which they are going to have to operate is a far harsher, far more violent, far less 'rational' one than you and I would like or have experienced.

    Leaders then will command loyalty through ruthlessness, manipulation, and providing the basic physical needs (especially security) of their followers and their families by being constantly on their guard against attack. We already see this model in eastern Europe, Afghanistan, Iraq, and other communities. It is not a million miles from the environment of the early 20th century in Italy and Chicago, and later in Northern Ireland.

    Let's stop kidding ourselves that softly, softly, touchy-feely leadership is going to work into the future, and start exploring why it is that some of us want to perpetuate these approaches when the survival of the next generation depends on a far tougher approach. It is interesting that few of, even, today's leaders join this bandwagon - I don't hear Bill Gates, Richard Branson, Rupert Murdoch, Mark Hurd or Steve Jobs preaching employee empowerment, customer focus or emotional intelligence, and they aren't exactly an ethnically diverse group are they?

    It's time for a tough revision of our thinking and a very different approach to preparing thr future generation of both leaders and followers.

    There now, I wonder if that shocked you?

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Working behind the scenes, helping leaders achieve things they never dreamt they could
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net
    thefutureofwork.org - corporate-alumni.info

    Have you tested your own Customer Care experience?


    Given that I spent the first third of my career helping organisations in the pursuit of Excellence (a la Tom Peters), the first element of which was to be "obsessed with customers", it is hardly surprising that I notice customer facing issues.

    Today's experience with a software manufacturer highlighted an important aspect of Customer Care.

    Coffee Cup Software produce tools for people preparing websites. There are some very sophisticated ones and some quite simple ones. They are low cost (rarely over £20) and work remarkably well. (OK they aren't as tried, tested and proven as other suites, but for this kind of utility I've found them to be pretty good.)

    As some of you may know, I've just revamped my business coaching website (www.businesscoaching.org.uk) and in the process I used two of the Coffee Cup utilities.

    One of them, which produced the enquiry form, had a simple glitch at one stage, but was easy to fix and now seems to work perfectly.

    The other is intended to pull RSS news feeds from some of my special interest sites (mainly on ecademy (http://www.ecademy.com/module.php?mod=club&op=group&cl=357)) .

    Sadly it refused to work. I checked the software support forum and read through their FAQs, all to no avail. So I filed a 'ticket' with "Support" - through a medium known as "myroom". A day or so later, a message arrived from "CustomerCare@coffeecup.com" telling me that the 'ticket' was updated and that I should log on to "myroom" to read it. Keen to resolve the problem, I did so, only to find that there was no sign of either my query or their response.

    So, I replied to their email asking for further help. Guess what? Yes, the message bounced back telling me that:

    This "is an automatically generated message. We will not see or read the email you send to this mailbox..."

    Let me get this right - the company has an email address "CustomerCare@coffeecup.com" but messages sent to it are bounced back and we are told that they DON'T READ THEM. That is not what I call 'customer care'.

    It is almost akin to Marks and Spencer making people wanting to return defective items go up to the top floor and queue to speak to someone behind a metal grill! I kid you not.! They thought their exchange policy was 'customer friendly' - it was the experience that most definitely was not. It was instead totally humiliating.

    Now I know that coffeecup will resolve this hiccough, but it illustrates a phenomenon that seems increasingly common lately. The leaders of organisations believe that they have listening ears - for news from within and feedback from without. They may even have invested fortunes in the systems and processes to achieve this degree of listening. And yet, the reality is that those systems aren't working properly.

    So the moral is simple really. Go home, and get your son, daughter, husband, wife, partner, friend, mother, father, or simply a mate from the pub, to go through the process of testing it for you. Give them a simple but pertinent bit of customer experience and see how easy it is for them to feed it back.

    It could be a salutory lesson!

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes


    Working behind the scenes, helping leaders achieve things they never dreamt they could
    grahamwilson.org - businesscoaching.org.uk - inter-faith.net
    thefutureofwork.org - corporate-alumni.info

    Saturday, November 14, 2009

    The risks and responsiblities of personal development


    Every now and then someone launches a new 'personal development' product that is based on providing people with a fairly profound (usually physical) experience, and then getting them to relate it to the ways in which they go through life. On one of the forums that I lead, someone posted an item about one such product. This is my response...

    I am very uncomfortable with the use of activities like this as a means of personal development. My concerns revolve around four aspects;

    Firstly, I think it takes a considerable leap of faith/imagination to relate what someone experiences in diving, climbing, swimming, parascending, walking on hot coals, horse riding, mountain biking, or whatever, to the day-to-day realities of their work.

