Leadership Development

Client First and Clear: Thoughts on being a coach and a consultant

Alistair Russell · March 9, 2022 · Leave a Comment

So, what did you do at work today, dad? Whilst its getting on for 30 years since our son first asked me that question, it remains a powerful and useful question for us all at Laing Russell. What did you do? What difference did it make? What did you learn? What will you do next? The team at Laing Russell have for many years worked along the full spectrum of consulting approaches. Delivering team and individual development as “pure play” process consultants and coaches. Working collaboratively with clients to deliver critical capabilities and products. Through to responding directly with our advice and guidance based on the evidence – termed “doctor-patient” in Ed Schein’s seminal work “Process Consultation: Its role in Organisation Development.”

Laing Russell has always recognised there are many approaches to delivering value to our clients. And to that end we offer coaching, mentoring and consulting services. Recently, another member of our team has taken time to accredit and develop their capability as a coach. This has prompted us to reflect on what we do and how we do it – what are we going to do at work, today?

Our key conclusions are to affirm our client first focus and to be clear. The beginning and the end of how we deliver value is what our client wants and needs. What our clients want and need in terms of outcomes and deliverables and what they want and need in terms of the most effective way for us to work together. Working as coach, as mentor or as executive consultant across the full range of consulting styles. Client first.

An insight from the coaching development programme is the importance of being explicitly clear and indeed keeping under active review the contract with the client. Here we mean contract in its widest sense. Contract in the classical, commercial sense with proposals etc. and perhaps more importantly contract in the sense of how we work collaboratively as organisations, as teams and as individuals.

A strong idea from one of the coaching models, Co-active Coaching, is the concept of coaching being a “designed alliance” that is in service of the client’s needs. Our insight is that this idea of a purposeful, designed alliance focused on delivering for the client should be applied to all our consulting work. Taking time to pay attention to the contract at start, throughout and on conclusion of an engagement. Making sure that the client is getting what they want, as work progress making sure that agreed outputs deliver the anticipated value and that we are working together in the right way. Flexing our approach as required, as we progress through an engagement whether as coach, mentor or consultant.

We are re-doubling our efforts to be clear and client first in our practice. To deliver on a “designed alliance” in all our work with clients. We are finding that clear contracting on the way we work either as coach, mentor or consultant is helping us build more positive, more productive partnerships.

References:

Process Consultation: Its Role in Organizational Development (1988); Schein, E, Prentice Hall

Co-active Coaching (2018); Kimsey-House, H; Kimsey-House, K; Sandahl, P and Whitworth, L; Nicholas Brierley

Show don’t Tell: A new (to me) perspective on change leadership

Alistair Russell · January 12, 2021 · Leave a Comment

As an experienced consultant with a professional heritage in engineering, I have absolutely no academic credentials in literature or any other media. However, with children that studied film and literature at first degree level and also as someone that enjoys films, I have come to understand the idea of ‘show don’t tell’ as used in the criticism of films and all story telling media. As I’ve explored the idea, I’ve come to realise its value as a new perspective on what we do as leaders. The value of leadership that does much more, leadership that shows how rather than just telling you how. And building on our recent insight piece ‘stories matter’, consider how much more powerful you and your team could be in leading change if you did more showing how things are and could be different and less telling.

Taking the ‘show don’t tell’ perspective into our work in the design, delivery and leadership of change enabled through digital technology, it’s clear that its more powerful to demonstrate change in practice rather than just communicate about the change. Both demonstration and communication are important, but I notice that perhaps because it’s easier there is still too much telling. Reflecting on my own experience, a showing approach is more sustainable because of the more active engagement of the other party, in the same way that the audience is more engaged in a story if the author shows you what is happening, the approach invites the audience to work harder at understanding what is going on, rather than just telling you as reader or viewer. For me this a new perspective on the power of such things as agile development where we have seen the benefits in quality of development as well as pace though such things as the minimum viable product (mvp), the sprint etc. I think we can do more if we bring the idea to our work on leading change.

