#michaelbungaystanier — Public Fediverse posts

Intentional action

Elsewhere I’ve talked about the Karpman drama triangle. About learning it’s not even actually fun to be the hero who rushes in. Rushing—doing something quickly sacrificing doing it correctly—is never the right choice.

The most exciting thing about professional project management is that it trades away excitement for systems thinking and intentional action. We make heroes out of people who show up with the last-minute save, but the real work is in not needing the last minute.

~ Seth Godin, from Project management

slip:4usepo1.

Of course, we can delete the word “professional” from the above and it points to something we might choose to work on: If I’m late… If I’m rushing… If I’m “too busy”… Where exactly does that come from? Once I started look at my life this way, and started asking such questions, it didn’t take long to realize the problem was within myself. We choose to take on too many things. We choose to stretch for more connections, activities and things. The details differ. But it’s the same for each of us.

ɕ

Generous silence

Generous silence provides space for the other person to be with their own self, for you to be with them for presence to show up. It allows them to take a breath. It whispers, “this is an interesting place to be. Let’s hang out here for a moment.” […] Generous silence can allow the delicate insights of a conversation to blossom and bloom.

~ Michael Bungay Stanier

slip:4a1157.

Just ask

If you’re a pole vaulter, you need a long runway to pick up the speed required to plant the pole and flip over the bar. Odds are you are not a pole vaulter. You don’t need a runway of context, justification, and general flim-flam to be curious. It’s not really about you. Save everyone the time, and just ask the question.

~ Michael Bungay Stanier

slip:4a1144.

On being wrong

I’ve come to realize that I love being wrong.

I spent so many years reinforcing the thought that I could be the guy; The guy who swoops in and solves the problem when things get technically complicated, the guy who swoops in and creates order and process out of the chaos, the guy who swoops in and gets things done. Setting aside the analysis of whether or not I was actually particularly good at that, I did “I can be that guy” so much that I had convinced myself that I am that guy.

In The Coaching Habit, Michael Bungay Stanier talks about the Karpman drama triangle. I’ve certainly played all three roles of Persecutor, Victim and Rescuer. But I realize now that I’m addicted—or perhaps I can be hopeful enough to say was addicted?—to being the Rescuer. In the past year or so it’s become clear to me that it’s vastly more healthy and fun(!) to be part of a team that solves problems and gets things done.

To be the person who asks a question that opens a flood gate of discussion.

To be the person who understands that one’s purpose was to have been instrumental in creating the environment last week, so this week the team solves the problem on its own.

To be the person who is a complete and utter success, by having simply contributed a small addition here, a minor adjustment there.

ɕ

On being wrong

I’ve come to realize that I love being wrong.

I spent so many years reinforcing the thought that I could be the guy; The guy who swoops in and solves the problem when things get technically complicated, the guy who swoops in and creates order and process out of the chaos, the guy who swoops in and gets things done. Setting aside the analysis of whether or not I was actually particularly good at that, I did “I can be that guy” so much that I had convinced myself that I am that guy.

In The Coaching Habit, Michael Bungay Stanier talks about the Karpman drama triangle. I’ve certainly played all three roles of Persecutor, Victim and Rescuer. But I realize now that I’m addicted—or perhaps I can be hopeful enough to say was addicted?—to being the Rescuer. In the past year or so it’s become clear to me that it’s vastly more healthy and fun(!) to be part of a team that solves problems and gets things done.

To be the person who asks a question that opens a flood gate of discussion.

To be the person who understands that one’s purpose was to have been instrumental in creating the environment last week, so this week the team solves the problem on its own.

To be the person who is a complete and utter success, by having simply contributed a small addition here, a minor adjustment there.

ɕ