When it comes to defining Diversity there are a multitude of definitions on the intranet but there is always a common thread, difference. Difference in the sense that we as human beings are an amazing complex of skills, life experiences, characteristics and backgrounds. It’s not about equality it’s about maximising and celebrating the differences that we all bring to our world of work.
If you take it to its positive outcome, it is about employers enabling employees with varied diversities to be able to make a contribution to their work place goals and targets. Their experiences add a richness and creativity that makes for a rewarding and engaging workplace to be.
So what is the link to business performance?
If your diverse workforce is motivated, able to contribute each of their uniqueness, feel that what they contribute is valued and their voice is heard then it would follow that you have a more engaged workforce.
When researching this blog I scoured the internet for some data to support this statement. I came across a variety of data some of which applies to the US and some to the UK and whilst I have included a mix here I cannot think that US vs UK would be too far different.

• 70% of employees are not engaged
• 89% of employers think that their staff leave for more pay, 12% actually do
• 75% of employees quit their bosses not their jobs
• 90% of employers think an engagement strategy will impact business success, 25% actually have one
• 43% of engaged employees receive weekly feedback, 18% of low engagement do
• Companies with engaged employees achieve 2.5 times more revenue than their competitors whose employees are less engaged
• Engaged employees are 87% less likely to leave
• 41% of employees felt aligned to their organisation’s goals
• 36 % leave in the first year
• 23% of employees felt that the Senior Management Team contributed to a negative atmosphere
• 33% felt engaged
• 80% of engagement is due to the line manager
• 50% of organisations with high engagement retain 80% of their customers

Phew, that’s some pretty sobering stats! But I can say as an HR professional of 35 years’ experience and a coach for the last 10 years this is absolutely no surprise to me. In fact it is a drum I have been banging for years. I can think of a well-known department store and food retailer where my consumer experience has always been positive and so they are my preferred go to business, similarly I can think of another company where I was poorly treated as a customer who I would not as a matter of principle give my business again. I work hard for my money and when I spend it I want to have a pleasurable and rewarding experience, as I suspect most of us do.
There are senior leaders in the UK and US who increasingly are speaking out about Diversity and Inclusion in fact Bernard J. Tyson (Kaiser Permanente) said, “We’ve evolved from equality to equity. Equality says everybody gets equal. Equity says no, everybody gets what they need. Facebook's Sheryl Sandberg jolted the gender debate when she invited more men to talk about gender, arguing “that's what it will take to make change at the top”, and finally Susan Wojcicki of YouTube said that “diversity is necessary for preventing homogeneity, falling behind, and losing their competitive edge”.
So let’s say that you have a diverse workforce, all contributing of their best, motivated, and creative and engaged in what they do, able to achieve a balance of work and home life what might be the impact on the bottom line?
Judith Leary-Joyce in her book Becoming and Employer of Choice identifies 5 key areas that support the business case for generating an employment culture where all staff can engage. Maximising the benefits of a diverse workforce and their impact on the bottom line are now well documented but it is useful to look the key areas here:

• Easy recruitment
  • It follows that your greatest marketers for potential employees are your staff. If they speak well of their employer and hold them up as a great place to work then they are doing a lot of your work for you.
• Powerful retention
  • People want to stay where they are valued and able to make a great contribution, where they are listened to, developed and managers are genuinely interested in their career
• High levels of creativity and innovation
  • When employees feel they belong and that they are challenged and supported their creativity will increase. Creativity translates to innovation and that in turn impacts business performance and success
• Improved customer service
  • When an employee does not have anything to give because they are not getting what they need to thrive then they have nothing ‘real’ to give to the customer relationship
• A great workplace that customers like too
  • It’s a tough world out there and if customers, whatever service they are commissioning, don’t get the standard that they want (my comment about the retailers applies) then they will take their business elsewhere

And so it goes on, there is reduced trust from your workforce as they have to look after themselves as you don’t; employee turnover increases and we all know that generally it costs 4 times an annual salary to recruit (actual costs and lost opportunity cost); communication falters and so what you really need to know about your business doesn’t filter through to you; and finally poor leadership can be disastrous, remember the stat about 75% of people quitting their bosses and not their jobs.
I expand on this for pages, but I think you get the picture.
In a future blog I will look at some initiatives that organisations have taken to increase diversity and inclusion with some reflection on what has worked and what has not.
If you have found this blog and my previous ones thought provoking and you would like to hear from me again please message in the comment box with your details and I will add you to my mailing list, whilst bearing in mind my responsibilities and your choices with regard to GDPR.
 

