Over the years I have had the wonderful opportunity of
facilitating brainstorming sessions. One
of my favourite tools to use, is Edward De Bono’s Six Thinking Hats
Method. Our behaviour, not our words, is
the reflection of who we are. Six
Thinking Hats is a brilliant tool to structure in an objective way to include the
input from the individuals participating in the session and can give insight
into the reflection of their personalities.
The method refers to six hats that when we “wear them” we are obligated
to think in a specific way. The blue hat
is the leader hat that will control the discussion and the ground rules (only the
facilitator will wear this hat during the entire exercise), the white hat
requires pure objectivity and data driven comments, the red hat is our emotions
and how we feel about the exercise, the yellow hat is for positive thinking,
the black hat is for negative thinking or challenges we encounter during the
solution process and the green hat is for innovative thinking or often referred
to as “out of the box thinking”.
What follows are a few social conclusions that I have found in this exercise that relates to the teams’ general behaviour.
I’m not sure about you but I’m better at giving advice than receiving
it. My privilege as a trainer and performance coach is to be able to fall back
on “do as I say, not as I do”. This is not something I’m particularly proud of
and nor is it something I want to admit to those I work with. I console myself,
professionally at least, with the fact that my diagnostic skills lie in helping
others and not myself. It also can’t be very helpful for anyone with the unenviable
task of being my coach.
Recently, however, I was offered some advice and in spite of
my habit, I took it. Surprisingly, to me anyway, the shift in awareness it
provoked has rippled through my whole life. My own coach is a mindfulness expert
and while we don’t spend too much time on this topic she set me a related task.
I was to take an everyday activity and be fully in it as I perform it, noticing
the sensations provoked by the experience.
Now, I’m not good at doing what I’m told. I will find ingenious ways not to do the homework I’ve been set (the French “devoir” always seemed a much more appropriate name). But over the Christmas break I had little excuse not to do one of the two very simple requests made of me.
To you as a leader it’s Business Transformation. To people at the sharp end of the business it means Change. And many people don’t like the thought of forthcoming change – in fact they fear it, or put another way are change resistant. And many times when the change arrives they suffer a feeling of deep loss – like mourning. So what is the role of the Leadership Coach in a period of business transformation and change?
This week is a big week for me. We are moving house, have said goodbye to builders who have been preparing our new place and are expecting our second child in less than two weeks. All the things you’re told not to do together, we’re doing them.
This has led me to reflect on resilience and leadership. With a heavily pregnant wife much of the heavy lifting (literal and metaphoric) has fallen to me. At times I haven’t held up as robustly as I would like to think I would be able to.