Author: Martin Vogel

On coaching maturity

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This piece was originally published by the Critical Coaching Group in a collection of essays, Coaches Becoming, on what it means to become a mature coach. Also published in Organisations and People, June 2024.

What is the price of Experience? Do men buy it for a song?

Or wisdom for a dance in the street? No, it is bought with the price

Of all that a man hath.

– William Blake, The Four Zoas

1)

I first came to appreciate William Blake’s work as a young man, drawn to his idealistic sentiments expressed in vivid imagery.

Now, in what may be called my maturity, I read his verse anew with the disenchantment of experience.

I recognise the allure of what he calls “the easy thing” – “to talk of patience to the afflicted/To speak the laws of prudence to the homeless wanderer.”

I shudder at my collusions with the glib language of organisations – the promises of wellbeing, social responsibility and inclusion.

Within a society that can’t decently house its people and seems resigned to the resurrection of food banks.

As humans burn the world.

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Unknowing is commitment to moderation

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Unknowing is inescapably an exercise in moderation. I’m talking here about political moderation. In other respects, unknowing encourages us towards an immoderate lifestyle. One which embraces mischief and counters convention. In an age of populism and polarisation, though, an inclination to political moderation is unknowing’s contribution.

But moderation is a term that is fraught with ambiguity. What I’m referring to in invoking moderation is a disciplined eschewal of the easy certainties of extremism. What I’m not advocating is a lazy gravitation to the centre of wherever mainstream political debate is located.

As the last decades have demonstrated, the Overton window can be re-situated at the extremes, and positions previously recognised as moderate recast as outside the mainstream or even treacherous. In my lifetime, this has happened to the advocacy of, for example, social democracy, the maintenance of friendly relations with our European neighbours and solidarity with the Jews as an oppressed people. The years of Conservative rule have overseen a dismantling of the social contract behind the welfare state and a return to conditions of employment which evoke the Victorian era or the 1930s. Centrist opinion has colluded in the normalisation of such policies. A disciplined moderation might have named the assault on hard-won rights as an extremist aberration.

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All of human life is here: the wide canvas of executive coaching

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Mate

By Martin Vogel

Book review: Are You Listening? Stories from a Coaching Life, by Jenny Rogers. 2021, Penguin.

Are You Listening? by Jenny Rogers is a collection of stories from her 30 years as a coaching professional. It occupies a similar place in relation to coaching as do, to psychotherapy, Stephen Grosz’s The Examined Life or Irvin Yalom’s Love’s Executioner.

Given that Rogers is a doyenne of the profession, you might expect this book to be a catalogue of triumphant interventions. There are successes, but it’s more nuanced than that. She shares the compromises and failings that are inevitable companions on a coaching journey.

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The pluralist path to unknowing

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Who doesn’t support pluralism? Who would deny themselves the right to live peaceably in their own way with their own views, without interference or coercion to be other than they are?

Nobody that I can think of. Yet, we live at a time when pluralism is under threat and the pressure to conform to somebody’s view of right thinking is never far away.

Pluralism is an onerous discipline that makes demands of tolerance that are not always recognised by those who insist on its privileges.

Unknowing is necessarily an orientation that embraces pluralism. It is not possible to hold one’s knowing lightly unless one admits – even cultivates – alternative points of view. I’m referring not just to the pluralism that recognises diversity of perspective beyond oneself. Unknowing also implies a commitment to pluralism in one’s own worldview(s) and a recognition of a plurality of selves within one individual.

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The strengths and limitations of a psychoanalytic perspective on current events

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Planet

By Martin Vogel

Book review: Danse Macabre and other stories: A Psychoanalytic Perspective on Global Dynamics By Halina Brunning and Olya Khaleelee. 2021, Phoenix Publishing.

This book examines the political events of the 21st Century through the lens of psychoanalytic concepts. While it takes a global perspective, it is firmly rooted in the experience of the United Kingdom. It consequently lacks focus to the extent that the authors struggle to add depth to the insight that is readily available to anyone who tries to stay well-informed about current events. They’re not helped by having to retrofit the impact of the pandemic, which began at the tail-end of the period in which they were writing. Their analysis of Covid-19 reflects the fragmented knowing that was forming as the virus took hold and looks shop-worn in the context of the continuing uncertainty in late 2021.

But, for what it lacks in depth, Danse Macabre compensates with breadth.

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Unknowing is the sanest approach to the climate crisis

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If you read one thing during COP26, make it Valerie Iles’ paper, We’re Only Human. Her brief overview of the climate crisis offers useful frameworks for assessing the confusing proposals and counter-proposals to reduce humans’ heating up of the planet. So it provides a timely lodestone for making sense of whatever emerges from the UN conference on saving the world.

