an awkward question about how we're making sense of the pandemic...

As some people may know, I was quite active during the national lock-down earlier this year - supporting a range of colleges, businesses, social enterprise support bodies, and others to consider, plan, and then enact their respective responses to the first wave of the pandemic.

And as part of my own practice of 'professional reflection', rather than another 'pithy blog' or twitter snippets about what I'd done and thought about during this time, I thought I'd do something a little more in-depth, and draft a white paper. This paper is still available on-line (just share and confirm your email and it should automatically get sent to you). And I was surprised at not just how many people downloaded it within the first week of it going out but also the sheer variety of roles and sectors they represented.

Many who read it also kindly offered some thoughts as to how the paper had prompted them to think further on their own respective responses and current thinking about the coming 6 months. And in the spirit of trying to openly keep encouraging conversation and discussion, I elected to share the themes of these comments in a Facebook Live.

The Facebook live also served another purpose - to act as an addendum to the white paper: after all, a lot can happen in a few weeks during a pandemic, and more data is coming out all the time about how different communities and ways of working are being affected.

And just as the original white paper has attracted more interest than a dared to hope, the Facebook Live had more people watching the broadcast as it happened than I thought might have , and continues to be shared by others and the watch count keeps going up...! (If you missed it, here's the link to catch it again).

Now don't worry - there is a point to my regurgitating this precis of my new life as a one-man policy think-tank.

And it's this - based on how people engaged with the white paper, and the comments and ongoing interest to my Facebook Live, it seems to suggest that we're not satisfied in seeking answers from within our own usual circles. We're starting to realise the benefit of going 'outside' our own marketplaces, industries, and sectors in seeking perspectives and understandings. And when we do, what we find seems to generally help assure and better inform us about the ways in which we're now making decisions about the future.

So my closing challenge to you, dear reader, is this - who can you talk with, or what can you read, that is outside of your usual daily work or life in offering you a fresh perspective in helping you make your own sense of the ever-changing world we now find ourselves (trying to) live and work in?  

zoom-ing from our beds

At the start of lock-down, I started do video calls from the toilet, then in my dressing gown, and now from under the duvet - for many people forced to work from home, the space to create a home office anywhere other than their bedroom may be a luxury they don't enjoy; and whilst doing zoom calls from our beds can be helpful, there's also a hidden risk in doing it that no-one seems to be talking about... 

introducing... a pole dancing lion tamer!

As always, it was supposed to be straightforward.

But, as always, it's turned out to be by turns shocking, touching, encouraging, worrying, and more...

And no, it's nothing to do with Covid-19, but my biennial 360 degree feedback, that I introduced 7 years ago as part of the CPD* framework I've created for myself.

Every 2 years (or so) I invite a selection of collaborators, clients, contacts, and other non-carefully selected characters to tell me what they really think about me. 

But rather than open the flood gates to emails and messages that will leave me in need of therapy and extended counselling (as often seems to be the case in 360 degree appraisal processes), I only ask 1 question.

- (you can see the results of previous cycles of this by looking up the 'superpowers' tag in my blog)

This single question approach has always seemed to go down well with people in the past - asking what my 'super power', and 'niche' is; what picture comes to mind when people think of me; and this time: how would people introduce me?

There's always a reason behind my choice of questions, and this one about introductions is based on a university enterprise start-up session I ran a little while back. 

In the run up to the starting time, the course leader asked me how I'd liked to be introduced? To which I glibly replied - well, they don't know anything about me, so you can say whatever you'd like. Which they took as a challenge, and promptly cued me in as a 'pole dancing lion tamer'. (I don't know what it says about either their students, or what type of other speakers they usually get in, but no-one batted an eyelid or looked surprised at this).

As an immediate learning point, I then started to use this approach at meetings I'm invited to - at the start when everyone goes around the table to say who they are (which is usually understood by at least 1 person as a demand for them to recount their life story and impress everyone with all the great responsibilities they now have in their role), when it comes to me, I ask someone who's there who knows me (in some capacity) to cue me in. And it's not for laziness, but actually an easy way to test my branding and understand how I'm being perceived and understood by different people in different places.

So this time, the survey question to people was "how would you introduce me? (at either a networking event, parliamentary reception, cocktail party, or bail hearing...)"

And as in previous cycles, some people re-interpreted the question (which I'd always encourage), to include new hashtags about me (which now brings the total number of tags other people have created to describe on social media to 4!); stylistic delivery of how they'd deliver the introduction; and a range of short and sweet (9 words) to rousing speeches (142 words).

In trying to make sense of what messages seemed to come out of this about me, I tried a word cloud approach. 

Interestingly this showed not only the sorts of things I do that people like to talk about:

- business

- advice

- charity

- enterprise

- knowledge

- strategy

but also the way in which I act and conduct myself when I'm working with people:

- values

- can

- will

- always

- expect

- help

- social

- talk

- underpinned

But a word cloud doesn't do well at pulling out the recurring sentiments that people are sharing.

