Another podcast in our mini series exploring some of the questions that come up in coaching sessions, in this episode of the podcast, Richard and Paul discuss the questions that is asked without ever being asked, what are my values?
Values are at the heart of behaviours, driving both purpose and actions. Yet, we are often oblivious to them and their impact on our decisions and perceptions of the world. Paul and Richard explore their influence on our lives, how you can find out what your values are, and the ways they change at different stages of our lives.
Sometimes (at work) we get a little lost. Maybe our actions are not working, our dreams suddenly appear unattainable, or we become disconnected from the purpose. It may happen slowly over time or can be a sudden upheaval when things around us change.
It can be very disconcerting to feel lost, yet many of us experience it at some point. As coaches, we are frequently asked the question, ‘What’s the point?’.
In this podcast Paul and Ricky explore how people may find themselves lost, and what they can do to reconnect with their purpose, or discover a new purpose that will give them the energy and desire to carry on.
Continuing our series of podcasts that explore the most common questions asked in coaching sessions, Rob and Paul explore the very common topic of time in this podcast. A range of time questions come up, all of which centre around the genuine issue of having more things to do than the time available.
Time management skills are essential to modern working but are only part of the story. Most of us have jobs where the demands outstrip the time available, and in this episode, Paul and Rob explore the different mindset (and skills) required to ensure that the time you have is used in the best possible way.
Let’s face it, none of us really love getting feedback. We know it is important, and helps us grow, It is also hard to hear sometimes and often badly delivered. Sometimes, it feels like it is easier to not be told, even though we know that is not really the right answer!
This podcast is part of a series based on the questions that come up the most in coaching sessions. In this episode, Rob and Ricky explore how feedback can be helpful once you get past the emotive reaction it often creates. They also explore the different types of feedback that you might get and how best to reflect on and take action that will help you grow.
We are back with new podcasts for 2024, and we are starting the year with some of the questions that we get asked as coaches.
In this episode, Ricky and Paul explore the question most new leaders ask themselves: What makes me worthy of being a leader? There are several reasons why people pose this question, from self-doubt, to seeing the capability of others (while not seeing our own strengths) or simply not seeing leadership for what it is.
If this is a question you have asked yourself, then this podcast will help you think through all the reasons why you should be a leader, and come to terms with the fact that leaders are rarely experts, and experts are normally too busy exporting to lead.
In today’s intricate world, decision-making and learning often occur in ambiguous contexts where clear-cut answers are rare. This article delves into the complexities of navigating these “grey areas,” emphasising the importance of critical thinking, ethical reasoning, and adaptability. It highlights how social contexts and cultural influences shape our perceptions and decisions, underscoring the need for continuous learning and cultivating environments that encourage open dialogue and diverse perspectives.
Not all lessons are black and white in the vast expanse of learning and development. Much of what we learn, especially in leadership, management and personal growth, lies in grey areas—complex, nuanced and often without clear-cut answers.
How, then, do you train and develop your people to work in the grey zones when a flowchart, manual, process, or, dare I say it, artificial intelligence (AI) can’t cut it? Not yet, at least.
Serendipity piqued my curiosity, leading me into the world of social learning theory.
A Chance Encounter Inspires A Challenge
When a global automotive manufacturer challenged my company to think differently and to look at a learning problem from another perspective, we had to embrace the opportunity.
The challenge was to address a development gap in their frontline people managers; while skilled and competent in the technical and process aspects of the role, they needed to be more effective in their soft skills. The need was to be able to have impactful people conversations that changed behavior. Challenges where the stock answer is “It depends” are not the happy place for managers who would sooner fix a technical issue than talk to their people. Of course, there were operational constraints and budgetary limits, too.
We train, develop and coach people worldwide for some of the biggest brands, but this needed a new solution, something like gamification. At that time, it was not at all in our sweet spot. So we set about doing our research.
We created a dilemma game for them, one that blended four distinct components:
Gamification to motivate and maintain interest;
Psychological safety to enable participants to feel comfortable surfacing issues or exposing perceived weaknesses (the game element also helps this);
Group coaching, where a facilitator runs the game and asks great questions to cause conversation, exploration and curiosity; and finally,
Social learning, encouraging people to share their experiences, good and bad, for the benefit of the group, all under the pretext of “It’s only a game.”
Players shared more than we ever imagined, and managers grew, not just in learning but in recognising that they are not the only ones who struggle. Additionally, they built an internal support network they can talk to when needed.
The Essence Of Social Learning
Social learning is at the heart of understanding how we navigate the grey areas.
Psychologist Albert Bandura, professor emeritus of social science in psychology at Stanford University, popularised the theory. Bandura suggests that people learn from one another via observation, imitation and modelling.
One of Bandura’s most famous experiments, the Bobo doll study, demonstrated how individuals, particularly children, learn and replicate behaviours they observe in others.
