‘Nothing about us without us’ – addressing tokenism, conflict and exploitative practice in work with experts by experience
For anyone commissioning or running work with experts by experience.
I recently heard a young adult involved in service design describe what it felt like to be brought into consultation meetings with senior leaders: she called it being asked to ‘put on the show’.
She was referring to the familiar request to share personal stories on demand: talk about the impact of the hardship she had faced, recount private struggles to a room of professionals, or provide emotional resonance for decision-makers.
Involving the people closest to a social issue in designing, delivering, and evaluating services – often described as ‘co-production’ (collaborating as equals with service users) or working with ‘experts by experience’ (people whose authority comes from having lived through the challenge) – is now fairly standard across social services, public bodies, and charities. When done well, it shifts institutional power and leads to services that make a real difference.
And yet, after twenty years in participatory work, I see the same systemic pitfalls recurring. Co-production fails in five predictable ways - here they are, with counter measures you can actually implement.
What Does a Somatic Coach Actually Do?
For anyone wondering what somatic coaching actually looks like in practice – and whether it could help.
The problem with niche titles
I have a confession to make: I sometimes dread the question ‘what do you do?’
When I tell people I am a somatic coach and practitioner, the title often sounds like a specialist niche that requires a ten-minute explanation. For many, ‘somatic’ sounds vaguely mystical, evoking images of crystal bowls or unstructured emotional catharsis. For others, ‘coaching’ suggests corporate performance optimisation, five-year plans, and relentless positivity.
My work sits in neither camp. It exists to address a practical, grounded reality: the challenges that bring people to coaching – things like exhaustion, chronic self-doubt, conflict avoidance, and career paralysis – need more than thinking and talking to be resolved. Intellectually understanding your patterns does not stop your body from reacting when the pressure mounts.
Essential Skills for Socially Conscious Leadership - Using the Seven Cs Model to Drive Change
For leaders, managers, and organisations moving beyond command-and-control without burning out their teams.
The flaw in technical promotion
In many parts of the working world, there has been a noticeable shift away from top-down, command-and-control management towards more collaborative, socially conscious leadership. Yet for some decision-makers, this evolution is still viewed with suspicion – dismissed as a soft, optional extra or a recipe for decision paralysis.
In practice, leadership development still tends to follow a flawed promotional pattern: an individual demonstrates excellence in a specialist operational or technical role, and is subsequently promoted into management on the strength of that expertise, with little preparation for the relational demands of leading human beings.