Strategizing and planning are important but it’s how we are behaving at the moment that really counts. That’s what builds trust. I sometimes look at what the big consulting houses (Mckinseys, PwC etc) are up to and while it doesn’t always translate, the scale of resourcing for both them and the entities they work with are often way beyond ours in the cultural sector, it is useful to see what is trending and their latest research. Having read several of their posts recently what I am struck by is that we have an absolute accord on what matters in managing this crisis, and that’s behaviour.
Over the last few weeks I have seen people express their vulnerabilities in a way they might not have done before, I have heard them talk with great care about those they work with, I have seen small acts of generosity (often involving chocolate brownies), and large personal sacrifices where people have given up much of their salaries or their jobs to do what they feel is right for their organisations. I have also witnessed teams really coming into their own where they have been trusted and enabled in a way they might not have been before.
The last few months have been hard for different people in different ways, we cannot assume we have all had a similar experience, as Jenny Sealey recently explained.
It’s being said we are all in the same storm but not on the same boat. Some disabled people feel they have no boat. So it is vital we work collectively to support each other through and after the storm of Covid-19. Jenny Sealey, chief executive and artistic director of Graeae Theatre
This links back to some posts I wrote early on in the crisis about trust and empathy. Now more than ever we need to have faith in each other and to be able to understand the perspectives of others. Some people are about to have quite difficult conversations about the future of their organisation. There is lots of guidance from ACAS, CIPD and sector support bodies, to take you through the steps. This is also a time when governing body members can be an important support mechanism. If I have any advice for those meetings, it’s don’t drag the conversation out, don’t sugar coat it and don’t make it about you. Get straight to the point of what has been decided.
If you haven’t come across it before the Empathy Map can be really useful to help you think about being in the shoes of others. It can be used to enable you to prepare for the coming conversations or to think more widely about the needs and experiences of customers, stakeholders, team member or partners.
Using the Empathy Map
The map is numbered in the order in which it should be completed.
- Start with the Goal. Who are you thinking about and what do they need to do?
- Work clockwise around the canvas until you have completed all sections. If there are areas you are unsure of think about how you might find out more about them. These first two steps are about observable behaviour so keep it concrete, think about examples
- Now move into the centre of the canvas and focus on what they might think and feel
- Sharing the results of your map with a trusted colleague or your team can be really helpful for testing your thinking, you would obviously need to be mindful of confidentiality and this may not be appropriate in all cases
- Reflect on the process and your observations.
- What additional information might you need?
- How will you get that information?
- How might this inform your next conversation, meeting or the services you provide?
- What has changed in terms of your thinking or approach as a result of this activity?
This is a useful tool, but I would add a caveat, which is being mindful of becoming over-confident about what we know of others. It is a helpful means of orientating our thinking, but it does not mean we have certainty about other people. This is an extraordinary time and people may be behaving out of character given all that everyone is having to endure. If you are delivering some of the difficult messages to come you also need to think about self-care; maybe find a coach or mentor, create a support group, notice your own behaviours and when you need support.
Although we are moving towards reopening, there is still a lot of uncertainty and we are starting to see the full impact of the lockdown on our organisations. I suspect what is coming is more sharing of resources, a need for even closer partnerships and a more collective approach across cultural forms, sub sectors and sectors. We will be looking to relationships that are adaptable, genuine and supportive.
You can download the Empathy map here.
All Change Support Group
We have a few places left on the All Change Support Group, which will be a group of up to ten people that will meet four times. Susan and I will be supporting the group for four sessions after which it is hoped it will continue self-supported. The intention is that it will offer an opportunity to share experience, offer tools and guidance and provide an independent, confidential space to work issues through. Let me know if this might be of interest to you.
The Art of Organising
We had a great discussion last Thursday with a wonderful group of people. Susan and I would like to the thank those that came along for their insights, observations and sharing. Lots of topics were discussed and we will be writing up the core themes. The plan is to have a follow up session so watch this space!