A Biker's Guide to Bouncing Back

Feeling energised and exhausted at the same time.

Bikers don't bounce very well. That's one reason we try to stay on our motorbikes. But in running a consultancy which places an emphasis on the mental health and well-being of leaders and their teams as a driver for performance, helping other humans to bounce well is part of what I do. At the moment, a number of our clients are specifically interested in how to 'bounce back' - eager to make the most of whatever hopeful signs of opportunity/growth/uptick they see before themselves. I'm encouraged by the energy I'm beginning to see in some of the leaders and teams we're working with and it's a joy to work with that energy. I'm also mindful of the weariness behind some people's eyes - humans hopeful about the future but also worn out by the past year and a bit. Humans caught in the experience of feeling exhausted and energised simultaneously. I wonder how you would describe where you find yourself at the moment?

In thinking through with our clients about how to best bounce back, it got me thinking when I was learning to ride a motorbike for the first time. The whole endeavour had been put on hold due to Covid restrictions but when things eased in the Summer of 2020 I got going again and it was all systems go. Having barely sat on a 50cc scooter before, everything about learning to ride 'a proper bike' was very new. I was eager but uncertain, often exhausted by how much there was to learn all at once but also energised about the possibilities unfolding before me. With this experience in mind, here is my Biker's Guide to Bouncing Back, intended as some light-hearted encouragement along with a dose of healthy challenge to help you and your colleagues consider how to best bounce back (whether you're a biker or not):

1. GOING QUICK IS EASY (BUT USUALLY NOT A GOOD IDEA) - You don't need much skill to go very fast on a bike but when everything is new doing so can get you into trouble very quickly. As we now start bouncing back, let's consider our pace. We may find our performance improves if we slow down a little and paradoxically, get more done.

2. DISCIPLINE BRINGS FREEDOM - the open road and it's endless horizon await but only if you can put in the hours to hone your skills, knowing when to push it and when to not. A little bit of discipline to learn what's now required in our new environment will probably serve us well.

3. BALANCE IS EVERYTHING - no one wants to drop their bike. It costs you and your pride an awful lot. No one wants to mentally crash either. Finding the right balance, professionally and personally, will always be important. The more the road twists and turns the more important our balance becomes.

4. BE MINDFUL OF WHERE EVERY ONE ELSE IS - success (and safety) as a biker is as much about knowing what others are doing as knowing what to do yourself. As we continue to emerge from this pandemic experience let's remember we'll all be in different places and at different stages. Kindness should never be out of stock.

5. CHECK YOUR OWN BLIND SPOTS (also known as 'life savers') - to be human is to be simultaneously vulnerable and capable. As you seek to make the most of the coming weeks and months, don't forget to check your blind spots - it'll keep you humble, hungry to learn, and tending to your health as well as your performance. Your team, friends and family (as well as yourself) will probably thank you for it.

Climbing the Covid Mountain Pt 3:

Letting go of ‘leadership’…

Could we be near the top of the Covid mountain? Or is the promising news of vaccines simply signalling that we're almost past one peak but there will be more Covid mountains to climb in 2021? If we're honest with ourselves, we simply don't know and I wonder how that makes you and I feel? Despondent at the prospect of more uncertainty, more change, and ongoing complexity? Or perhaps optimistic, excited even, about the opportunities and the sense of hope awaiting us amongst the frustration and heartache which can unfold in these horizons of happenstance.

Consequently, what sort of leadership should we try to cultivate to meet the demands of our times? A healthy dose of hero leadership perhaps, where we strive to impress everyone (including ourselves) with what can be achieved, despite the circumstances? Perhaps not. Hero leadership is a pretty dated concept and I'm not sure it has worked out well all that often. And yet, if I pause for thought, I can recognise a lot of hero leadership tendencies bubbling away inside looking for an outlet - it's a pretty persistent mental model many of us cling too, which is regularly reinforced by the insatiable social media appetite for celebrity and heroics. It's a concept too which fits neatly with our internal drive for purpose, meaning and significance. Not unhealthy aims of course but there can be a shadow side to this kind of leadership, despite its popularity, which trips us up, exacerbates our colleagues, and seems poorly suited to 2021 and beyond. By extension, this also raises the broader question of whether 'leadership' itself is still fit for purpose? Perhaps we need to learn to let go of leadership...?

When Charles stood with his fellow mountaineer Tom at over 28,000ft contemplating the summit of Everest, I imagine they were working out what the best move was in the face of many unknowns and uncertain odds. Last month, I was humbled to receive a letter from his widow, Lady Denise. Having read my October article, Denise wrote to me the following:

'Although blessed with many other qualities, Charles was essentially down-to-earth, practical. What he said to Tom was that if they went on to try for the main summit Tom might never see his wife again.'

Within reach of the heavens, Charles' down-to-earth nature seemingly saw beyond the glory and the heroics to what he, Tom and the rest of the team really needed - to survive, to learn, to try again, and to, therefore, ultimately succeed. Thanks to Charles' very practical perspective, Hillary and Tenzing were then able to perform the impressive feat of being the first to conquer Everest.     

