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May 2018



As some of you know, my book Mapping Motivation for Coaching, co-written with Bevis Moynan, was published by Routledge earlier this year. This is a complete guide to mapping for coaching and an invaluable resource for coaches worldwide. Currently, Routledge are offering (until July 31st) a 30% discount on the book when you buy it from their site and use the code MMJS230, so now’s the time to get your copy! You can find the link to it on Routledge’s site here. If you want to read reviews on Amazon, then you can click here.

This extract is from Chapter 1: “Coaching Questions”

“Underpinning coaching, and great coaching especially, is the issue of asking useful, relevant and sometimes intuitive questions. In later chapters we consider in more detail other core skills that make up the tool-kit, as it were, of the effective coach. But keep in mind that it is not the function of the coach to provide answers for the client; mentorsi may do that; however, coaches enable the client to find the answers for themselves. In fact, the coach is always acting as a mirror to the client, reflecting back to the client what they have just said because:

a. In the pause between saying what the client says and the coach restating it – reflecting it – back to the client, the client’s own deeper mind, their subconscious mind, has more chance of kicking in and providing a new insight which had not occurred before;

b. And in the re-statement the perceptive coach has a chance to not only re-state what has been said, but also to draw out its true significance. Re-statement is not always exactly the right term for what the coach is doing; paraphrasing would perhaps be more correct. The essence of paraphrase is summarising the essential aspects of what is said;

c. By reflecting back to source the issue, the client is hearing it again, though with a slightly enhanced or nuanced emphasis (where the coach is being effective) and what this does is reinforce the client’s own ownership of the issue. This increased ownership intensifies the desire to solve the problemii - it motivates.

People want to use a coach because they have an ‘issue’ or a ‘problem’; in a perfect world they would not need a coach since they would know what to do. But it mustn’t be thought that coaching is for ‘problem’ people; on the contrary, coaching is possibly the number one technique (alongside its cousin, mentoring) for enhancing just about anybody’s performance. Recent research in business indicates that coaching has dramatic effects on performance outcomesiii and this sort of effect is felt in all areas of coaching. Thus coaching, as has emerged over the last 20 years in the Western world, is a standard process that can help not only the performance of individuals and the productivity of organisations, but also anybody and everybody in facing the ‘issues’ they have in their private and personal lives. These range from improving health and fitness, raising the level of sporting achievements, coping with relationship, emotional and stress issues, and helping break addictive tendencies.”


The distinction between a coach and a mentor or between the two processes is subtle and sometimes blurred, but generally it is thought that the mentor tends to be more directive towards, more experienced and knowledgeable than, more senior than, the client; whereas the coach tends to be more exploratory, more outside the immediate domain of the client, and ‘more’ equal in terms of status.

ii Nigel MacLennan, Coaching and Mentoring, Gower, (1999). MacLennan puts it this way: “If you own a problem – if that problem is inside you, if it has become part of your soul – finding the energy, commitment and persistence to solve it is easy”. For ‘energy’ we might substitute the word ‘motivation’.

iii “Organizations where senior leaders “very frequently” coach had 21% higher business results.” – 2017 from Bersin:; the Ken Blanchard Organisation puts productivity gains from coaching at 57%:


Want to find out more, why not grab the book at a 30% discount. Remember to use the code MMJS230 at checkout. In the next few weeks, I'll be posting more extracts from Mapping Motivation for Coaching, so be sure to stay tuned to get more insights into coaching, mapping and mentoring. Thank you.

Getting to Grips with Work Life Balance



People today talk of their Work-Life Balance, which is good, but not entirely accurate; it suggests a split between work and life, a choice between the two which can be remedied by information or techniques that will enable them to co-exist in harmony: you can have work and life! However, work is part of life and the split is not two ways, but three, and it is the invisible 'third' element that makes all the difference in the world to the other two.


