Let's all do popup training

People's Summit, Rio+20

I want to run pop-up training. Here today, gone tomorrow. You’ve heard of popup shops, popup galleries, and popup restaurants. Why can’t we do popup training?

Caravans and Castles

I want to run popup training in surprising locations. In a caravan or a castle. Imagine hosting a workshop in one of London’s hidden underground stations. Or one of the nicer airport lounges to help high-flyers combat the feelings of hopelessness in transit? Or on the platform of a new Boris bus. “Hop on, what’s your name? Hop off, nice to meet you”.

Environmentally Friendly and Unsustainable

The glorious thing about popup training is that it is totally unsustainable in an environmentally friendly way. Practically any space will do. No expensive technology or structural alterations required. No discernable impact on the environment, and nothing left behind.

Open Space Rules

I wouldn’t feel guilty about doing training with no lasting impact. Popup training is not meant to last. In fact, the rules are very similar to Open Space:

1. Whoever come are the right people.
2. Whatever happens is the only thing that could have.
3. Whenever it starts is the right time.
4. When it’s over, it’s over.

Popup Training at the People’s Summit, Rio+20

This is just silly, you say. Well, I can tell you, I’ve done popup training, very successfully, at the People’s Summit in Rio, with a little help from my friends. The training space was a popup tent with a roof and no walls, like those flimsy efforts that make gardens look summery. We had some tables, and chairs, and we staked out our territory with a circle of chairs. We made friends with the local radio station who were doing live broadcasting in a bigger tent. They even lent us a microphone and loudspeaker, so people could hear what I was saying. People came: some students, a lady with a pink bag, and a very young boy. We played a game of catch with juggling balls. More people came to watch, and then joined in. We started a bit late. Three people in curiously anatomical tiger costumes did an exotic dance in front of our tent. Somehow I held people’s attention with the game, until it felt that we were done. Some people stayed to talk. Others melted away. When it was over, I felt good.

Popup Training Satisfaction Ratio

What does this say about popup training? The feeling of satisfaction after, was greater than the size of the event. And I have run large-scale, resource intensive training events, where the feeling of satisfaction was considerably less than size of the event. That's why I want to run popup training in surprising places. The people who come will be the right people. Whatever we do will be the only thing we could have done. Whenever it starts will be the right time, and when it’s over, it will definitely be over.

When I grow tired of London

The house that squares up to the mountains

I’m going to live in a manse in the Scottish Highlands, within striking distance of a Victorian railway station, with glass canopies and pillars with cast iron flowers. I want an honest granite house that squares up to a view of mountains and water. Fit for a minister, his wife, four children, and domestic, the manse has grounds (unmaintained), outhouses (unconverted), and fishing rights (mainly pike). The chimneys lean towards Charles Rennie Mackintosh, but the architect is unknown. The rooms are generously proportioned, and sparsely furnished. There are more bedrooms than a bachelor could need, and not quite enough bathrooms.

The manse is set well back from the road, invisible to traffic on the A9. On rare days when the clouds have lifted, the view of the Cairngorms makes you want to stop and stare. There is no heating to speak of, and lighting fires between March and October is forbidden. There are potholes in the unmetalled track to deter visitors. I am furious when intruders come to picnic by the river. The midges drive them away.

I will have a manservant called Duncan who seldom speaks. Duncan does everything. He runs the house, grows vegetables, chops wood, and fixes the car. Duncan knows what I am thinking before I do. Duncan reads books about the Second World War, and keeps a firearm that he knows how to use.

I will drive a beaten up second hand car, a Bristol, or some classic tourer that has not been driven by James Bond. For entertainment I drive recklessly into Inverness, and drink gin at the Station Hotel. I post letters in the antique post box. Sometimes I enjoy myself too much to drive home. The hotel staff, who all know me, arrange parking for the car, and a bed for me.

I am on speaking terms with my distant neighbours, most of whom could be extras in the Carroll / Donat version of ‘The 39 Steps”. We hail each other at the annual Highland Gathering, and, more often, at Tesco’s in Inverness, when I am stocking up on malts, and other essentials.