    Let's take a simple case - Fred is mildly claustrophobic but he goes along with the idea of a diving experience for personal development. He does it, and inevitably he comes face to face with his fear. He has unconsciously evolved a career in IT operations and works late shifts, both of which have the advantage that they mean he has less contact with other people. He knows he doesn't like confined spaces, but he hasn't related this to a general avoidance of, or polarisation in, human relationships. His personal development is limited by this working pattern and the avoidant behaviour. His claustrophobia may well have some relationship to these things, but will he be able to relate it to his career limiting behaviours?

    Secondly, the facilitators of these events are rarely, if ever, trained, skilled, and experienced, in dealing with the transition that the individual is experiencing when they perform the activity.

    I witnessed a perfect example of this twice this week at mass training events. Because of the nature of the sessions, it was conceivable that the (self selected) participants could be put into a position where they had to confront the unresolved grief of the loss of an infant. The main facilitator of the event recognised this possibility, and chose two of her team of co-facilitators to be ready to help such a person. The recommended action was to remove them from the room and 'talk to them'. Now, her own lack of experience in this field was highlighted by her choice of those people - two more emotionally controlled individuals it would be hard to find. They were selected because they were women, not because of any counselling skills or specialist experience in working with grieving.

    Going back to Fred... He may not even remember that, as a young child, his older brother (whom he revered) smothered him in his bedding one day when they were playing and then made fun of him for crying. Nor may he remember his mother's dismissive attitude that simply told the two of them to make up and stop being so rough. OK, provided that he is accompanied by an older male instructor, the personal development experience might be the perfect opportunity to explore his responses to such authority figures, and relate that to his claustrophobic defence mechanism, but will the instructor be capable of facilitating such a profound process of personal development?

    I'm afraid that my experience has been that many of the individuals who feel called to offer this kind of process, benefitted from it themselves at some stage and then assume that others will too. They do not have the necessary training, skills, or experience to understand, let alone manage, the responses that they provoke.

    Related to this is my third concern... It constantly amazes me that HR professionals, will allocate a senior player in their organisation to a 'coach' expecting them to work on the individual's attitudes which are impacting on their performance at work, without any consideration of the coach's credentials to do so. This needn't be negative as performance coaching of high flyers is just as much about working with their attitudes.

    Let's suppose that the 'experience' works, and Fred confronts his claustrophobia, is able to expose his anger towards his brother (subsequently projected onto all male authority figures) and returns to work incapable of continuing in his role because his coping strategies have been abruptly dismantled without new ones being developed. Shouldn't he expect the person facilitating his experience to have suitable psychological safeguards in place to protect him and his livelihood? I think he should and I think a court would too.

    Finally, we have to remember that, in a corporate setting, where many of these experiences have been peddled in the past, the self-selection or voluntary participation criteria may be compromised - and often were. Peer pressure, or direct orders, may lead to someone enrolling that didn't really want to be there. The individuals may be exposing aspects of themselves, to their peers, that those people should have no reason to know about in order for the individual to do their job. And related to this, what about the person who has an unseen disability and so cannot participate? Do we have the right to exclude them from the team-building or personal development activity? I would argue not, and in both situations, I would say that this is creating a good case for constructive dismissal.

    I saw a simple example of this in my own career a few years ago. So called, high flyers, were sent on a four day management development programme by the company. On the third evening, the facilitators suggested that the group of participants might take responsibility for organising some entertainment. Some kind of impromptu cabaret was put together. One of the people was a guitarist and he decided to perform songs. He got up on stage, played a couple of numbers and then chose to play something 'romantic'. He directed his gaze towards one member of the group, as professional singers might often do, as if he was singing to her. After less than a verse she ran from the room screaming and was so traumatized that she couldn't complete the final day of the course. In the long-term, had she remained with the company, this would have had a serious impact on her career. It transpired that, as a teenager, she had been raped by a singer in a band who had 'eyed' her from the stage.

    Setting up personal development initiatives of all kinds exposes people to transformation that they don't necessarily expect but we need to be absolutely sure that we are equipped to deal with the consequences of these things before we do so.

    I am happy to comment, or deliver keynote sessions, on any of the topics that I post about.
    For media and speaking enquiries, please call me, Graham Wilson, on 07785 222380.


    Best wishes

    Working behind the scenes, supporting leaders as they achieve things they never dreamt they could
    t 07785 222380 | grahamwilson.org - inter-faith.net - thefutureofwork.org - corporate-alumni.info