photo credit: Eddi 07

I often get asked, ” So, what is narrative coaching, anyway?” I had occasion recently to put the essence of it on one slide for a client. I found this process very helpful, particularly because so much of what I have done and taught since I midwifed narrative coaching is so experiential. In putting this together, I realised that narrative coaching is as much a philosophy as it is a set of practices, and it is as much about spiritual development as it is about practical change. In some important ways, it is a way of Being more than acts of Doing. I offer these to you, not as the definitive scripture, but rather as an invitation to a conversation.

Narrative coaching is:

1. A sacramental approach to holding space and working with the relational field as it emerges

2. A non-directive, real-time attention to the experience and narration, focused largely on the other person

3. A dynamic use of narrative material as the primary source and narrative pattern recognition as the primary skill

4. An appreciation of identity as situated in communities and embodied in discourse in supporting sustainable shifts in behaviors

5. A commitment to deep, generative listening based in understanding narrative structure, neuroscience, psychology and practice

6. A  process of raising awareness, focusing attention, taking new actions and increasing accountability in yourself and others

7. A methodology for helping people, individually or in groups, to make shifts in their lives one story at a time and with increased agency

I look forward to you comments and your views on what you think narrative coaching is all about!

photo credit: valentin.d

I’ve been away on holiday as the new year has begun. Even with the gift of a new American president, I find it hard not to wonder how we will fare in the coming year. One of the approaches I have been taking with clients is to return to some  classic mythological motifs as a way of understanding the broader narrative patterns at play in organizations and in the lives of its people. In doing so, I am increasingly drawn to my work on liminality and the role of ‘in-between’ spaces in development. In the Western world, the Grail legends provide a powerful set of stories about these spaces as part of the human quest for knowledge and growth. It is important to remember here that the Grail is about who we become not an object we obtain.

In her magnificent book on the centrality of language in understanding the Grail stories, Linda Sussman writes, ”The person seeking initiation at the end of the twentieth century is called not just to connect with the tribe(s) of the past but also to prepare the way for the ‘tribe’ of the future. Obviously, this tribe will be very different from the ones our ancestors knew. . . .  We are the tribe of the ‘in-between.’ ” It seems to me that history is marked by certain periods in which humanity’s choices become even more pronounced. I believe we are in one of those periods.

We can no longer take for granted that the technologies of the future will save us from the unintended consequences of our present lives, but must instead be more accountable to previous generations in terms of what it means to be ’sustainable.’ We can no longer take for granted the historical notions of continuous progress, but must instead factor in the future generations in terms of what it means to ’succeed.’ For many of my clients, it is about recognizing that we are moving into new territories in which new approaches to leadership are required. We are leaving behind one era but are only beginning to discern the contours of a new one. As Sussman writes, ”In the process, one has quite often to give up a favorite storyline to gain access to a larger context.”

Three tips on living an in-between life

1. Recognize that there is no ‘normal’ to which to return. Much of what has enabled us to get this far may have to be set aside to make more room for what has yet to be imagined. What you are being asked to leave behind in order to take your next steps? In my own professional life, it has involved letting go of the need to “fit in’ in order to make more room for my own vision and leadership.
2. Recognize that we each must enter the ‘forest’ where it is darkest for us (as it was for those who sought the Grail). This darkness is about aspects of ourselves that remain hidden within and/or from us, but that hold the key to the next stages in our development. Only when we move out from the safety of what we know and who we once were can we see what else is possible. I saw this in a recent workshop in which a new leader came to face her fears around claiming her Voice in relating to her boss (by moving beyond waiting for him to grant it to her). 
3. Recognize that the greatest opportunities for growth are found in-between what was and what is not yet. It is in these spaces that we can most clearly see what is being asked of us now. To be successful, seek out new allies, draw on new resources within yourself, lead with strong resolve and true humility. I saw this in a coaching client who was willing to forego the comforts of a familiar place in one leadership team in order to discover a new role (in a new organization) that challenged him to grow in some profound ways.

Those who have gone before us and those who will come after us—in our families, our communities and our organizations—are calling on us to rise to the occasion as part of the ‘tribe of the in-between’. What is your Grail?

photo credit: KidMoxie

I had the pleasure of working with Shawn Callahan of Anecdote to produce an exciting new white paper, “Three Journeys—A Narrative Approach to Successful Organizational Change” that links coaching, stories, and organizational change. The approach is based on the story of Lewis & Clark who forged a trail that would lead to the formation of what we now know as the United States. I included a case study involving a large client project to illustrate the approach in action in supporting this client to build a coaching culture and internal coaching capabilities.

We also use lessons learned from expedition itself, based on Stephen Ambrose’s book Undaunted Courage, to offer important lessons for today’s change leaders. For example, while on the first of the three journeys, leaders should be aware of the fact that:

1. The story for change must be told, at least initially, in the language of those most affected by it, if leaders want their engagement in the change.
2. Preparation in complex environments requires testing assumptions and balancing the needs for adaptation and execution.
3. It is dangerous to take an old paradigm and old ways of living into a new land.

Have a look at the white paper for yourself and let me know what you think.

photo credit: Shereen M
It has been awhile since I posted. I’ve been quite engaged on two other fronts: One is an intense and wonderful coaching project in Australia.

The other arose just before I left when I followed a gut feeling (reinforced in my dreams) that something was not quite right in my body. I discovered through an ultrasound that I have a large nodule on my thyroid. The biopsies were inconclusive and so I will have surgery sooner rather than later to take part of it out – and find out for sure.

They say the chance it is cancerous is about 5%. However, I soon discovered that while the statistical difference between the 0% chance I had before and the 5% I have now is not all that significant, the emotional difference was huge. I’ve since moved to a better space where I’ve come to appreciate this wake-up call.

I found that in this time of waiting—and the not knowing that comes with it—it was hard to know what story tell about my situation. I was not well but I was not sick. In some people I evoked a story of great concern while others resorted to hurried optimism. I came to realize in some important new ways both the power of the choices we make about how we narrate our lived experience and the power of the stories that are told about us.

I am choosing to be grateful for what IS — an opportunity to recalibrate some elements in my life. Oddly, this re-balancing process mirrors a dilemma that surfaced in my Hogan assessment where I scored very high on ambition and fairly low on power. No wonder my thyroid is out of balance!

The fact that the problem is there has important symbolic, energetic and practical implications in terms of how I express myself and live my life. What a gift! Regardless of the biopsy outcome, I am using this time to be more courageous and clear about the story I tell through my life and work.

What story is your body telling you? What story are you telling through your body?