But it’s also a masterly exploration of how the way humans know the world is a poor foundation for comprehending how quickly and comprehensively we’re ruining it. How we understand the world is shaped by what it was like when we were born into it. Iles argues that it is changing at such an exponential rate that our thought constructs are scarcely able to conceptualise the speed at which reality is changing. 68 per cent of all carbon emissions have occurred in just my lifetime (60 years). In just the last seven decades, the population of humans in the world has tripled. In the context of the millennia of the planet’s existence, the impacts of these changes are unfathomable. In order to think ourselves out of the crisis we’ve created, we could try to unknow many of the things we hold to be true. Iles suggests a few ways to start.Read More »

Not knowing is a defining condition of life

Martin Vogel4 Comments

A premise of unknowing is that, while not knowing is a defining condition of life, we mostly behave as if we know.

At its most basic level, our not knowing is a truism. While each of us functions from our own individual base of knowledge, an inescapable facet of existence is that we do not know what the future holds. Perhaps not even the next moment. Much of our knowing is nothing more than pattern recognition. We hold a rough model in our heads of what reality is like and this is good enough to enable us to function efficiently most of the time.

But this pattern recognition can blind us to the novelty we navigate every day of our lives. Even when we encounter situations that seem similar to ones we have seen before, we tend to forget that each unfolding of a familiar event is unique in its own right. Our knowing forms amid a broader canvas of not knowing.

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Opening to unknowing

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By Martin Vogel

Question

Further to my recent posts on applying the orientation of unknowing to coaching, I am opening a new group for experienced coaches to explore this in relation to their own practice.

Unknowing is the practice of letting go of what we think we know, opening to freshness and holding ideas lightly. In these turbulent and unsettling times, leaders need time and space to hold their uncertainty away from the pressure to collude with easy answers. Coaches too can be subject to this pressure. In order to support our clients to accept their not knowing, this space will explore what it is to reside in unknowing – adopting approaches that invite it in rather than resist it.

This is a space for peer-to-peer reflection, drawing on the insights and ideas of everyone in the group. Rather than a tightly held supervisory space, we will approach it as a jointly created process of action research.

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Notes towards practising unknowing in coaching

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By Martin Vogel

Questioning

This is the second of a two-part series on the orientation of unknowing. Part 1 explored what is meant by unknowing. This second part discusses how it might be applied to coaching.

Unknowing can be viewed as a discipline. It is the practice of letting go of what we think we know, opening to freshness and holding ideas lightly. It is hard, because our identities, even our sense of moral worth, are wrapped up in our knowing. As with all disciplines, the more we practice, the more fluent we become.

Most of us have deep knowledge about a few small areas of life. You might call this erudition. Erudition is to be valued – though, even here, it is prudent to hold one’s knowledge open to challenge and revision. But beyond our areas of erudition, our knowledge about everything else tends to be very shallow. So shallow, it is hard to distinguish from ignorance. If we make decisions informed by ignorance, masquerading as knowledge, they can have unfortunate consequences. We might vote in a referendum on an issue we scarcely understand or espouse ways of responding to a novel virus about which (by definition) even scientific experts know very little.

Unknowing is about loosening our attachments to ignorant certainties – bringing, instead, humility and curiosity to the world as we find it. Applied to coaching, it entails relaxing the idea of coaching as solution-focussed and goal-oriented – leaning more towards a view of coaching as a reflective practice, in which coach and coachee explore and make sense together. It can help clients to encounter the world in fresh ways. Paradoxically, by entering a space where the pressure to have an answer is alleviated, the client is more likely to gain clarity about what to do next. What to do next might be to do nothing: to wait to see what emerges, and to be ready to respond.

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Unknowing: an orientation for coaching and leading

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By Martin Vogel

One doesn’t need to work long as a coach to encounter clients who bridle against the profession’s non-directivity ethos and demand answers. “I want tips, not coaching,” one said to me recently. “What’s making you say that?” I replied – impolitely deflecting the request.

In fairness, this encounter arose at a time when I was particularly unlikely to comply. Through the pandemic, I’ve been musing on what I call my unknowing project. I’ve become convinced that we cherish knowing too much – or rather, the feeling of knowing. We live in an era of intersecting complex challenges – globalisation, environmental crisis, social and racial inequities, nationalism. Covid, sometimes referred to as a syndemic, cuts across all of these. Complex challenges are defined by the difficulty of designing a solution. Yet they characteristically call forth simplistic answers from people who are uncomfortable with this fact. Which is to say, most of us. Homo sapiens, the man who knows, prizes having answers. But we are, as Steven Sloman and Philip Fernbach have found, more ignorant than we allow.

Any client who comes into coaching feels, at some level, the pressure of the need to know. Coaching risks colluding with the fantasy of knowing in the face of complexity. Perhaps, instead, we can contextualise it. Both coach and client can try to approach the world with some humility about the limits of our knowledge.

