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LGBTQIA Pride – Authentic Expression and Being Seen, Heard and Valued All Year Round

LGBTQIA Pride – Authentic Expression and Being Seen, Heard and Valued All Year Round

As we reach the end of Pride month, I want to reflect on what the concept means to me, the importance of being able to show up authentically, and the need to create spaces where people feel seen, heard and valued to continue all year round. Like many in the LGBTQIA community, I’ve developed a level of cynicism about the corporate pinkwashing that characterises parades and parties that have their origins in civil disobedience and resistance to oppressive laws and discrimination. It’s a complicated picture, because on one hand, I feel extreme discomfort about marching alongside corporations involved in the arms trade, institutions that are being investigated for horrific abuses of power, and more run-of-the-mill big businesses that will drop the concern for their queer and trans colleagues the moment they change their social media banners from rainbow flags back to ‘normal’. But on the other hand, I’m well aware of the need for visibility, for antidotes to shame and stigma, and for spaces where we can show up authentically and unapologetically.

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Essential Skills for Socially Conscious Leadership - Using the Seven Cs Model to Drive Change

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Essential Skills for Socially Conscious Leadership - Using the Seven Cs Model to Drive Change

In recent years, there’s been a cultural shift in many parts of the working world, from top-down, ‘command and control’ leadership to more socially conscious, collaborative approaches to leading teams. For some, this may still be seen as a fluffy optional extra or an invite to waste precious time by crowd-sourcing decision making processes. But I’d argue that developing leaders who are emotionally intelligent, skilled communicators with good boundaries and socially conscious values is a necessity, not an option. Even now, it’s often still the case that career paths can involve becoming proficient in a specific role, then being promoted into a leadership role on the strength of experience that may or may not require good people skills. If organisations don’t invest in supporting emerging leaders to develop the relational skills necessary to support healthy, happy, successful teams, they risk their people’s wellbeing, the quality of their work and the potential for innovation and creativity. So, what are these skills and why are they important?

Is there a good time for difficult conversations?

Is there a good time for difficult conversations?

Many people and organisations have had space to reflect on some big issues over the course of the last two years. This might lead to a need to have some potentially difficult conversations. And for most of us, a sustained period of relentless change, restriction, uncertainty and potentially trauma has had an impact. So, what do we do with a context that includes big questions and burnout? Is this a bad time for difficult conversations? Is there such a thing as a good time for them? Below, I outline what considerations might be part of a healthy and effective approach to these tricky questions.

Fear, Hope, Action!

Fear, Hope, Action!

New year is a time that, for many, symbolises hope. There’s the looking back and reflecting on the time that’s passed, followed by the ‘reset’ - positive intentions and desire for more of the things that went well and a chance to improve on the things that didn’t. This new year has been no different, in some ways. We all know that pandemics and political crises don’t care what date it is, and yet, we may wish to shed 2020 like a too-tight skin, casting its chaos into the past and looking towards brighter times. I’m always at my most reflective at the turn of a year – I enjoy the opportunity to pause, take stock and consider what’s next. And the extraordinary events of the last year have got me in full ‘meta’ mode – reflecting on reflecting. I’m interested in the nature and purpose of the hope that we may bring into a new cycle, and its relationship to fear.

Black History Month and Coercive Control in the Curriculum 

Black History Month and Coercive Control in the Curriculum 

Somehow, we’re well into October already. Autumn always brings the passage of time into sharp focus for me, and never more so than in this year, when so much and yet so little seems to have happened. We’ve had far more time to reflect and ruminate on global events, politics and injustices this year. October is Black History Month – something that my colleagues in a Black-led grassroots organisation welcome with caution. It’s an important step in the right direction to have a month of centring people, events and perspectives that have been wilfully erased from historical narratives. And yet, a month of focus on Black experiences before re-opening history books written by the “winners” may seem like cold comfort at a time when traumatic news of racist violence continues to abound. I find myself thinking and feeling deeply about this, though I’ll never experience that trauma first-hand.

The vision of my coaching and consultancy work is to contribute to communities that facilitate wholehearted communication, mutuality, safety and creativity. I write and speak often about social justice issues because I cannot see a way for us to fully live according to these values and practices while systemic oppression prevails. Recently, I’ve been thinking a lot about this in the context of education.

Psychological safety  

Psychological safety  

In recent times, the term ‘psychological safety’ seems to have become something of a buzzword. Outside the therapeutic circles I tend to move in, I’ve also heard people talk about it in relation to team meetings, political disagreements on social media platforms and other situations involving groups of people. And I must say, I am pleased to hear terms like this used in popular discourse (as long as they’re meant genuinely).