As we think about it, for all our lives, there are three core elements: there is work, in which we struggle to achieve something, or impose our signature on the external environment; there are relationships, in which we yearn to love and be loved by others, and gain their respect and co-operation; and finally, there is Self – our Self, our real Self – in which we seek to grow through self-awareness and self-development, and this imposes some sort of order on our internal environment.


These elements are dynamically interacting all the time. The most obvious example of this is when a colleague at work, known for their commitment and skills and quality output, suddenly loses interest in what they are doing, or becomes positively obstructive. Nobody can understand why this has happened, but upon investigation the root problem turns out to be nothing to do with work – turns out to be, for example, their partner has left them, or a parent has suddenly died. Thus, relationships outside work affect the work.


If this is true, it stands to reason that the Self, too, will also affect both work and relationships, just as they affect the Self. The problem is: very few people seem to understand that they have a 'Self' and that therefore they need to tend it! And tend it as you would a garden. The exception to this general stricture would the physical self and physical health. Because they can see and feel their physical bodies, people will take action to promote its well-being – join the gym, do yoga, eat well and so on. Far fewer pay attention to their mental self, their emotional self, and their spiritual Self. This is a tragedy because it is the Self that primarily fuels work and relationships as we shall see.


However, before we discuss this in more detail, let's briefly look at how the three life elements express themselves in our lives. If we were to sum up their content in one question, then it would be:


Work asks: what do I do?


Relationship asks: how do I get strokes*?

(*'Strokes' here is a technical word as used in Transactional Analysis = initially repetitious physical contact on which the infant depends to live; but subsequently not only physical but emotional 'contact'.)


Self asks: what does this mean?


All three questions are vital to us as human beings, but it should be clear that if we consider anybody, including ourselves, then we all have predilections. Some people regard the question, what do I do, as far more important than the other two. And what we see is how this manifests itself in the world: in fact this question is particularly pertinent to men and can lead to the often observed work-life imbalance that is so characteristic of them. A form of workaholic-ism emerges, whereby work becomes the be all and end all of their existence – and of some women's too.


Again, some people, and probably more women than men here, regard, how do I get strokes round here, as the core issue of their lives. Relationships are everything, and in a way they are right. There is a familiar adage, 'all for love', and another which says that ‘nobody on their deathbed wishes they had spent more time in the office’. No, they wish they'd spent more time with the people they allegedly loved. But for all the power of love, the need for 'strokes' can have a dangerous sting in its tail: it can lead to compliance, co-dependence, and a loss of personal identity in the mad desire to have strokes come whatever may. There are many people out there who seem to have obliterated their Self, identifying only as a ‘mother’ or ‘father’ or ‘guardian’ and not having any attributes or talents they can call their own. This is, of course, a false self-perception, but for many it becomes a self-fulfilling prophecy. In some instances, the object of their affection – often a child – becomes smothered, because the carer cannot bear spending time by themselves.


Finally, then, the third question, which seems cerebral and academic, but upon which so much depends: what does this mean? In his book Man's Search for Meaning the noted psychologist, Vicktor Frankel, concluded that the meaning question was at the core of our existence. Humanity simply could not live without it, but with it, could endure almost anything. This is fine and philosophical, but so many of us are too busy to pay any attention to the question, and so to ourselves, until it is too late. We mistake the customs, habits and values of civilisation as a given font of meaning, and then do not have the internal equipment to deal with pressure when the cracks appear, as they always do to a greater or lesser extent. Another way to look at it, is how many people actually really carefully think about who they are, what their place in the universe might be, or what their life must mean? These are big questions, and many will find them too scary to answer, but without them, our lives become simulacrum, ant-colony lives where we merely obey, eat, marry, reproduce and die.


So, to return to an earlier point, it is knowing the Self, it is allowing for personal growth, that is the key to both success at work and in relationships; further, it is the fuel that provides 'energy', motivation if you will, to these other two elements. Ultimately, the person who is either so busy working or so busy in a relationship or both burns out because there is no 'time for myself'. Time for the Self is critical, but using it wisely is a different matter, for it is in those spaces between the work and the relationships that many find being on their own, with their Self, unbearable, requiring narcotics and stimulants of one sort of another to cope.


