Author: ursula-admin

Hawkins uses the example of plastic which we created, used massively and then thrown away massively. Either into the earth where we grow the food we eat, or into the sea and consumed by the fish which we also eat. One big and disastrously harmful interconnection.

We humans can no longer dominate this same eco-system, we are merely a humble part of it. We cannot function without the other living elements who share the eco-system with us. And they probably would not function well without us either.

So, what can an ecologically conscious coach, as myself, do to contribute? By definition we as coaches need to stay neutral. But by adopting a systemic approach (blog #4), the ecological dimension will naturally be present in all coaching sessions whether we willingly want it to be there or not.

The ecological dimension (present both outside and inside of us), could potentially come into play when tackling subjects such as anxiety, making sound decisions, being fair, doing the right thing, defining purpose, finding meaning, motivation, finding balance, looking to be a better version of oneself, eating better, exercising…

As the climate crisis deepens, the need to act will be felt throughout every organization. It is something every manager and leader will have to address. Naturally or forced on by rules and regulations. There will be no choice.

“So, what can you do that will make a positive difference?”¹ will probably become one of the key coaching questions for the ecological conscious coach in times to come.

¹ Peter Hawkins, Systémique Coaching

You cannot get through a single day without having an impact on the world around you. What you do makes a difference, and you have to decide what kind of difference you want to make

Jane Goodall

Peter Hawkins, an expert in systemic coaching in the UK, evokes in his various books that yes, coaching can have a positive impact on the individual or on the team being coached. That is to say:

1. New Outputs: competencies, capabilities, and capacities
2. New Outcomes: what the coachee does differently – engaging teams, managing meetings, organizing their work
   
   But coaching can also create:
   
   
3. Value: a systemic value benefiting not only the coachee but bringing true value to the coachee’s system: the team, the organization, and all stake holders for that matter, including customers, suppliers, investors, employees.¹ (Not to mention family and friends too!).

And the good news is that this same value creation could also impact our ecological environment. Since the planet and all who live on it are part of our system too.

¹ Peter Hawkins, Systémique Coaching

This does not mean that there is no movement or evolution, or that the organization stagnates. It just means that every action, every evolution, every innovation, every marketing campaign, every recruitment etc., is done in complete alignment with the values of the organization.

But how to discover the values and purpose of an organization? How to discover what the organization wants or needs? How to align with where the organization wants to go and not demand the organization to align with the values of another? How to hear its voice?

The answer is again listening. Actively listening as to who the organization is, what is its mission, its raison d’être, its core values…

Listening with the ears, with the eyes and with the senses.

Laloux invites the reader to imagine allocating an empty chair at every meeting to represent the organization and its purpose. At any one time, participants can either take the chair to become the voice of the organization or take another to listen. Questions for the person in the chair of the organization could be:

• What do you (as the organization), think about this or that proposal?
• In which direction do you want to go in?
• How fast do you want to move?
• Could we do things differently?

He sees us as being “stewards” of the organization – we don’t run it. “We are the vehicle that listens in to the organization’s deep creative potential to help it do its work in the world”¹

¹ Frederic Laloux, Réinventer Organisations

Listening increases the understanding of a person or a given situation and helps build ties.

But true listening is rare. And true listening is difficult.

A few statistics:

• 85% of what we know, we have learned through listening
• Humans generally listen at only a 25% comprehension rate
• In a typical business day, we spend 45% of our time listening, 30% of our time talking, 16% reading
• Less than 2% of all professionals have had formal education in learning to understand and improve listening skills and techniques

Rogers describes how active listening is an important way to bring about changes in people. Listening brings about changes in people’s attitudes toward themselves and others and can bring about changes in values and perspectives. Individuals become more open in the way they express themselves, less defensive, less authoritarian.
Teams who listen to one another, become less argumentative, more ready to follow other points of view or suggestions.

As a coach, active listening is one of our key tools. Through listening with empathy, respect, and open mindedness, we mirror back to the speaker what really matters to him or her.

Listening, allows the speaker to hear him or herself.

Listening is not always about learning new facts. It is also the key to understanding another person and showing them that you understand them even if you do not necessarily agree with them.

Active listening is not only done through the ears. Listening is also done through eyes and with our senses. Often the most important things are not said. And can be picked up only through body language or the tone of a voice for example.

If we take what someone says at face value, we can often be wrong in our interpretation. We need to go beyond the bounds of listening with the ears and log into the emotion – feel what is behind the words.

If all leaders did this in the workplace, not only would we potentially reduce mistakes, but we would be creating a healthy climate of collaboration.

Listening leads to feeling valued. Feeling valued leads to higher engagement and productivity, creating a safe space for creativity.

So next time you are in a meeting, ask yourself the question – what will bring me greater results and who knows greater satisfaction? Being more interested or being more interesting?

It is not so much about being taught as it is “stimulated”. New skills, perceptions, new behaviors etc are not instructed but are drawn out from deep within a person through the coaching process.

Effective coaching is a powerful tool to triggering off and releasing new ideas, energy, new thought patterns that come from within, leading to a release of higher potential and results.

We as coaches, are convinced that everyone has the necessary resources inside of themselves to find their own solutions to their questions, their problems and to reaching their aspirations.

Aristotle uses the metaphor of acorns. Like acorns, which have the potential to become magnificent oak trees, so do us humans have the potential to grow into great, successful, and fulfilled individuals.

The oak tree is within us all. All we need to find it and especially release it, is nourishment, encouragement, and the light to reach toward.