People bracket my name with Fitzroy Maclean, Patrick Leigh Fermor, and Compton McKenzie. I have Whisky Galore in my cellar.  I write prickly prose and poetry in 72 page notebooks bequeathed to me by Muriel Spark from the stock she acquired from James Thin in Edinburgh. People think I am writing a great work. I will never complete it.

Increasingly, I am absent from the manse. People say I am doing something ‘hush hush’. In fact, I am sailing around the Mediterranean with a troupe of dancers from the Royal Ballet, drinking gin martinis with friends up at their villas. I repay their hospitality with advice on what to plant in a hot border. When it comes to drought tolerant plants, I am a fount of knowledge. Small wonder I never made much of the bog garden at the manse. I’m going to give up the manse. It’s just not a realistic proposition.

Serendipity at work

Cows discovering their sense of purpose at Buitenwerkplaats.

“What is serendipity?”, said the handsome young Dutchman, opposite whom the waitress had seated me. I didn’t dare ask him, myself, if I could sit at his table. He was too good-looking, too blond, and too alone, to be approachable. It was the waitress who decided I should sit at his table.

Serendipity, I hazarded, “is a coming together of random events that produces unexpected and happy results. Our meeting,” I continued, “is serendipitous, because we are discovering so many things in common, and the chances of us sitting at the same table, in the same café, tonight, must have been very small.”

Going with the flow

Have you ever spent time in a Dutch Polder surrounded by water? The cows and the sheep graze on the greenest squares of grass, and the herons flop from ditch to ditch. High above the houses, cyclists and barges sail by. The sound of the water lapping in the canal can be alarming if, like me, you are more used to the noise of traffic. Why does the water from the canal not drain into the fields, I asked? “Our dykes are extremely well built”, said my host. 

Discovering our purpose

Last month, I spent a week living and working at Buitenwerkplaats, an architect designed space for people who want to reflect, plan, create and do. You can browse the books, interpret the art, and lose yourself in the watery landscape. The furniture, like the food, is carefully curated. 

Buitenwerkplaats encourages intimacy. Guests can float between indoor and outdoor spaces. Meals are tethered to tables under the trees, or moored to the boardwalk by the pool. There are no barriers between the people who work there, the groups who come for a week, and the guests who come for a day's thinking time. I connected with the lady who changes the beds, the poets who came to plan, and the couple who are writing their first novel together.

Buitenwerkplaats has a ‘sense of place’ that I believe is key to helping people to connect with themselves, and with each other. And in the process of making discoveries about ourselves and other people, we may discover a sense of purpose. The day after I left Buitenwerkplaats, I went to Anne Frank’s House in Amsterdam. This is a quote from Anne’s diary that I read on the wall.

“I know what I want, I have a goal, I have opinions, a religion

and love.”

Anne Frank, 11 April 1944

Later that day, I met the young Dutchman who asked me to define serendipity. Just like that. 

Serendipity

I didn’t mean to write this blog, today. I didn’t plan to go to yoga, this morning. But I woke in time, splashed my face with water, and went with the flow. And after we had breathed, and bent, and stretched, our teacher read these words to us:

“Water is fluid, soft and yielding. But water will wear away rock, which is rigid and cannot yield. As a rule, whatever is fluid, soft and yielding will overcome whatever is rigid and hard. This is another paradox: what is soft is strong.”

Lao-Tzu, Chinese philosopher (604 BC - 531 BC)

And I thought, serendipity. I need to write this blog today about embracing fluidity and making connections and discoveries that I hadn’t looked for. And I hope it will make sense to all the wise people who, quite by accident, inspired me to write it.

2-3 September 2013

Oxford Online Definition of Serendipity

The occurrence and development of events by chance in a happy or beneficial way

1754: coined by Horace Walpole, suggested by The Three Princes of Serendip, the title of a fairy tale in which the heroes ‘were always making discoveries, by accidents and sagacity, of things they were not in quest of’

What real leaders really do

What leaders really do?