So, the solution is to find more time to develop the Self. Read that book you’ve always wanted to challenge yourself with. Go on that training course you’ve been thinking about. Go off and have a weekend to yourself, even, because as fantastic as your relationship with your partner may be, sometimes time alone can re-charge you in ways that spending time with someone else, even someone so close, cannot. Work and relationship time is almost default programmed in to our societal existence, but time for the Self is not. We have to manage and claim that time for ourselves.

Thanks stopping by. Tune in in a couple of week's time for our next post, which includes an extract from my upcoming book Mapping Motivation for Coaching, co-written with Bevis Moynan! Until then! 





Why Motivation Is Not In The Work Place



It is not an original observation to say that in most work places we look we find that most people are not highly motivated. In many cases they are not motivated at all. They need to work and their commitment to and engagement with their employer extends no further than the next pay cheque. This is not a desirable state of affairs, and there are many reasons for it, but perhaps the most unnoticed aspect of the whole business is how little attention employers pay to the issue. It’s as if most of them live in a world where motivation of staff - and of themselves - is the least important thing, and having the least impact of all on the bottom line. Unfortunately, this assumption is wrong, but if we look deeper matters are much worse.


The decision not to consider motivation as part of the business bottom line has profound psychological roots. It’s not just that business owners, directors and executives don’t think about motivation - much - it’s that they can’t. This becomes clear when we look at the four major pillars that underpin any business or organisation for that matter.


First, there is finance - the money! The Key Performance Indicators (KPIs) that drive the business: return on equity, profit, turnover, cash flow and so on. This is a yes-no situation: either we have the cash flow or turnover or relevant metric, or we don’t. Accountants, usually, supply us with this information. And when the worst occurs, we know that.


This principle also applies to the second pillar, sales and marketing, and also to the third: production and operations. Managers, for example, check on a daily, weekly, monthly, quarterly basis - how many leads, how many prospects, how many conversions, how many sales and so how much revenue has been generated. Ditto for marketing: the advertising campaign, the web strategy, produces how many enquiries or clicks? And ditto for production: we ask how many widgets this month or how many service calls?


The point being that even when times are bad, we know how we are doing. This is because we have Finance, Sales & Marketing, and Operations directors keeping tabs on all this productivity and information.


But put another way, when we think about companies, we have these types of directors in the main precisely because they attract the kind of people who are drawn to certainties: the spread sheet full of numbers that tell us where we are. And if we invest in inputs we can measure the outputs, which are usually fairly predictable: for example, for every hundred leads that our marketing produces we convert about five on average into an actual sale.


Notice in this that whether the business or organisation is doing well or badly one thing remains constant in the three dominant areas/pillars of the business: namely, the psychological certainty of knowing where we are, of having the numbers which become our compass through the changing environment. This need for psychological certainty is compelling, it produces emotional security, but has a disastrous side effect in the fourth area/pillar: the people category (in which leadership, culture, morale and motivation are included). Put simply, it doesn’t work. As the British scientist Denis Burkitt put it: “Not everything that counts can be counted.”


Specifically, in the areas of people motivation, leadership and culture we find that given in-puts do not necessarily produce predictable outputs. The most frequent and outstanding example of this occurs with money: pay increases often demote staff despite the fact that a wage increase is precisely what they say they want.


The reasons for this are complex; but all MDs, CEOs, and executives will have stories not just of the failure of money to motivate, but the failure of dozens of other initiatives too: be they re-structured flexi-time, increased time off, more training, better social events, environmental improvements, and so on – what would seem obviously a 'good thing' becomes for some reason a cause for disgruntlement.


Thus in the people domain the certainties of numbers give way to uncertainty, and with that there are the two corresponding phenomena: the rise of ambiguity, and the erosion of control. Most managers – exactly because they have sought to be managers – resent and resist these two tendencies. In fact, the best way of dealing with them is ignoring them altogether.