How many times have you (have I?) been caught in the trap this past year of trying to prove we know best, that we're still in control, that we can go it alone, and yet end up frustrated or faking it? How many times have we wondered if our leadership capability will be called into question in the wake of the pandemic? The larger that the notion of hero leadership looms in our psyche the more likely we are, I think, to lean in this direction. And yet, the pattern which has been emerging through these articles is that, paradoxically, the more we learn to let go, the more likely we are to achieve the very things we're striving for. And so, pushing the logic further, perhaps we need to learn to stop trying to be leaders, to let go of 'leadership'?                          

Afterall, the pandemic has exposed the fallacy of thinking 'what do I need to do here?', and instead forced us to think 'how should we respond?'. Collective effort (collective leadership?), has seen staggeringly quick progress in finding vaccinations. Collective effort and collective leadership is also a very good thing from a mental health and well-being perspective, countering the isolation, loneliness and burnout often felt at 'the top'. The widely respected leader and prime minster of New Zealand, Jacinda Ahern, said recently that leadership is not about being the 'loudest in the room', but instead 'being the bridge', and of Covid-19, that 'none of us can do this alone.' I imagine Charles would agree with her.          

From the explosion in home-working and online everything to the worrying gaps in workforce digital skills, the seismic shifts in how we work and live continue to unfold. And in this sort of context we need leaders who can learn to let go of trying to be the leader, and who open up the conversation about how we can all respond for the benefit of our companies, charities and families. Paradoxically, the more we focus on helping those around us (whatever their current job title or position) become better leaders themselves, and the less we obsess about the perception of our own leadership capabilities, the better the leader we're likely to become. It seems to be that leadership in the 2020s, like performance and health, is shaping up to be a collective endeavour.

My hope for all of us in 2021 and beyond, whatever context were trying to lead and achieve in, is that we learn to let go. By letting go we can then begin to lead, work and play in healthier, happier and more productive ways. Here's to the letting go of leadership. Here's to becoming better leaders.

Climbing the Covid Mountain Pt. 2

Letting go of the not-so-obvious.

Last month's article sparked a number of conversations with clients, colleagues and friends. What might they, their teams and their businesses need to let go of? Standing within possible reach of the Everest summit, Charles and Tom faced a stark choice and, in choosing to let go of Everest, they made the mission possible. In climbing our own mountains today, whether personal or professional, there may be all manner of things we are trying to let go of to help us navigate this ever-changing Covid landscape: old ways of working and their dated assumptions, unhealthy relationships, or perhaps poor mental health. Worthwhile endeavours indeed and yet, the paradox at the heart of Charles' Everest expedition was that for progress to be made he had to let go of the very goal he had given everything to achieve. This presents us with a conundrum: to make progress or facilitate change, might we need to let go of precisely what we think we're aiming for?

On first look this doesn't seem like the obvious thing to do. However, there are many examples of successful individuals and businesses who have done just that suggesting that letting go of the not-so-obvious might be just what’s needed. Take Kodak, for example. Yes, Kodak - the famous photography company which infamously failed to properly embrace the digital revolution (despite having invented the digital camera) and was declared bankrupt in 2012. For years afterwards, Kodak became the ‘go to example’ at leadership conferences and in business books of how not to be successful, or how not to manage change. Clinging to their pre-eminence in analogue photography, they failed to let go and their dominance dwindled. Paradoxically, had they let go of trying to safeguard what they had at all costs and embraced the emerging trends, they probably would have dominated the digital photography landscape also. They would have also been in a position to capitalise on the more recent revival in retro analogue photography which they were so well known for in the first place. If only they had learned to let go…

However, there is a triumphant twist in the tale for Kodak. In July this year, shares in Kodak jumped a whopping 1,500% and the company’s value jumped from $92m to $1.5bn USD. What caused this impressive bounce-back? A revival of its photography business to relive the glory days? Far from it - this time Kodak had let go of all that and was instead using its expertise to manufacture pharmaceuticals. In 2020, this pivot paid off when the company secured a $765m loan from the American government to make components for drugs in the fight against Covid-19.   

Or how about Triumph – the British motorbike manufacturer made famous by the likes of Steve McQueen, and more recently David Beckham and singer-songwriter, Pink? Well, their origins are a little less rock-and-roll as they started out by producing the humble bicycle and distributing sewing machines! If Triumph hadn’t learned to let go of their sewing machines early on, they probably wouldn’t be the global motorcycle brand they are today. (Full disclosure here – I do ride a Triumph motorbike, but I don’t own a sewing machine.)   

How about us today? What might you and I need to let go of? Perhaps it’s the very thing we’re trying to achieve. This might seem not-so-obvious and counter-intuitive. It probably felt like this for Kodak and Triumph as well. And yet, what the Everest expedition of 1953 invites us to consider, along with the numerous examples from the corporate world, is that letting go of the not-so-obvious could be just be what helps you to make progress.