So, what does “show, don’t tell” mean? In storytelling, it is considered vital to master the art of showing. When you tell rather than show, you simply inform your reader of information rather than allowing them to deduce anything. You’re supplying information by simply stating it. For example, getting a character to describe how someone is feeling. You might report that a character is “tall,” or “angry,” or “cold,” or “tired.” That’s telling.

Showing paints a picture for the reader to develop in their mind’s eye. Rather than telling that your character is angry, show it by describing his face flushing, his throat tightening, his voice rising, his slamming a fist on the table. When you show, you don’t have to tell. Cold? Don’t tell us; show us. Your character pulls her collar up, tightens her scarf, shoves her hands deep into her pockets, turns her face away from the biting wind. Tired? He can yawn, groan, stretch. His eyes can look puffy. His shoulders could slump. Another character might say, “Didn’t you sleep last night? You look shot.” When you show rather than tell, you make the reader part of the experience. Rather than having everything simply imparted to him, he sees it in his mind and comes to the conclusions you want. More importantly they are the reader’s conclusions. What could be better than engaging your reader, giving him an active role in the storytelling, or should we say the story-showing? Clearly, it is a mistake to take show, don’t tell as inviolable. The theatre of the reader or viewers’ mind is more powerful than anything Hollywood can put on the screen. Well-written books and films trigger the theatre of the mind and allow readers to create their own visual, to be active rather than passive participants.

Our insight that if you take this maxim of ‘show don’t tell’ into your leadership you will lead more powerful change, you will lead more sustainable change, it will be everybody’s change not just yours. Looking ahead, think about:

designing the process of change to have much more time allocated to activities where colleagues learn how to change rather than are just told;
changing your behaviour to show new leadership approaches in action; and as we’ve said before,
shifting the balance of your change comms to stories that show the change in action.

Importance of the New

Alistair Russell · December 4, 2020 · Leave a Comment

Like all of us, the Laing Russell team has had many new consulting experiences in recent weeks and months. Our own learning from these new experience has prompted us to reflect on the very significant value of proactively seeking out the ‘new’, the ‘the road less travelled’ to encourage development and change. The challenge of needing to do things differently has been a very positive experience, even though at times it was uncomfortable.

The way we work has had to shift significantly during our time with this pandemic. Perhaps, like many we have a significant, natural bias towards working in ways that we are practiced and comfortable handling. Given the strategic focus and outcomes of our work, we depend critically on a senior executive team being confident and committed to a path. Delivery of that clarity and commitment has always required a team working together in sessions, lasting a few hours or a couple of days.

Classic recent challenges have been how to make that process work in this new context. Both in terms of designing and delivering workshops over a video-conferencing service or when we are all working hard to stay 2m apart in a room and manage our masks.

It’s been hard and at times frustrating. Methods, behaviours and tools that have worked in the traditional context sometimes don’t work so well in this new context either ‘on-line’ or in person. In some ways the most important thing is that we have been challenged to find new ways, forced to re-evaluate and forced back to first principles about what we are trying to achieve with our client.

Three tactical insights from recent weeks and months working in this pandemic context are:

up significantly the quality and amount of preparation you allow yourselves, winging it on the foundation of your many years of experience will not deliver what you want for these key meetings;
keep it even simpler than you may have done in the past, particularly when guiding a client senior exec team through a significant on-line session – shorter, more tightly focused discussion, taking a debate in micro-stages makes it easier to manage, easier to build steadily towards agreement and commitment to a plan of action;
mix it up and keep everyone active, building on established axioms of needing address different parts of our brains, designing and managing the detailed micro-stages of variety and importantly ensures everyone is active on their keyboard inputting ideas, answering poll questions etc..

We’d value your perspective on what you are finding works well in practice.

And to return to our initial, more abstract insight. We know that constraints prompt innovation, we know that it is new experiences that inform the classic learning cycle. We encourage you to take that step further and push yourself to seek out new opportunities to try new things.