If your requests to others aren’t resulting in much in the way of action, you might like to look at whether you are actually asking anything at all.
“That office needs tidying”
“The rubbish is collected tomorrow”
“We’re spending more on travel than we should be”
“This is really difficult”
“It’s my birthday next Tuesday”
and even your silence
may seem to you like obvious displays that you need help. But they quite possibly sound nothing of the sort to the people around you.Indirect requests are a manipulation, a demand that others show they love or respect you by being able to work out what you really want. But when you don’t get what you were expecting the result is frustration and resentment. And confusion, for everyone else, when you’ve become annoyed, or angry, or withdrawn – and they don’t understand why.Over time, such vague requests erode the foundation of your relationships even as you’re trying to get people to come in closer.Please, if you want to enrol others in doing something that matters you, ask them directly for what you want.It creates so much more possibility and dignity for all of us.
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In the hours and days to come may you know yourself as the sun, and the moon.May you know yourself as shining star-light.May you know yourself as the softness of earthand as the strength of tall cedars.May you know yourself always, inescapably, as loved.And may you know yourself as the deep, entwined roots of vast forestsand as the waves of the sea.
As
Five narratives for leadership...... a way to get liked, respected, or to get what I want (all variations on an idea that leadership is an opportunity to fulfil my needs)... an application of expertise - being the person who knows what to do, reliably, so that other people can be told what to do too (leading by being ahead of others and having other people be like me)... a way to make sure people are measurably productive at what we've decided is to be done - rewarding with bonuses and prizes, threatening by withholding them, cajoling, pressuring, motivating, engaging, punishing, cascading (all variations on a theme that leadership is about getting others to produce measurable efficiency and productivity)... a way of inviting a new conversation - asking questions that nobody is asking, pointing into collective and individual blindspots, helping others say no as often as yes, welcoming truth and difference, enrolling in compelling stories or counter-stories that allow others to make meaning of what they're doing and free themselves to take action, and in doing so become skilful at coordinating their actions with one another (leadership as laying out a space of possibility by the stories and conversations we weave)... a way to help others marshal their efforts by meeting the realities of the world - learning how long things really take, going with the forces of life rather than fighting against them, finding out how to take care of ourselves so that we are resourceful and creative, giving up doing what's familiar in favour of what's needed now, working with the complexities and unpredictability of big systems rather than trying to pretend the world works like clockwork (leadership as a way of helping others ever more effectively and wisely bring their intentions to the world as it is)... a way of taking up our responsibility towards life - responding with acuity and sensitivity to the unknown and unknowable, taking care of the cross-generational consequence and possibilities of our actions, helping others overcome their fear and frozenness so they can contribute, being wide awake and present in the midst of it all and inviting others to be the same, helping others deepen their understanding of life and flourish within it, nurturing what needs nurture and undoing what needs undoing, practicing radical kindness, acceptance and generosity (leadership as a spiritual path)Are any of these what leadership is to you?And what's the consequence - for you, for others, for those who'll come after you - of the narrative you're currently choosing?
One of the questions I always ask my coaching clients is 'who is in this with you?'It's a way of asking three questions at once -
There are a million ways to be. But we hold on tightly to the way of being that is most familiar to us - the one each of us thinks is who we are.And so when we're in trouble - or stressed, or feeling held back by the world or by ourselves, when we're longing, wishing, wanting, despairing - we tend to do more of what we already know to do. What we always do.Even when it hurts us.Even when by doing this, we keep the world the same as it has been for so long.We choose familiarity over our own growth, because familiarity seems to save us from risk. At least we know the world when it's this size, this shape.At least we won't be surprised.And, because of this, just when our habit is to rush to do something, it's often just the right time to wait. When we're certain we have to be certain, the right time to be curious. When we're most familiar with holding back, it can be the time to act. When we're sure we have to be strong, the right time to be vulnerable. When we're most ready to judge can be time to suspend judgement. When we're most harsh on ourselves it's the time, instead, to be exquisitely kind.And, when we're most despairing, it's often just the right time to hope.
Human beings are not infinitely extensible.We cannot keep on taking on more, saying yes to more, stretching our efforts into the late hours, getting up early, piling it on, squeezing it in, pushing ourselves harder and harder, without soon hitting limits.First, perhaps, we reach the outer limits of what our relationships can take. But we say to ourselves that it's not too bad, that it's just the way life is, and we push on.Later we encounter the limits that our bodies and minds can take, and we return home first ragged and exhausted, then increasingly unwell. We're adaptable though. It doesn't take us long to get used to be stretched as thin as we can go. And before long we carry with us lasting damage from the stress hormones coursing through our bodies.And even though this kind of yes-to-everything is endemic in our culture and in many organisations, it's largely there because we have not yet learned how powerful 'no' can be.'No' is a boundary-making move. It's a declaration that separates this-from-that. It's through 'no' that we distinguish the important from the unimportant, what matters from what does not, and what we care about from what's trivial.We can learn much about this from living systems. In cells, for example, it's the boundary-making properties of the membrane, that which distinguishes inner from outer, that makes the self-producing and life-generating processes of the cell possible.A cell without a cell wall is just a splurge of protoplasm and organelles.And just as there is no outside without inside, there is no proper, genuine, sincere 'yes' upon which we can act without the necessary, powerful boundary-making of 'no'.
Anxiety and fear aren't the same.It's important to see this, because they lead to different places. Anxiety - felt, allowed and responded to - can be an invitation into a new way of relating to the world. But fear so often leads us into actions that cut us off from ourselves, and from others, and from what's called for.It's
We discover early in life what the people around us expect from us. And we find ways of doing just that. Even if we’ve completely misunderstood what was being asked.Meeting these expectations becomes, before long, central to our identity. We know ourselves as this or that kind of person, and then actively work to keep the identity we’ve established going. It feels familiar and comfortable to keep having people around us respond to us in the way to which we’ve become accustomed.I learned early on to be the peacekeeper: the pursuer of harmony, making sure I and everyone around me remained undisturbed and untroubled; listening, supporting, staying quiet, defusing conflict, avoiding anger (my own and other people’s).All these ways of being seemed, unquestionably, to be me.And of course they affected and shaped what was possible in any kind of relationship with me. Peacekeeping can be a great gift to the world, but also stifling and frustrating for others when anything genuine and troubling and sharp needs to be said.Other people around me took on other kinds of identity – the helper, making sure everyone is cared for and nobody is left out; the achiever, getting ahead and making things happen, knowing themselves through the outward signs of success; the challenger, being sure to be in control, using assertiveness and power to have things happen.We have powerful inner forces that keep us inside the bounds we’ve established – among them the