All of the responses are recreated in full are below (and just as in previous cycles, anonymised to protect people's embarrassment). And I think that reading through them, the messages that come about about my 'brand' and why people like working with me are:

1) I'm not 'traditional' - people like my being unconventional, and bringing new approaches and ideas. Not all of which may always be comfortable, but they will mean there's a better result at the end of the work.

2) I make things easier for people: be it understanding what might seem an overwhelmingly complex issue, or helping them see there's a different (easier) way of coming at it.

But so what? Well, this all helps reassure me that how I'm putting myself out there to do what I do is still largely working (in that people enjoy it and want to talk about it - either that, or they think people should be warned about me...?). And it also cements something that came out of a similar '1 question' in a previous cycle of this, which is that people find I can help them simplify things to a point where they're comfortable to take it on.

*CPD: not what you think it means... see https://twitter.com/AdrianAshton2/status/689882882928680960

All responses received in full:

"When I was founding XXXXX, 23 years ago, a Chief Executive #Founder of another social enterprise said to me "Forget about mission, objectives and plan - what are the values of this new organisation - they'll last longer" They lasted quite a while. Today, I'd like to introduce you to someone who is not only a multi-award-winning business adviser and facilitator but someone who measures his impact daily against his values. Adrian's values will last forever. He can be zany, funny, creative and always deeply thoughtful but you'll buy his services, particularly as a social enterprise or charity, for his total professionalism underpinned by these values. It makes the buying decision easy, what you see is what you get and that is why Adrian is always in demand - top advice, training and facilitation underpinned by values you can see and touch.

"Here's a guy you can go to for looking at problems or issues from a perspective you may not have thought of or from" #AlternativeAdrian

“A gifted genius who turns complexity into simplicity. “

"This is Adrian. He will ask you awkward yet very useful questions".

“This is Adrian, he is our mentor and a great source of knowledge. He is helping us on a wide range of business strategy and governance support as we transition from a community group into a charity and alter our focus. He can be a little bit ‘out there’ at times but because he really listens and considers his advice before imparting his wisdom to you – you feel re-assured and that he is trustworthy. I’m really enjoying working with him and feel like he is a member of our team. He is incredibly patient and tries to make work more fun. I think you’ll like him.”

“This is Adrian Ashton, you have come here today to hear a talk which will help you with your business. Be prepared! It is not what you expect, or the way you expect this sort of a talk. But I am sure that it will help you!!”  

“Entertaining and charismatic fountain of knowledge, about organisational structure and strategy. Mainly academic, public bodies and not for profit.”

 

why do we theorise in isolation from each other?

Over the last few years, there's been growing encouragement for the charity and social enterprise world to uptake the 'theory of change' approach more.

For many who approach this model of thinking and presenting how you work for the first time, it appears daunting with a lot of jargon, technical diagrammes, and an apparent infinite number of ways to 'do it'...

But ultimately, it boils down to what (finally) got me through my maths exam - showing your workings out: laying out in a (hopefully simple and logical manner) why you're doing what you're doing so that anyone can understand it, and (hopefully) get behind it (and you) more.

As I've alluded to above, there are lots of examples and models out there - but as sometime who delivers training and learning around this, as starting points I usually recommend 2 templates to start:

1) The 'DIY' toolkit approach, developed by NESTA, and profiled by Innovation for Change:

 2) and this framework developed and agreed with The Treasury and DCLG as part of a national programme:

And the reason I suggest using these, rather than come up with something from scratch, is:

(a) it's easier to get started by using an existing template, and 

(b) the provenance of these frameworks is pretty 'sound', and as such, it means that whomever you share your Theory with subsequently will find it easier to take it more seriously.

But it strikes me that there's a huge problem with all of the guidance, training, consultancy, and such like, that all of the websites, sector bodies, and expert consultancies seem to have missed - and in doing so, means that the Theories created will always be stunted and never really have the transformative impact they're seeking to realise.

And the thing that seems to be missing is recognising that whichever charity, social enterprise, or other creating their Theory, isn't operating or exists in a bubble - they're co-located, work closely with other groups and services, and the people they support will be being impacted and engaged with by other organisations in parallel to themselves... and this is also something which the principles of reporting social impact and value already recognise: do not over claim - the people we support will also be being supported by other services, groups, and activities.

So if recognising that our creation of impact and benefit to people in need is co- and inter- dependant upon others, why aren't we encouraged to develop our Theories with them (or at the very least, do a 'sanity check' of them, by sharing them with our key audiences and partners)..?

in search of an opening 'cue'...

As you may know, I have an usual approach to my CPD, part of which is an adapted 360 degree feedback that I try and do every couple of years - and this is the year that it's due to run again.

But don't worry, dear reader! I'm not asking you to fill out a long survey, or agree with statements on a web-page - instead, as with previous times I've done this, I'm only interested in your answer to 1 single question.

And it's this: "how would you introduce me?".

(This can be in any context - at a networking event, as a speaker, at a parliamentary reception, whatever takes your fancy.)