This really ought to be called the Imposter Experience, but it has become known as Syndrome in popular descriptions.

Research has shown that it has nothing to do with a specific personality trait or type nor is it a mental health condition. Rather it is a response that people experience to a situation that prompts a response from them. These responses are typically “I am a fraud and I will be found out” or “I am not that intelligent or competent”, or “it’s just luck that I got that job/promotion/success”. So it is understandable that Imposter Experience rears its head more often than not when we are pushed out of our comfort zone, hence the negative thoughts, feelings and fear.

There are some who would say that this has become yet another trend of recent times to describe another psychological phenomenon. However Imposter Syndrome or experience has its roots in the 1970’s from the research of clinical psychologists Pauline R. Clance and Suzanne A. Imes. Whilst in the early days of recognising the Imposter issue it was suggested that women experienced it more than men, more recent research has shown that both genders experience it almost equally. And I as a coach would endorse this; it is something that I have encountered with both male and female clients.

Interestingly some people who we associate with significant success such as Cheryl Sandberg, Tom Hanks, Maya Angelou and Tommy Cooper have all reported that they have experienced it. Indeed research has further shown that almost 75% of us will encounter it at some point in our lives.
The kinds of behaviours that have been associated with this are people:

• Who are hardworking or diligent
• Who have a tendency to respond to superiors in the affirmative
• Who uses charm to gain approval and navigate their way through life
• Who avoid conflict

The kind of feelings and outcomes are:

• Stress
• Anxiety
• Depression
• Low self-confidence
• Self-doubt
• Lack of personal esteem

Following research, Valerie Young in her book “the secret thoughts of successful women”, identified 5 competency types:

• The Perfectionist
  • Sets high goals that cannot always be achieved and have a tendency to micromanage. Personal success is hard to embrace with a sense that they “could do better”. In fact nothing is ever as good as they want to be and they experience a fear of failure and a need to do whatever they need to do to avoid it.
• The Super Woman/Man
  • These people are workaholics, always in first and last to leave. They push themselves to work harder and harder with the outcome that they are likely to experience stress, exhaustion and burnout and so are self-sabotaging. In addition this behaviour can create a sense in their subordinates that they too have to adhere to this way of working in order to be considered competent.
• The Natural Genius
  • These people are very bright indeed, probably very academic with a string of qualifications which they achieved quite effortlessly. They consider that if something does not come easily then they must be bad at it. If they don’t get something right first time then their self-confidence will take a hit and they will feel that they have fallen of a cliff. There is usually a lack of a sense of reality.
• The Rugged Individualist
  • This person considers that they are entirely self-sufficient, they don’t need help or support from anyone and feel that if they do ask for help that somehow  means that they are not competent. They tend to ignore their own needs focusing instead in the task or project at hand. This lack of collaboration can be restricting in terms of moving forward and this lack of a sense of progression can further endorse the need that they have to make it on their own.
• The Expert
  • This person feels that they need to know all the answers and that to say they don’t know or have the answer will reduce their status or reputation, however not doing so is to deny themselves the opportunity to find out and so grow. They have a fear that having set themselves up to be an expert that it will only be a matter of time before someone finds out that they are in fact a fraud or a phoney.

So where does coaching fit with this?

A good coach will already have identified how your Imposter Experience is playing out in your life. They will work with you to identify what it is that is shaking your self-confidence; they might have observed an approach or attitude or heard you say:

• I don’t deserve this job because I can’t do all of it
• I can’t go for that opportunity/promotion/new role
• I can’t make a success of this because I can’t get everything right
• I can’t ask for help because they will think I don’t know what I am doing
• I’m not going to be able to hold my own in that meeting with all those senior people

A coaching Client should be able to talk to their coach about how they are feeling; they should be able to able to talk through this with you and prompt you for evidence of the points above. They will let you know if they have a sense, from what you have said, whether your fears are relevant, justified or irrational. Either way it’s a good place to start work!

