Heather Plett writes here what it means to ”hold space” for people, and how to do it well. It’s something all of us can do for each other. She writes (my emphasis in bold).
”[Holding space] means that we are willing to walk alongside another person in whatever journey they’re on without judging them, making them feel inadequate, trying to fix them, or trying to impact the outcome. When we hold space for other people, we open our hearts, offer unconditional support, and let go of judgement and control.” 1
”To truly support people in their own growth, transformation, grief, etc., we can’t do it by taking their power away (ie. trying to fix their problems), shaming them (ie. implying that they should know more than they do), or overwhelming them (ie. giving them more information than they’re ready for). We have to be prepared to step to the side so that they can make their own choices, offer them unconditional love and support, give gentle guidance when it’s needed, and make them feel safe even when they make mistakes.” 2
Integral Management is a management model which addresses the question: ”What does it take to have everyone in a company wholeheartedly join forces and take on challenges that, to most companies, would seem quite impossible?” The model has grown organically for more than 25 years. It’s based on a learning dialog involving tens of thousands of managers and co-workers from around the world. There is a book in Swedish, Manöverbarhet (maneuverability), by Lasse Ramquist and Mats Eriksson, which describes the management model and its development since the early 1980s in detail. There’s also a shorter English version of the book, Integral Management (see the picture), which describes the model and how to make a company come together as One Team.
The secret behind Sweden’s gold medals in the cross-country skiing team relays at Sochi 2014 is said to be hard work. I think the true secret is the use of consent!
Here are two quotes (my translation into English):
”We’ve basically made the decisions ourselves all the time and then we’ve had a team behind us who have dared to trust our experience and given us the resources”, says Johan Olsson who is member of Sweden’s relay team.
”It’s just stupid not to use their knowledge and experience. They also know their bodies best themselves. We are a leadership team that controls the ship, but it does not matter what we want unless the skiers believe in what we do”, says Rikard Grip who is the national team coach.
Andreas Björkman skriver på viaplay.se om hemligheten bakom Sveriges framgångar i skidspåren vid vinter-OS i Sotji 2014 och citerar Johan Olsson och Rikard Grip.
”Vi har fått bestämma i stort sett hela tiden och sedan har vi haft ett team bakom som har vågat lita på vår erfarenhet och gett oss resurserna”, säger Johan Olsson.
”Det är bara dumt att inte utnyttja deras kunskaper och erfarenheter. De känner också sina kroppar bäst själva. Vi är ett ledarteam som styr skutan, men det spelar ingen roll vad vi vill om inte åkarna tror på det vi gör”, säger Rikard Grip.
Jag tycker att det låter som om det är tillämpningen av samtycke som har gjort att i stort sett samtliga svenska skidåkare har prickat formen perfekt till OS.
Here are the Guiding Values and Principles of FreeStandAgility.com. They can actually be viewed as a Manifesto for Organizational Coaching, or as a starting point for one.
In serving their clients, they have come to value:
Creating Independence over generating billing Championing Learning over avoiding risk Building Relationships over building transactions Inviting Participation over assigning responsibility
The Principles guiding their work with clients are:
Voluntary engagement of everyone …
Coaching every single day … creates a serious risk of client dependency …
Organizations are responsible for their own learning.
Coaches must look for every opportunity to increase the learning of the organization …
Coaching requires the willingness to identify any cultural impediments …
The primary task of a coach is to help improve the working lives and effective results …
The ability of an organization to respond to change is the primary measure of progress.
Leaders in an organization must continuously signal positive encouragement …