Last week’s newsletter brought this thoughtful response from Sheryl Bullock who is a life coach: I am not particularly good at crossing cultural and age barriers to develop relationships with others. I would love to hear your stories about the people you mentioned…. What questions did you ask them initially? How did they respond? At what point did you know you had made a good connection with them? …There is a huge need for this information. People love stories and I think you still have many to tell!
Here are some observations that I’ve had to this point:
- Ask God to lead. Sometimes when I will go into a church service, fitness club or restaurant I ask God to open a conversation that might be of value. The previous post mentioned friendships arising from casual conversations with a grocery checker, a waiter, and a stranger at a conference book table. These contacts seemed to arise spontaneously. Did they? Be available and you will be connected.
- Cultivate the attitudes that characterize all good cross-cultural conversations: Be friendly, sensitive, willing to learn, respectful, authentic, not paternalistic (looking down on others), flexible. It’s amazing how people respond positively to attitudes like these.
- Resist your biases. (We all have them). If you disapprove of people who differ from you, this will be picked up quickly. That stifles connectivity.
- Express genuine interest in others. Ask open-ended questions. Then listen. Recently my wife and I moved into a condo community where we didn’t know anybody. Doors have opened with statements like “Hi, my name is Gary and we’re new here. Tell us about you.” Ask others about themselves and they usually respond. This works with visitors to your church, for example, with people you meet in the fitness club, or even with busboys who pick up your restaurant dishes.
- Respect boundaries by avoiding personal questions or asking about confidential information.
- Expect that some people won’t respond to your overtures. This may reflect shyness, discomfort with your friendliness, or cultural differences. What works where I live will need to be adapted elsewhere.
Previously I mentioned a good friend who is French. He jokes that his countrymen are like baguette bread: hard on the outside but very soft once you get past the crust. This takes time, patience, and sensitivity but the benefits are great. How have you connected across age and cultural gaps? Please comment.
I’ve long admired the work of Keith Webb although we’ve met only once. For twenty years he lived in Asia where he adapted and applied coaching to ministry settings in Japan, Indonesia and Singapore. In this he demonstrated what some of my coaching teachers were reluctant to believe: coaching, like counseling and leadership, needs to be adapted culturally if it is to have maximum impact. Recently Keith released his latest book dealing with the application of coaching to Christian ministries.
More than the title, Coaching in Ministry, this is a readable, engaging introduction to coaching in general, coming from somebody who has been in the field for a long time. Whether you are a coaching beginner or a pro, in ministry or not, you might enjoy reading this slim volume with its practical wisdom about coaching and leadership. Here are some slightly edited examples from the book:
- Part of our problems in leading is the misconception that authority comes with the obligation to be directive… But highly directive supervisors can easily find themselves micromanaging and disempowering others.
- In contrast, coaching has become a preferred learning tool and method of people development in corporations, nonprofits and churches.
- What’s the difference between mentors and coaches? Mentoring involves impartation—we are putting in insight, strategy, or methodology giving it into another person. Coaches are drawing out solutions from within, using profound listening and powerful questions that stimulate reflection and creativity in the person being coached…. Coaching is a non-directive conversation in which the coach’s questions prompt a person’s reflection into what God is saying.
- Advice giving can short-circuit the discovery process and put the coach in the driver’s seat. Coaching encourages discovery, aligning with the words of Proverbs 20:5, ‘though good advice lies deep within a person’s heart, the wise will draw it out.’
- By helping people discover ways forward instead of telling them what to do, you are building their leadership abilities.
- Coaching helps people get moving. Here’s a question to help that process: ‘What actions could you take to move forward?
- Coaching is the missing leadership development ingredient in many organizations, non-profits, and churches
This Christmas I plan to give Keith’s book to several of my friends who are curious about coaching. I’m glad I gave one to myself. Any comments?
Do you ever get tired reading or hearing about mentoring? It’s no news that professional organizations, business and academic communities, innumerable churches and countless youth leaders all emphasize mentoring and have mentoring programs. Each knows the value of a person with experience and skill sharing with those who are beginners or less advanced in their life and career journeys.
Harvard Business Review (April, 2015) shows the value of CEOs and other leaders having mentors where age differences are less important than differences in expertise and experience. Earl Creps’ 2008 book Reverse Mentoring expresses what many mature leaders already know: we can mentor younger people but should never underestimate the power of being mentored by next-generation people who can teach us. Consider the kids who teach their elders the intricacies of social media and other technology.
The HBR article discusses mentoring from high profile CEOs but reports research on why these same leaders often need and profit from being mentored by experienced leaders, sometimes including those in a different field of work or with cultural perspectives that differ from their mentees. On occasion someone asks how I seem to keep a younger, forward-looking attitude. Primarily it’s because of the bright, emerging, innovative younger people (students especially) who essentially mentor me even though we rarely use that M-word. Consider this, based in part on the Harvard research:
- Why should successful leaders seek to be mentored? Everyone can benefit from fresh perspectives that come from role models of any age and experienced guides who stimulate new approaches, ideas, and perspectives.
- What are the benefits of being a mentor to others? Research shows that mentors often experience fulfillment, the satisfaction of having a personal impact, and the benefit of learning from their mentees.
- What seems to be the best and most preferred approach to mentoring? It’s is not working through guidebooks, telling mentees what to do, or even asking good coaching questions. The method preferred by both parties is storytelling; mentors sharing from their own experiences including triumphs and failures. For many years I’ve talked weekly with a younger psychologist-friend who says he has learned most from watching me deal with disappointments and set-backs.
Are you involved in being mentored as well as being a mentor? What are some of your experiences and observations? Do you need or have a mentor? Please comment.