In ‘The Mentalist’ Patrick Jane is a petty criminal turned consulting detective. Incredibly perceptive, with a deep understanding of human behaviour, he picks up all sorts of clues from people, alive or dead, that his likeable but flat-footed professional colleagues always miss. He then uses clever psychological ploys and strategies to get the perpetrator, whom no-one else suspects, to step forward.
I want to be like Patrick Jane. I would love to be able to speed-read into a photographic memory and to spot a cop, a ‘mark’ or a lie from 20 paces. Wouldn’t it be great to see the problem, the cause and the solution in the blink of an eye, every time. Some management and consulting literature would lead us to believe this is what it takes to manage and lead. We need to be skilled at understanding models of thinking and the clues that go with each thought pattern. We also need to know clever strategies for dealing with the clues, the thought patterns and the imminent behaviours.
This is a tough requirement. This would describe a psychology-based approach to coaching or managing. Something like this:
Solutions Focus is different. In a recent discussion with other coaches it was pointed out that the Solutions Focussed approach, though underpinned by Erickson and other psychologists, is communication-based rather than psychology-based. So whether you call yourself a coach, therapist, trainer, consultant, or manager, the important issue is not the name of what you are doing but the use of communication to agree a common context, description and solution to the presenting issues.
The person being coached or managed brings their experience and their understanding of the situation. The person doing the coaching brings agendas, requirements and models. Together they create “The space in-between”. They build an understanding of the context, the content and the criteria for achievement. They agree a way forward. The person being coached takes away their understanding of what they are going to do.
The coach takes away an understanding the person being coached and a new perspective on their models and framework. Everyone benefits. Solutions Focus is all of the following:
- A stance: a way to approach situations and conversations.
- A language process: creating frameworks of understanding around issues that allow people to become less stuck.
- Presenting reality: Rather than being positive at all costs, it is about facing tough situations and noticing what works.
- A way to explore alternatives: broadening perspectives beyond the confines of the definition of the problem, to highlight real opportunities for solutions.
This goes beyond one-on-one coaching. All of the group-work I do follows this pattern. All the models I use to set strategy, establish self managing teams and work with projects are applied in this way.
For me, the valuable insight is that although, just like having x-ray vision, it would be great to be able to read minds, this is by no means a requirement for managing. We just need to know how to create the space in-between. I find that so liberating! What do you think? Click on the box below and leave a comment.