Wanting to regain or exert control over a situation? That's an understandable desire given how chaotic and uncertain things seem. However, why not try loosening your grip instead and see what happens to you and your situation as a result? You might find you become more relaxed and creative as a leader and/or team member (and in all honesty a bit more likeable too). Paradoxically, you’ll probably then start exerting more influence over your situation. Afterall, 'control' is a rather blunt instrument when it comes to trying to respond to the complexity and volatility of our current circumstances. It's influence that we're aiming for - over ourselves perhaps, and also with our colleagues, clients and stakeholders.

Or perhaps you're rushing to be first at something, to ‘get ahead’? How about slowing down, reflecting on who or what stands to benefit from being first vs. being better, and taking note of how that helps both you and your ongoing progress. Sometimes we’re very good at getting in our own way.

So as we keep pressing onwards and upwards together, I invite you to consider letting go of the not-so-obvious, letting go of your Everest. Doing so may well make your mountains a little easier to climb.

Climbing the Covid Mountain

A paradox of leadership and achievement for uncertain times.

In May 1953, my grandfather’s cousin, Sir Charles Evans almost reached the summit of Mount Everest. Together with his companion, Tom Bourdillon, they were on the verge of becoming the first humans to have achieved this impressive feat. However, at over 28,700ft and with a faulty oxygen supply, they faced a tough decision. Option one was to press on and try to claim the prize. Very tempting yet doing so would put their lives at risk and also potentially condemn their mission to ultimate failure - not only for themselves but also for their fellow mountaineers who were awaiting their return. Option two was to let go of the prize, to let go of Everest. Option two meant letting go and returning ‘empty handed’ to their team.

The decision made by Charles (and Tom) that day makes me immensely proud to be related to him; he chose to let go and in so doing made the climbing of Everest possible. Without Charles and Tom letting go of being first, letting go of the glory which would follow the achievement, Everest may well not have been conquered by Hillary and Tenzing shortly afterwards. By letting go, Charles and Tom were able to provide their teammates with vital information about their view of the summit, the conditions at the top, and their challenges with the oxygen. They were also able to leave some oxygen for Hillary and Tenzing to use in their successful ascent.

Perhaps even more important, in the words of team leader Sir John Hunt, was the ‘incalculable confidence in final victory they (Charles and Tom) had given us’ (Hunt, The Ascent of Everest, W Heaton Cooper, London, 1953) Paradoxically, for Everest to be conquered, for the mission to be achieved, the explorers had to be willing to let go of what they had worked so hard to attain.     

This impressive example of ‘letting go’ invites us to consider what we also might need to let go of as we strive for achievement in these uncertain times. Many of us are facing our own mountains to climb at the moment – volatile market conditions, unstable careers, redundancy, physical sickness, deteriorating mental health, bereavement… And if we hold positions of leadership, we are also charged with helping our companies, departments or teams climb their mountains too. In the current Covid-19 pandemic, one thing which seems to be becoming clearer is that the climb out of this situation is likely to be a long and unpredictable one.

With this in mind, whether we’re striving for ‘success’ (‘survival’, even?) for ourselves, or trying to lead others in their endeavours too, a paradox for such a time as this seems to be:

IT MATTERS MORE WHAT WE LEARN TO LET GO OF THAN WHAT WE TRY TO CLING ON TO.

With our resilience and resolve being tested and stretched, and everything being so uncertain, perhaps we’re being invited to let go of our personal mountaintops of success and achievement, with their enticing promise of ego-induced celebrations? In so doing, paradoxically we may find we ascend the mountain after-all – but in a better, healthier way and with our teammates, friends and family coming with us too. 

This might seem counter-intuitive. Much of the time we’re told to ‘be more’, ‘do more’, ‘try harder’, ‘work longer’… However, this can quickly result in feelings of inadequacy and anxiety-fuelled activity to convince ourselves and others that we’re still ‘winning’. Not a great position to be in when the long climb out of this pandemic calls for resilience and resolve. It’s sustainable human performance we’re after – not flash, crash and burn.    

Holocaust survivor and renowned psychologist, Victor Frankl certainly knew what it meant to build resilience and resolve in the harshest of conditions. He also developed the idea of paradoxical intent – paying attention to our fears and concerns rather than avoiding them even though it seems preferable to avoid what is concerning us. Perhaps as we climb our mountains, and learn to let go, we may find a way of reframing our fears and the goals we pursue as a result, and help ourselves and each other lead and achieve from a position of freedom, not fear. When I think of ‘letting go’ as an act of freedom, it somehow seems less daunting, exciting even. Gaining freedom makes whatever I lose by letting go appear small in comparison.

As we all continue to climb up and out of this Covid-ridden experience, I invite you to think about what you could let go of to help you through these difficult times. What new sense of freedom might you stand to gain? For Everest to be conquered, Charles had to let go of Everest. In so doing, his teammates were able to successfully ascend the mountain, the mission was accomplished, and the rest is history. As you climb your own mountains in 2020 (and in the years to come), I wish you every success in letting go. You might just find that it’s the ‘letting go’ that helps you the most.