We 'contract' with people – don't we? - to do the work; so, we're paying them, so they should work, shouldn't they? A kind of blind eye approach is adopted in principle, and only when things go seriously wrong – by which I mean the numbers all start going negative – is some attention paid to staff motivation. And usually, in a fairly simplistic way: let's send them on a course!


So what we have, then, are 4 pillars of an organisation, three of which – Finance, Marketing/Sales, and Operations – produce emotional security in the way they are set up and constructed to be measured. This means that directors and senior managers, by and large, have a massive disposition to want to deal with these areas and, correspondingly, subconsciously or otherwise, an aversion to actually dealing with the fourth and final pillar on which the other three really depend: the People.


The people pillar, then, concerns itself with all that is not secure! With all that is ambivalent and difficult to quantify. What is it about people which makes them so intractable?


If we think about it, it is because life is really like that. To live is always to be aware of inherent difficulties (including death) whereas human civilisation and mankind's intellect tends to want to mask over that with its certainties and constructions. Thus, profoundly, in dealing with the people pillar, ‘management’ is never enough. Leadership is required with all that that entails. Leaders – who motivate – are the only ones who can create real value.


How can we define leadership as opposed to management? Well, there is too much to say on the matter in just one blog. For more information about good (and not so good) leadership, you might want to check out my article on Motivation & Psychopathology. But in essence, the difference between a leader and a manager is that a leader recognises that their number one priority is to motivate staff. In fact, all their other duties, such as administration, assessing KPIs, in some cases keeping track of shifts or holiday, etc etc, are all secondary to this primary objective, which is to keep people motivated. Another way to look at this is to think about the great military leaders of the world. There is a famous story about Alexander the Great, who, having crossed the Gedrosian desert, found that his army was short of water. Scouts were sent ahead, to search for a water supply, before the army dehydrated in the midst of the vast, barren wastes. They returned with a helmet full of water. ‘I’m sorry,’ they said. ‘But we only found this much in a small pool. Please, we need your mind to get us out of the desert, you take the water, Alexander. There’s not enough to feed all of us.’ Alexander is purported to have taken the helmet and poured the water out. ‘I will not drink while my men suffer and thirst,’ he said. ‘We must find enough for all of us.’


There’s a joke in the masterful David Fincher film The Fall that this was a waste of water, but the profound psychological effect this had on his men is clear. The fact this legend has been passed down, for millennia, goes to show the impact it had. In fact, Alexander did best the Gedrosian desert, and went on to fight a battle directly afterwards, which he won. The key word here is “inspire”. The word “inspire” comes from the Old English “enspire”, or the Latin “inspirare”, both of which meant “to blow/breathe into”. God is said to breathe life into us, and hence, when we inspire others, we breathe life into them. This is an incredibly powerful mode of being, and true leaders are inspiring all the time. So, to fix the de-motivation of our workplace, we must recruit more leaders!



Six Problems with the Success Syndrome


The Medieval Period had a concept called the Wheel of Fortune; it was the basic idea that what went up must come down, and we as humans ought to know that and take cognizance of the fact at all times. More recently, it seems analogous to the Chinese idea of yin and yang: the sunshine of yang indicates we are experiencing success and prosperity, but the darker side of yin reminds us that success is not forever, and that there may be a dark valley we have to enter. This is something that many people in the West seem not to be able to grasp.


One need only examine the utopianism of the last few decades to see what I mean. There is an idea, at the moment, that technology will solve all our problems, and what’s more, that society is just going to keep getting better the more technology we have. I’m not disputing the importance of advancement, particularly medical and ecological advancement – our planet’s certainly wounded – but technology can become a kind of idol which we falsely worship. Need we be reminded of the military horrors technology makes possible? And now, too, technology brings into question all kinds of moral laws and debates. Cloning is on the imminent horizon – perhaps not of people, but of animals certainly – artificial eugenics, artificial intelligence, the list goes on and on. And yet we never seem to entertain the idea that all of this could go horribly wrong, or give credence to those warning against it. Ironically, we have made science into a kind of god that can break the natural laws of the universe: that things come in cycles. Science itself teaches us this – everlasting progress is impossible – but as a society we seem unable to internalise this message.


