Image by mymind on Unsplash.com
A third of the team had left, the engagement scores were on the floor, on top of which they were known as the team that always said ’No’. Six months before, he’d been asked to build a team that could partner effectively.
He’d built a reputation for driving through change and taking tough decisions but he knew he needed to back up and engage them in what might be possible.
We worked out how he would begin to pause and centre in his intention before offering his opinion. In the process, he discovered how tiring it was to push all the time.
Although he was good at relationships, he knew they’d benefit if he could soften his style, pause and slow down as well.
It took 6-8 months for the team to get a different kind of traction. He coached more; they’d become curious, started listening to colleagues and being more co-operative. He still got frustrated; sometimes the team were now being pulled into unnecessary decisions - because they were partnering!
Which do you find harder, more tiring; A - sharing your knowledge and advice, driving onwards or B - pausing, slowing and listening?
If you would like to know more about how an embodied approach to learning (that is learning that lives in the muscle) can take you beyond tips and techniques contact me here.