Once upon a time, when I thought I wanted to work in HR, I read a much reprinted article by John P Kotter, called “What leaders really do” (Havard Business Review, May-June 1990). In plain English Kotter described a step by step approach to helping people deliver the organisation’s vision e.g. involving people in decision-making, being a good role model, providing coaching and feedback, and praising people when they were successful. At the time Kotter made complete sense to me, and I was grateful to him for making leadership seem so simple.

Years later...

Twenty years later, when I read the article again, I was nearly sick. This is a good thing, because it shows how much my ideas about leadership have changed since I began working in leadership and sustainability. How could I have imagined that this mechanical approach to managing people was the real deal? 

In Praise of the Incomplete Leader

Somewhere between my first and second readings of Kotter, I came across an article co-authored by Peter Senge, called ‘In Praise of the Incomplete Leader’. It began with the words ‘No leader is perfect’. I became very excited. ‘The Incomplete Leader’ describes four leadership competencies and why they matter: making sense of the world, relating to people, communicating your vision, and inventing ways to make it happen. 

Leadership beyond organisations

What I instantly liked was the framing of leadership as way of thinking and acting, a process of being and becoming. ‘Incomplete Leadership’ is not tied to an organisational setting. It can work in teams, partnerships, networks and communities. With its strong emphasis on creating shared narratives, ‘Incomplete Leadership’ is a joint quest for the best possible way forward. It’s OK not to have all the answers, provided we keep asking questions, and telling stories to raise our spirits.

What real leaders really do

Since I discovered the ‘Incomplete Leader’, I’ve thought a lot about what we can do to provide real leadership in a complex and uncertain world. The list that follows is incomplete, but that’s OK!

Real leaders:

1. Are motivated by serving other people, their community, their organisation, their favourite cause
2. Are curious about the future           
3. Scan the horizon for opportunities, innovations, and threats 
4. Question their assumptions and beliefs           
5. Listen and observe constantly           
6. Are comfortable with complexity           
7. Gather information from multiple sources. They talk to everyone they meet. They subscribe newspapers and magazines, have a twitter account, and read blogs
8. Invest time in building diverse personal and professional networks because they know the value of diversity
9. Explore many as many options as possible before making up their minds
10. Suspend judgment on hearing about a new way of doing things
11. They like to experiment because it is fun. They have courage, and they are willing to take risks
12. Take time out to think and reflect, perhaps go for walk or swim. They may keep a diary, a journal, or a write a blog
13. Encourage different points of view and involve people in decision-making           
14. Are open and honest about making mistakes. They treat mistakes as an opportunity to learn and share what they discovered with others
15. Take responsibility for their actions           
16. Want to learn and they want other people to learn, too. They give and receive feedback freely
17. Enjoy what they do. Real leaders make a positive difference to the lives of other people. People like to work with them because they are life enhancers
18. ?

 London, 18 August 2013

Thanks for reading my blog. If you liked this page, you might like to check out my business website which has more content on leadership and learning.

www.kellowlearning.com

What is the point of funerals?

Church of Scotland, Colonsay

Is it to pay one’s respects to the deceased?

Perhaps. But surely the deceased would have preferred a visit from us before they died? Or maybe not?

Is there a health and safety issue?

Without a doubt. Bodies decay, and must be safely disposed of.

Why go to funerals?

To make sure that the person has actually died? If we didn’t go to funerals, could there be some lurking doubt that one’s partner / spouse / child / friend / relative / neighbour / co-worker had not died, and instead, had gone, without leaving an address, to Rome, or some other paradise with no wi-fi?

Is it to give thanks for a beautiful life?

Yes, partly. But how to behave when the officiant stumbles through a potted version of a life that doesn’t chime with what you remember? Keep silent? Maybe. I want to get up and say: “You haven’t mentioned…”, or, “Really?”, and even, “You can’t have known them very well, because if you had…”.

Are funerals cathartic?

It depends. Sharing memories about the person who has died can help to mitigate the pain. Connecting with people they knew, and loved, can be life-affirming. There is some truth, I think, in what a friend said to me, when I told her I was not looking forward to a particular funeral: “Don’t worry. You always meet someone nice and unexpected, at a funeral”. And, in fact, at the last funeral I attended, I did meet two unexpectedly nice families.

