People are the most complex systems yet discovered. Connecting with people so they feel seen, heard and un-judged, needs the boundless patience to stay endlessly curious and profoundly unknowing.
According to University of Massachusetts psychologist Robert Feldman, 60% of people, i.e. us, lie during a typical 10-minute conversation and that they, i.e. we, average two to three lies during that short timeframe. I suspect that the same is true for the degree to which we lie to ourselves. Perhaps to lie to others we have to first lie to ourselves.
While good leaders provide inspiration and direction, it is their teams that deliver them. Team development is as important as leadership development, and possibly more so.
It is the quality of connections between people, and between people and their purpose, teams and organisations, that drives capability and performance.
Because who we are is how we work, being able to work equally with the personal and the professional, the past and the future, the conscious and unconscious data, generates more information to bring into the present; and thereby bring about deeper, more effective and more secure change.
As we climb the mountain of our lives, are we fearful of falling, being overtaken or not reaching the top? Do we seek the summit for what we can then see or who can then see us? It matters less which of these, or other, reasons fits for us, than it does for us to know something about them.