When coaching with Clients who are experiencing Imposter Syndrome I get them to consider their accomplishments to date. I call this the “on the hill” process. Instead of looking up the mountain they have to climb, I ask them to consider what they have achieved and their successes. I often get them to pace from a start at point A and then pace forward as they recount them. This physical movement has a number of effects; it stimulates thinking and creates a sense of forward momentum. They then turn around and see how far they have travelled. It is always amazing to watch Clients have that light bulb moment when they see that actually there is a huge amount of evidence that bashes away at the Imposter feelings.

It is also helpful for Clients to be reminded that someone competent and able to make an informed decision about them has believed the Client has what it takes and that they consider that they are deserving of where they are.

When looking at the issue that they might be struggling with it is worth reviewing the resources that they have available to them, where they might invest further in these resources and this might be people, processes or hard tools. Looking at what they can do with these resources can help them to use these in support of countering the Imposter feelings.
As a Coach I will also ask the Client to consider what is the worst thing that can happen if they do/don’t/refrain from doing something. Often it is the fear of the fear and not the reality that is at issue. I strongly believe that it is often the fear of the fear that is holding them back and restricting their movement forward.

I also work with Clients (through exquisite listening) to get them to reflect on the language that they use about themselves. Do they discount their successes, playing down things rather than accepting that they have achieved that success? Sometimes just reframing their language, not only about themselves but about others and circumstances too, can make a huge difference to how they feel about themselves.  It’s a learning process and has to be worked on but it is amazing what a difference all of these points can make.

In response to the number of times that I came across Imposter I developed a model that demonstrates the cyclical link to events and responses (which has its roots in Transactional Analysis) but which my Clients have found very useful. The steps they take are:

• Mapping out the events, issues or words that trigger the Imposter response which is usually either a physical or emotional response, but often both
• Noticing the impact that they have and how they feed into their response 
• Learning how to recognise their usual response and whether this reinforces the learned response so exacerbating the situation feeding into lack of self confidence and Imposter feelings

Often times being aware, taking time to connect with what is happening, recognising the trigger, noting the physical and emotional response and then noticing what our minds tell us to do is the first steps in managing the Imposter process.  What our minds tell us to do is known as the learned script, we all have this and it is put in place by our learning from exposure to “the bigger people” in our lives as children. This recognition and changes to the script provides time for them to provide a different response.

So it follows that the only thing that is under their control is their response to the events and that by altering the inner script they can make the start to changing the response. It needs practice, and when we are stressed or tired we do tend to revert to behaviour but the ongoing practice can be very powerful. 

A copy of my Event Response Cycle can be requested from the Getting in Touch page.