And business can be like this too. We all want success; we plan and work for it; and then it comes along and we think it will be forever. At an organizational level, as well as at a personal, this can be very dangerous. Indeed, the value of yin can be salutary, for success can have dreadful pitfalls. To bring in Greek mythology: success can be a kind of hubris, a sense that we are gods and can completely determine our own outcomes forever. This may sound extreme, but Thomas Merton expressed it perhaps too extremely this way: “Avoid at all costs one thing: success… if you are too obsessed with success you will forget to live. If you have only learned how to be a success, your life has probably been wasted”.


Here are six things that seem to happen when success becomes an organizational liability, and one should say too that this can happen at the individual level. The first thing is codification, or the way in which informal procedures that once proved successful now become rigid policies. In short, the erosion of flexibility and responsiveness occurs. With that, next, a growing internal focus develops which ignores outside threats; this is the beginning of all those internal politics whereby people are more concerned about their position within the ‘successful’ organization than they are about their customers. In fact, thirdly, the complexity of internal politics emerges full-blown and with it the preservation of power – or at least maintaining their position - becomes the primary objective of everybody within the organization.


Fourth, a mindset of arrogance and complacency takes root: problems, then, especially competitive problems, are rationalized and viewed as only temporary, mere blips, and the full seriousness of the situation is not properly assessed or apprised. The whole thrust of this momentum – the rigidity, internal focus, politicking and mindset – fifthly, starts disabling the learning process. The organization stops learning and incorporating new insights into its organizational memory; leaders – everybody – keeps trying to solve today’s issues and challenges with the skills and expertise of yesterday.


Finally, a deep conservatism takes hold and the organization becomes entirely risk averse; risk-averse in the worst sense of that phrase – not realizing that not changing is more risky than staying where they are. In a sense this is likely being in Dante’s Hell: where the people going on repeating formulaic activities that are ineffective, but they somehow and seemingly forever cannot break those habits. At least they cannot break them until reality intrudes and the organization goes bust, is acquired, or is broken up into smaller pieces, and so on.


These, then, are six major problems that develop when organizations become successful. There is no easy antidote to countering these sclerotic tendencies, but by way of general advice there are three things that can help us avoid these terrible rocks. The first is thinking about things more! "If everybody is thinking alike then somebody isn't thinking" said George S Patton, and that is a profound observation. The thing about success is that it tends to shut down the need to ‘think’ – one goes on automatic pilot. This is especially true with those businesses and organizations which major on ‘systems’ and processes’ and turn-key operations. They build themselves – having done the initial thinking – on not thinking; the system works. For evidence of how limited this might be, think McDonalds: an incredibly ‘successful’ franchise, but one now realizing that even their turn-key operation needs to re-think its market and its products as consumers become more health conscious and aware. How is thinking done, then, in your organization? What space is made available for it to occur, as opposed to business as usual?


Second, in order to get a permanent reality check, ask your customers and clients what they think, what they feel, how they experience you and your organization; there can scarcely be a better antidote to complacency and arrogance than this one simple test – yet doing this effectively is no simple thing, or indeed accepting the validity of the feedback.


Finally, take the pulse of your own employees, especially their emotional pulse. The best, most cost-efficient and result-effective way of doing this is not via staff surveys, but using the Motivational Maps profiling tool at individual, team and organizational level. This always produces a ton of surprising and unexpected data regarding what employees are thinking individually and en masse; the results of which can lead to deeper strategic thinking and planning.


So go for success, but be aware of its dangerous pitfalls and plan to ensure that you do not fall into one or more of them.


Next week, we will be looking at motivation in the workplace.