Why do older people go to funerals?

Why do we expect very elderly, bereaved people to walk, sit, and stand, when plainly, they need help? Why ask the physically frail to stand for the committal? Have we no compassion?

Why do younger people go to funerals?

Is it all “Carpe Diem”? Must we be confronted with the physical and mental frailty of loved ones, who once looked after us? Are funerals an automated reminder in the biggest cloud of all, that it will be our turn one day?

How to be Happy in Love, and in Life

“You don’t know what it’s like when someone you thought loved one, goes away and does the same things with somebody else”

Jigsaw, Sybille Bedford, 1989

Pieces from a jigsaw of relationships

Here’s a blog from a volcanic island for anyone who wants to be love again. I’ve just finished reading Sybille Bedford’s autobiographical novel ‘Jigsaw’, and I can’t stop thinking about love. Maybe it’s the Sicilian heat, or possibly my medication, that cost twice as much as last night’s dinner. Whatever. Bedford’s Proustian narrative about inconstant, and unforgiving lovers, has got me thinking about my past relationships: what happened, and what I contributed, often, to make a difficult situation worse.

Patterns of behaviour

I need to make sense of the pieces in Bedford’s ‘Jigsaw’. What messages does she have about love and life? Imagine a real jigsaw depicting a French mediterranean town, north London, and Finchingfield, Essex. If you look at the whole picture, you can see small groups of people, in twos and threes, involved in different types of relationships. Take a closer look, and you will see patterns of behaviour that, for me, are uncomfortable.

The Pursuit of Love

In ‘Jigsaw’, Bedford describes many different relationships. I’ll try to summarise five of the most prominent.

Relationship One

A young woman and a young man have a one night stand. Later, the young man becomes increasingly abusive towards the young woman, because she does not want to sleep with him again.

Relationship Two 

A young man marries a young woman because she is very keen to marry him, and, having been engaged for a year, he feels it is the right thing to do. Once they are married, the young woman makes a habit of sniping at her husband, while cultivating admirers in a very public way.

Relationship Three

An older man has a long term unacknowledged relationship with a young woman. They live separately, and go on holiday together, once. After a number of years, the older man commits suicide over gambling debts.

Relationship Four

A married woman divorces her husband after he tells her that he is having an affair with someone else. The married woman insists on a divorce, saying: “Jamie has done wrong…he must bear the consequences.”

Relationship Five

A young man marries a much older woman. After some years of living happily together, the young man has an affair with a younger woman. His wife starts to drink, and becomes addicted to morphine. The young man still loves his wife, and wants to stay married to her. Eventually, he leaves, because he finds it too difficult to watch her self-destruct.

What can we learn?

What is Bedford’s message? If she had written a book called ‘How to be Happy in Love, and in Life’, perhaps she might have said this:

Have purpose in your life. Discover what you want to do, and stick to it.
The young woman in Relationship Two wanted to be world class tennis player. She didn’t succeed, because she was not physically strong enough. The narrator of ‘Jigsaw’, on the other hand, becomes a writer. Despite her many ups and downs, she is one of the few characters in the book who achieves some kind of lasting personal fulfillment – Maslow’s ‘Self-Actualisation’.

Learn to forgive, avoid jealousy and blame
Taking positions, making demands, and blaming other people, is what leads to the failure of four of the five relationships. In Relationship One, the young man blames the young woman for not wanting to sleep with him again. In Relationship Two, the young woman blames the young man for many things, including not being good at business. In Relationship Four, the young woman blames her husband because according to her principles, he did wrong and must suffer. And in Relationship Five, the older woman blames the young man for having an affair. Only the young woman in Relationship Three does not blame her lover.

Be kind, be empathetic, try to see things from the other person’s perspective
The older woman in Relationship Five has moments of seeing things through her husband’s eyes. However, she needs increasing doses of morphine to manage her rage. What if the older man in Relationship Three had asked himself what it was like for the younger woman to be his lover? He did not even know how she traveled to his apartment every night.
 
