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Spoiler alert: how collaboration is derailed

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Behaviours that inhibit or derail collaborative conversations are usually easier to recognise in other people's practices than in our own. Some of those spoilers are regarded as mildly annoying but unavoidable aspects of interpersonal communication processes, about which nothing much can be done. Others are more pronounced but difficult to categorise objectively and figure out constructive responses. All are worth scrutiny, modification and constructive responses in the interests of … [Read more...]

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Choose how you respond to pressure, disruption and uncertainty | Tom Watkins

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Struggling to accept what we are sometimes faced with is a normal part of being alive, like a tax on being human works-in-progress. Our battles with reality are usually won, in the end, by reality. But have you noticed that for very many people, reality increasingly involves relentless pressure and frenzy? Three inescapable societal trends are behind this. Being overwhelmed by them is optional. I was with a friend for one of our regular discussions we have, over coffee or during a 30-minute … [Read more...]

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The best and simplest goal: get better

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Can most of us, with enough persistent effort, get pretty good at anything? Probably. Effort, as psychologist Angela Duckworth has shown, counts twice:  talent x effort = skill, and skill x effort = achievement.  And though both talent and our willingness to exert persistent effort may be at least partially genetic, only a minority of our personality is inherited. High performers  don’t rely on either nature or nurture, but on a combination of the two — and they are really good at nurturing … [Read more...]

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Like a clock during a thunderstorm

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We are shaped by what gains our attention and occupies our thoughts. To limit unhelpful fight, flight or freeze reactions to adversity, we must develop some voluntary mind-control over our attention. We should know how to put it where we want it, whenever we need to. Quiet minds cannot be perplexed or frightened, but go on in fortune or misfortune at their own private pace, like a clock during a thunderstorm. [Robert Louis Stevenson] Acquiring this ability should never become a matter of … [Read more...]

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Emotional Agility

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To have a decent shot at developing our personal character, we must bring the mind itself under control. For this ... We should prepare for a lifetime of challenge, as there is no more difficult task in life. [1]  One test of progress is how calm we remain under provocation. On what does our ability to do that depend, and how might we enhance it? Mountaineering over a molehill I offered to support a colleague, but during the exchange he offloaded irritation in my direction. It was a simple … [Read more...]

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It’s Terrible! Let’s Co-ruminate.

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Three sharply-dressed passengers sitting nearby on an early morning flight were sufficiently loud, articulate and interesting for me to overhear their conversation. Mid-level managers in a high-tech industry, I figured. Over the next 50 minutes they repeatedly agreed they'd be more effective and happier if their staff, colleagues, senior executives and clients would behave better, just get out of their way, or be different people. Definitely a co-ruminating group:  regurgitating and re-heating … [Read more...]

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Enhance personal resilience

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Experiencing adversity . . ?  Then you're suffering, right? Not necessarily, of course. At some level we all understand that emotional resilience is situational; we sometimes have it and sometimes lose it. We know that adversity can draw out and develop personal strengths.  Resilience is not a rare quality limited to confident optimists with few negative attitudes. We may also accept that personal resilience is our own responsibility. Almost everyone has a degree of mental robustness and … [Read more...]

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How shall we argue?

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Ideally, at the start of any significant relationship we'd agree on answers to this question before the first inevitable important disagreement. Attempting that agreement while actually arguing is a complex process, like trying to fix an aircraft while flying it. However, in its absence these nine strategies can help limit the risk of damage when we're up to our armpits in challenging interpersonal conflict. They are for most people easier to grasp than apply, because acquiring and entrenching … [Read more...]

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Our Interpersonal Inheritance

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Conversations are the barometers of organisational health but personal objectivity about the quality of our contributions to them can be like asking a fish to describe water. Mostly they're a constant, unnoticed system in which we conduct interpersonal relationships. And it's never just us involved: we inherited many of our practices uncritically from our families-of-origin as our parents inherited similarly from theirs. Because they may be based on redundant or unhealthy patterns, the topic's … [Read more...]

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Why delegate? Why not?

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On the face of it, delegating work is a simple and straightforward matter:  identify tasks you want someone else to carry out and ask them to get on with it.  So why do many leaders and managers find it difficult and delegate insufficiently or not at all?  What are their practical and attitudinal obstacles? We delegate by assigning authority or duties to someone who acts for us. As a leadership practice it involves allocating, entrusting and supporting others to carry out work towards … [Read more...]