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The etymology of unknowing

Martin Vogel6 Comments

The word “unknowing” does not generally have positive connotations. It is defined by the Oxford English Dictionary (OED) as an adjective (though also used as a barely distinguishable present participle) meaning:

Not knowing; not possessing knowledge or understanding; ignorant; ill-informed; naive.

The sense in which I’m using it is almost the opposite of this. I’m talking about a letting go of the knowing that paradoxically makes us unaware and unwitting – that is to say, the knowing in which we reside most of the time. The words “unaware” and “unwitting” that I used in that last sentence to describe “knowing” are taken from Chambers’ definition of “unknowing”. What we’re dealing with is not a binary between ignorance and knowledge but an ebbing and flowing between knowing and unknowing, the boundaries between them hard to discern.

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The age of ignorance

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We are, says Tim Harford, living in an age of ignorance. He refers to the work of Robert Proctor, a historian of science, who coined the term “agnotology” to describe the study of ignorance. Proctor’s insight, arising from his analysis of the tobacco industry’s efforts to create doubt about the adverse impact of smoking, was that ignorance is often culturally induced. “Ignorance is not just the not-yet-known,” he says, ”It’s also a political ploy, a deliberate creation by powerful agents who want you ‘not to know’.”

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Developing leaders in turbulent times: learning from supervision

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By Martin Vogel and Simon Cavicchia

We live in a world of adversity and disruption. The upheavals we are seeing in the social, political, economic and environmental contexts of work are material to how coaches work with their clients. In this article, we explore what kind of leaders and leadership we need for today’s world and ask what can we learn from the practice of supervision to support the development of these leaders?

The 21st Century, so far, has been punctuated by a series of shocks which, cumulatively, have upended our assurance that we live in an orderly, predictable, manageable environment. The terrorist attacks on the United States on 11 November 2001 announced the asymmetric power of Islamist networks whose reach and barbarity seemed to grow exponentially over the subsequent years. The financial crash of 2007 brought the near collapse of global capitalism and planted the seeds of a national populist backlash throughout the Western world. This led in due course to the twin ruptures in 2016 of Brexit in the UK and the election of Donald Trump in America, and the establishment of governing styles which have challenged democratic norms and tested the checks and balances of both countries’ political systems. In 2021, while Brexit has been formally implemented, organisations and society in Britain face uncertainty about how its relations with the rest of the world will be arranged in the months and years to come. Throughout all of this, the dual crises of climate change and biodiversity have grown. As we started the present decade, there was a widespread realisation that the ten years ahead would present the last window of opportunity to avert climate catastrophe – but with no clear consensus on how to co-ordinate action across the globe. Then came the Covid-19 pandemic, providing a crash course on how quickly social and economic life as we know it can be halted in its tracks by natural forces beyond our control. It has driven a wrecking ball through behaviours, routines and leadership priorities that have long been imagined to be solid and reliable. On a global scale individuals have adjusted to changes that, only a short time ago, were not considered necessary or even possible.

Just as we were coming to terms with the implications of this, the killing of George Floyd by a police officer in Minnesota ignited protests of pain and anger across America (and many other countries) and a clampdown of unaccountable brutality by police, security forces and even private militia incited by President Trump. In the aftermath of the US election, as Trump denied the result, it was not clear that American democracy would hold. On 6 January 2021, a violent storming of the US Capitol building showed that this was no idle fear. At the time of writing, it is not clear that democracy has withstood the test.

Throughout much of this time, discourses on leadership, organisation development and executive coaching have made increasing reference to the volatile, uncertain, complex and ambiguous nature of the environment in which leaders are working (Stiehm, 2002). But business has carried on broadly as usual. So great has been the disparity between discourse and practice that the idea of the VUCA world has seemed little more than a platitude – an unconscious genuflection that usefully justifies leadership development interventions but has little bearing on either their nature or their impacts. Traditional views of coaching can be seen as a response to an outmoded view of leadership from the modern/industrial era when the world was assumed to be predictable. This orientation is bound by assumptions of linear cause and effect logic, short-term focus on pre-determined goals and an assumption that these can be achieved as intended.

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A restoration begins

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By Martin Vogel

Sometimes, when you watch an event, it is only when you sleep on it that its significance lands. Last week, I watched with shock but not surprise as America’s Capitol was invaded by seditionists. Even as I watched, and despite the delay in police and security forces containing the uprising, the insurrection looked unlikely to succeed. But, the next morning, the deeper significance sunk in. This was an event that shouldn’t have happened in a mature democracy. Given the connivance of an uncomfortably large number of elected representatives in Congress, with a more competent seditionist than Donald Trump in office, the coup might have prevailed. America, and the cause of democracy around the world, was stained by the insurrection but also saved by an ethos that held when tested.