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In its simplest form coaching is a conversation, usually between two people, where the Coach works with the Client to support their development. Virtually always this is a process of forward momentum creating a change.
Coaching is not mentoring. Mentors provide information and expertise which is based on their personal experience and tell the Client what they need to do.
Coaches do not tell, they question, listen and seek to understand, reflect back to the Client and they prompt them to consider their options, resources and potential actions and outcomes.
A huge industry has grown up around Coaching with many different practises and theories prompting particular approaches.
I’m a bit of a “keep it simple” fan preferring to use the GROW model (Goal, Reality, Options and Will) during the coaching session and prefer the Solution Focussed approach as a methodology for change.
Whilst I don’t want to write an academic article it is worth clarifying what I mean by Solution Focussed approach. As a Coach I work from the positive premise that the Client is the expert in their own life and work. They are capable of solving their own problems and already have what they need to create their solutions. The role of the Coach is to help them uncover those solutions and construct a plan to achieve the goal or change they want to accomplish. This may mean exploring how they might do things differently, supporting the cessation of things that are counterproductive or engaging creativity to do something completely new.
Once this has occurred the real change takes place by the Client’s actions outside of the coaching session.
So how does this work in the coaching process?
It is my practice to hold an initial telephone briefing prior to starting the coaching. The telephone briefing is valuable in that it enables me to explain what coaching is, what they the Client can expect from me and what they the Client are required to contribute to the process. This conversation enables the Client to assess whether coaching is the right intervention for them. If agreement is reached then the Client will complete a Client Profile which helps me to understand some of the drivers of the Client and to consider whether there are any areas that require further exploration.
At the first coaching session the Client and I will contract for coaching. For this I use a model that I have developed “Contracting for Coaching Wheel” which allows for thorough coverage of all relevant areas prior to the start of the coaching programme. Generally at this stage goals are explored and described
Each coaching session comprises three stages, a review of key points and outcomes from the previous session to include progress on agreed actions, further coaching to develop the process and finally a review of agreed actions.
An Action Plan is agreed and updated to ensure the Client and I are in agreement.
I hope by this stage it has become clear that the process is forward moving. It looks to the future without delving into the past to establish the root cause of the problem, conducting archaeology if you like; knowing how the problem came about does not necessarily provide an answer to fix it. In fact I think if too much time is spent look backward it can inhibit free thinking and creativity and slow up forward movement.
So my goal is to help the Client understand and describe the goal/s they want to achieve and then identify the simplest and easiest route to achieving the outcome that is most satisfying to them.
What kind of example might this work with?
If we take a work place relationship where the Client does not feel that they are getting the best from the interactions, it might be that this is becoming stressful for them; it might be that it is stopping them from achieving a goal or target and so is taking up a great deal of energy.
I would work with the Client to consider and describe what a better and healthier working relationship might look and sound like to others and also feel like to them.
They would also think about the kind of behaviours, thoughts, feelings and actions that might be present in a more constructive relationship.
We would then work together to consider how they might achieve these changes, what resources they might need  to support this and what factors would need to exist for them to know that they have made progress toward their goal.
As the coaching journey progresses then I will support the Client to think about what they might need to do to ensure that the change is maintained and how to spot if it needs further effort from the client to be sustainable.
So in conclusion I agree with the view expressed that Solution Focussed Coaching has two main purposes to ‘change the viewing’ and ‘change the doing’ (O’Hanlon & Beadle 1996). It is an approach that sits well with me, fits with my values and always feels constructive.  But more importantly it works for my Clients; they feedback to me that it is empowering and creates a healthy level of self-reflection and personal learning.

I am absolutely delighted to be able to confirm that my tender for Executive Coaching with South West Councils has been successful.

South West Councils does a sterling job of providing a huge range of services to local councils across the south west and included in that is a coaching pool of experienced coaches able to offer one to one coaching or larger coaching programmes to its members.

I am already a coach in the coaching pool but look forward to expanding that across a wider group of organisations.

Given that it was my first tender and so a bit of a steep learning curve you can imagine how my pleased I am that it was successful. 

If your organisation feels that it could benefit from coaching please do not hesitate to contact me through the getting in touch page and we can have a no obligation chat.

Its been two weeks since my launch and what an exciting time it has been. I recently attended a workshop run by Tree Fish Training looking at femininity in the workplace and the behaviours that we see and whether they are gender specific. You might think that only women attended but in fact there were several men and this resulted in some really interesting conversations.

Turns out that they could identify where characteristics and behaviours that we associate with women were needed (and missing) from events and that if they has been used would have had a very different outcome.

We also touched on The Imposter Syndrome and how that impacted on behaviour and confidence at work. And as I already knew whilst women tend to experience it more than men but it is not gender specific and that it can hold people back from realising their full potential. 

I can see that a workshop looking at Imposter Syndrome would be creative and generate some light bulb moments for the participants - watch this space!

Who would have thought when I started my coaching journey 6 years ago that I would be setting aside my HR career and embarking on my own new adventure.  Whilst I knew that coaching was something that I wanted to do I had no idea how rewarding I would find it or how much it would tap into my inner abilities.
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Coaching for me is like holding up a prism to the light and seeing all the colours come falling out of what at first glance appears to be a clear glass shape.  It's beautiful, not only for me but for the Client who holds up their own prism and sees for the first time what is hidden within and only needed the light of coaching to pull it out.

You might think what on earth is this woman going on about, it all sounds a bit mystical.  Well I suppose that it does but that is the magic of coaching, every journey is different and every client has their own prism moment.