In ‘Jigsaw’, Sybille Bedford pieces together what she has learned about love and life. It's good learning, if only I could put it into practice...

Stromboli and London, 25-28 July 2013

PS Listen to Sybille Bedford on Desert Island Discs broadcast on 5 July 1998

Natural Facilitation: How to design better meetings

Who likes going to meetings? Honestly? Good facilitation can make the difference between having a productive and enjoyable meeting, and having to start all over again. As a facilitator, my aim is to create the best possible experience for my client, and for the meeting delegates. Here are some of the principles and approaches I keep in mind when designing meetings. 

How to design better meetings

1 Get to know your client and their needs

You can’t prepare for every eventuality, but building a good working relationship with your client will make it easier for you to work through any difficulties together.

Action

Clarify these questions

• What is the purpose of the meeting?
• What are the key topics and isssues?
• Where do we need consensus and where do we need agreement?

2 Invite the right people

The quality of the meeting outcomes will depend on the depth and breadth of perspectives and expertise in the room.

Action

Strive for diversity and balance. Reach out to experts from different sectors and geographical regions.

3 Have confidence in your approach to facilitation.

Establish what feels comfortable to your client in terms of approach, tools and methods. Then make a case for what works for you.

4 Identify, and share in advance, the critical information that delegates will need to perform well at the meeting

Action

• Don’t assume delegates will have read documentation before the meeting.
• Distribute printed copies of critical information on the day.
• Not printing documents to reduce the meeting footprint could be a false economy. You may save a tree, and lose your meeting.

5 Create a natural working environment

The way a room looks and feels will impact on the performance of the participants.

Action

There are laws against keeping animals in cramped spaces. We should treat people in the same way.

Aim for a room with a high ceiling, natural light, tables and chairs, and, very important, free wall space, where you can hang flip charts. 

You will also need an adjacent free space for different types of activity (either indoors or outdoors). Create evenly spaced table groups of 5-6 or 10-12 depending on the size of the event. Try to get round tables.

6 Be a good host

How you meet and greet participants can have a huge impact on how people behave for the rest of the meeting.

Action

Make delegates feel truly welcome, and special, by having a word with each individual when they arrive. Your subliminal message must be: “I am so pleased to meet you, at this best of all possible meetings. You have all the skills and experience to help make it a success”.

7 Encourage dialogue and networking

Design-in formal and informal opportunities for participants to get to know and learn from each other.

Action

Insist on time for participants to introduce themselves to the group, and to state their expectations. Build two minute time slots into the meeting schedule for participants to talk about their work. After refreshment breaks, twice a day, will help to keep delegates engaged and interested.

8 Take a lesson from Napoleon Bonaparte. Reportedly, one of Napoleon’s tactics was ‘Reculer pour mieux sauter’, which in English, roughly translated, means, ‘Take a step back in order to jump further forward’.

Action

Just when you think you are close to achieving the meeting objectives, things have a way of coming undone. This is actually a sign that the group is fully engaged with the topic, and wants to get things right. The facilitator’s job is to offer the group a process that will help them to clarify the outstanding issues and consolidate their work so far. Be prepared to throw away the schedule for an hour or two. 

9 Learning and having fun

In my experience groups that are learning and having fun, tend to be the most engaged and productive. Notice what energises the group, and work with it. Surprise the group, confound their expectations with questions and observations that nudge them to see and think differently.

How to tell if delegates are engaged and having fun?

If you have followed the principles above then, probably your delegates will be happy as Napoleon. How can you tell? Here some indicators:

• When groups burst into life when given a task
• When groups don’t want to finish working on a task
• When delegates change places willingly
• When there is spontaneous laughter in the room
• When delegates stay in the room long after the meeting talking to each other.

10 Whose Agenda is it anyway?

When a group sticks with a challenging task and gets a good result, they experience a well-earned sense of pride in their achievements. Your job is done.

To paraphrase Lao Tse, when the meeting objectives have been fulfilled, and the delegates think they did this by themselves, the facilitator’s work is done…