Yesterday, as Joe Biden took office, the rituals of inauguration seemed familiar but their significance was overwhelming. The words of the presidential oath carried unusual meaning as Biden, with evident decency and determination, promised to uphold the constitution. After dealing with the urgent crisis of Covid, this is his most important task. It’s not yet clear whether the mediation of differences in the United States can be contained within democratic norms. But everything about the inauguration signalled that an attempted restoration is under way.

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The missing piece in supporting internal coaches

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By Martin Vogel and Hetty Einzig

All professionals need to make time regularly to reflect on their work and how they are developing in the role they play in the workplace. This is good professional practice not just to keep their expertise up to date but also for their own wellbeing. It stops us falling into habitual ways of doing things and habitual patterns of overworking or reacting to pressure that may be unhelpful for us and for those we work with. This is even more imperative if your job involves working with others.

Supervision is a means of providing just such reflective space. It’s considered normal best practice for professional coaches to have regular contact with a supervisor to review their work, their practice and their sense of being in the world. In complex and fast-moving organisational settings, where corner-cutting and groupthink can lead to questionable practices, supervision provides a space to find one’s ethical ground.

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What is ecosystems supervision? An explainer

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By Martin Vogel and Hetty Einzig

redwood trenst 

Ecosystems supervision is a collaborative and experimental approach which explores coaching practice within the context of wider societal and environmental considerations. It combines enquiry in depth into who we are as individuals and as professionals with exploration in breadth of the systems and networks within which – and which shape how – we operate. 

This article explains our approach and what it is like to experience ecosystems supervision. It is by nature a work in progress as we employ an action learning approach in our work, adapting and developing as we learn with participants in our groups. 

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Undeveloping Britain

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By Martin Vogel

Back in January 2019, Matt Bishop and Tony Payne at Sheffield University’s Political Economy Research Institute (SPERI) posed the question of whether Britain might be the world’s first example of an undeveloping state. By this they meant that the characteristics that sustained the UK’s development over four hundred years as a pioneer of capitalism and industrialisation may have turned into pathologies that hold it back in the modern global political economy:

“Britain could again be first, albeit in a league table not of its choice! It could be the first of the ‘early developers’ to be forced to grapple with the implications of sustained ‘undevelopment’. This is defined here straightforwardly as the dismantling, rather than the building, of a viable, functioning political economy that satisfactorily serves its people.”

The Covid-19 pandemic has brought this thesis visibly to life. Britons have spent 2020 discovering that the securities they have for decades taken for granted are in fact very fragile. I won’t rehearse the catalogue of incompetence that has characterised the British Government’s approach to the coronavirus. But, lest it becomes too normalised, I commend keeping to hand the excellent Sunday Times investigations whose titles say it all: 38 days when Britain sleepwalked into disaster and 22 days of delay and dither on coronavirus that cost thousands of British lives.

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Speaking up and speaking out

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By Martin Vogel

My time in lockdown has been bracketed by two enjoyable adventures in podcasting, courtesy of Charmaine Roche and her new series, Speak Up, Speak Out. Charmaine is a coach, working in the education sector, and is also researching a PhD on how coaches can help clients deal with the stress arising from ethical challenges. In her series of five podcasts, she has interviewed a different person each week on questions related to her research interest. I was privileged not only to have been her first guest but also the guest host in the final episode, interviewing Charmaine herself.

Listening to each episode, I have enjoyed how she has opened up an expansive view of coaching as a liberating intervention. She explores with her guests how people in organisations often feel pressure to conform against their better judgment and how coaching can help them access their integrity as professionals.

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Nobody knows anything

Martin Vogel7 Comments

I’ve been trying to write something about the crisis for some time now. But every time I gather my thoughts, I realise that the sense I have made of things is lagging behind the pace of change. I am trying to figure out how to be useful while confined at home. But much of my energy is curiously consumed with the busyness of simply sustaining life. I could fill my calendar with well-intentioned Zoom calls from dawn until bedtime. But to do so feels like displacement. So I’ve spent the past couple of days deleting all such invitations the better simply to be with what is.

I’ve noticed that the day ends badly when I allow the evening to be consumed with news. Monday’s announcement that the Prime Minister was in intensive care followed this pattern. There were complex feelings. Much as I hold no brief for Boris Johnson, I wish him well as a human being, as the father of an unborn child and as the leader of the nation’s response to Covid. Beyond that, as Dominic Raab steps blinking into the pitiless spotlight, I reflect on the misfortune that the virus strikes at the time when the UK Government is in the hands of the most mediocre bunch of ideologues to inhabit Whitehall in living memory. Nonetheless, I have sympathy for these people who rose to power encouraging a belief (and perhaps believing themselves) that complex challenges could be met by vacuous slogans. You can see the fear in their eyes and the fatigue on their faces as they do their best to respond to destiny’s call. Who would want to be in their shoes? I have confidence in their intentions. But I wish Britain weren’t starting from here.

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