This fundamental concept illuminates the significant impact of environmental and social influences on our learning processes and decision-making abilities. Where you work and who you work with significantly impact what you learn.
Learning From The Environment: The Role Of Observational Learning
From early childhood, our learning is deep-rooted in observation. We watch the actions of those around us—our parents, teachers, and peers—and see the consequences of those actions.
This observational learning extends beyond mere replication of behaviours. It involves understanding the outcomes of actions and adjusting our behaviour in response.
When we witness positive results, we are encouraged to mimic those actions. Conversely, adverse outcomes might deter us but can also pique curiosity and imitation under certain circumstances.
This dynamic interaction with our environment shapes our understanding of the world, especially in areas where the answers could be more straightforward.
The Grey Areas: Navigating Complexity Through Social Contexts
The grey areas of decision-making and ethics represent a significant challenge for personal development and professional training. These are the domains where right and wrong are not easily discernible, where the ethical, practical and effective course of action might vary depending on context and perspective.
Training individuals to navigate these complexities requires a sophisticated approach beyond traditional didactic methods. How you get an answer becomes a more important skill than knowing the answer.
Creating realistic and contextual situations for discussion and exploration is critical. By simulating real-life scenarios that present ethical dilemmas or complex decision-making situations, learners can engage in critical thinking, explore different outcomes and consider the implications of various actions.
This experiential learning approach encourages individuals to reflect on their values, the influence of their actions on others and the broader societal implications.
The Impact Of Peers And Culture
Our peers and the culture we are a part of play crucial roles in shaping our responses to grey areas. The social norms, values and behaviours are prevalent in our immediate environment influence our perceptions of what is acceptable or desirable.
This social context can either reinforce positive behaviors or perpetuate negative ones. Recognizing the power of social influence is crucial for both learners and educators, as it highlights the importance of fostering positive, supportive and ethical communities.
Moving Toward A Future Of Informed
Decision-Making
Training for the shades of gray requires an emphasis on critical thinking, empathy and ethical reasoning. It involves cultivating an environment where questioning is encouraged and diverse perspectives are valued.
By leveraging social learning principles, educators and leaders can create more nuanced training programs that prepare individuals not just to choose between black and white but to navigate the vast spectrum of grey created by current levels of uncertainty with confidence and integrity.
Our Solution
What Would You Do? helps cross-functional groups surface common issues and performance gaps through social learning, gamification, group coaching and psychological safety. You can learn more here.
Conclusion
In a complex and nuanced world, navigating the grey areas is more crucial than ever. Understanding and applying social learning principles can better prepare us and others to make informed, ethical and impactful decisions.
By observing, discussing and reflecting on the multifaceted outcomes of our actions, we grow as managers and leaders, ready to face the challenges of tomorrow with wisdom and compassion.
This article first appeared on Forbes.com on 15th April 2024
Ricky has been a regular contributor to the Forbes Councils since 2023, where he shares his perspectives on all things leadership, change, culture and productivity, all with Thinking Focus’ unique perspective on metacognition, or as we prefer to say, thinking about thinking.
We have two primal fears: shame and death! Evolutionary strong feelings that were designed to keep us alive, but not really designed for the modern workplace, yet these fears play out strongly in our day-to-day lives.
In this episode of our mini-series on getting out of your own way, Richard and Ricky discuss how fear of failure might drive our behaviour, and not always in ways that make us more productive or easy to get on with!
We want people to be authentic in the workplace, to show up as they are, and to be their best selves. Not only do we want to be authentic because it helps us build trust and better relationships, but it is easier – it takes less work just to be you.
At the same time, we all want to fit it, show off our best bits and look good, so from time to time, we put effort into ensuring that others see us in the way that we want them to.
In this podcast, Rob and Paul explore another way we might ‘get in our own way’, when we start to put some much effort into managing how we are seen, we don’t have enough left in the tank to get things done.
Rob and Paul continue this mini-series within The Question Is podcast about some of the different ways that people ‘get in their own way’. This time we consider perfectionism.
Could perfectionism be an advantage, or are we confusing high standards, with nothing ever being quite good enough?
Like most traits that get in our way, these habits were once useful, which is why they have become a habit. Then, out of the blue, the very thing that was helping becomes the thing getting in the way.
Paul and Rob explore the fine line between driving to excel and perfectionism and discuss strategies for perfectionists to stay on the right side of the line.
Can you have a goal that is too big? Or too small?
In this episode of the podcast, Ricky and Rob explore how we can get in our own way when we pick goals that are either too easy or too hard.
They discuss how our belief in our ability to achieve the goal dramatically impacts how we approach it, so the best goals always fall within a ‘goldilocks’ zone of not too hard and not too easy; falling in the zone of just-right like the best porridge! Even when we have the right level of belief, that on its own is not enough. Rob and Ricky explore how the goal needs to be relevant to us, congruent with our overall priorities, before we will truly allocate the time needed to be successful.