If you feel you need some inspiration, feel free to check out my blog, where I've posted the results of previous cycles I've done this -having asked in previous years people what my perceived super-power is, what image they associate with me and what I do, (amongst other things...).

I appreciate this may seem a little usual of an ask, so won't be upset if you feel you can't offer anything in return to help me with this exercise. However, as someone who's aware of me and what I do (if only by virtue of occasionally seeing what I'm blogging about next), I'd be grateful for a few moments of your time of you can help me out with this.

And as always, if there's anything going on in your world that you think a chat might help you better reflect on, or benefit from having a rummage in my head around, all you have to do is ask.

I'll be reflecting on what comes back over the coming few weeks, so watch out for another post with the results of how I'm introduced to unsuspecting audiences...

the Hobo consultant

After 15 years of doing what I do as a sole trader, part of which has included offering mentoring, advice, and coaching to a variety of people in a multitude of roles across different sectors, marketplaces, and types of organisations, I've finally taken the plunge... and got myself a business coach!

As a trained and qualified business coach myself, engaging with one feels a bit like a bus-man's holiday, but I've always maintained that part of my having kept my enterprise going this long (and through the various challenges the universe has thrown at me/it during that time), has been my interest and commitment to always seeking to try new things in how I work.

The reason for doing so now has been catalysed by the current pandemic, and it's forced/enabled me to (finally) actually start to think properly about a few ideas I've been having about my practice, but somehow never gotten around to properly working through and trialling. 

Principle of which is how I best present myself and what I do to the world - some readers will know that I seem to be something of an 'A-team': able to turn my hand to nearly any scenario or client need, and work comfortably with heads of government departments in the Cabinet Office, through to people who want to work out if their 'half an idea' is any good over a pint in the pub...

As such, depending on who you ask about me, you'll hear a different story (hopefully equally intriguing and adventurous) - but writing this through makes me realise that I've become a hobo: always drifting through adventures with no apparent core target destination nor intention to become 'professional' by other people's standards.

Having a business Coach is giving me a more robust structure and accountability to start to work through if that's OK for me to carry on as such, or if I should try and aim for specific train carriages if I'm able, rather than simply knock on each door that I come across...

(and as a heads-up - part of this process also weaves into my ongoing CPD, and specifically the 360 degree question I ask of a sample of clients, collaborators, and other types of people who know me in different ways - so watch your inboxes over the coming weeks for what I'll ask this time; in the past it's been about super-powers, and pictures, so expect something equally non-traditional when people ask you for professional feedback!)

to everyone who forgot to turn up to their meetings with me last year - can I have my £4,500 back, please?

We all know the feeling of frustration of having arranged to meet with someone, only for them to not turn up when agreed; and after waiting the polite 5-10 minutes before calling them, only learn that they'd forgotten.

At the best of times, this can make us feel like they don't think we have any importance or value (or else they'd have remembered we were in their diary), but as a sole trader, it also represents a painful loss of cash as well - because I'm not salaried.

Unlike others in paid employment, who have a guaranteed income each month - against which they decide how to best allocate their time to justify receiving it; I have a fixed amount of time each month - against which I have to maximise my opportunities to generate an income. 
So if you're not a client of mine and I offer to share some of my time with you, then that's me saying that I think who you are and what you're trying to achieve is more important than my earning cash to help pay the rent, or keep the fridge stocked up.

But it goes beyond that - because it's not just the need to generate an income that's the sole determinate of how I use my time, but the importance of being with my girlfriend, and kids. And beyond that, having opportunity to hang out with parents, siblings, friends - and indulge in personal interests (reading, whiskey, walking, classic movies, galleries and museums, gardening,...).

So when you say 'sorry, I forgot' - that's akin to your saying to me "You've chosen to sacrifice a lot to spend this time with me, but I don't think your ability to retain a home, spend time with family, or any of the other things that enrich our lives, are worth bothering to even recognise."

But I'll never say that to you. 

I'll never say it because I try and live by a set of values that inform who I am, how I think about things, how I approach my work, and how I try and build relationships with different groups of people.

So instead, because of the value of 'grace', I'll politely and demurely brush it off and offer to reschedule with you.

These values are something that I've always tried to keep front and centre in my day to day life, and part of the way I do this is through my annual impact report, the measures in which reflect these values.

And over the last year, I've been thinking about how to capture this value of 'grace'... It seems that the easiest way might be to measure the number of times the above scenario has played out over the year.

And to subsequently help me understand the true extent of what this value of 'grace' costs me (and how it can be recognised by other people), I've monetised it in the same way I have my pro bono activity.

The first reading on this new indicator is a bit of a shock: £4,560.

The financial value of the time I've lost because people acted in a way that suggested: "You've chosen to sacrifice a lot to spend this time with me, but I don't think your ability to retain a home, spend time with family, or any of the other things that enrich our lives, are worth bothering to even recognise.", is in excess of £4,000.

Averaged out over the year, that's getting on for £100 a week - for comparison, that's akin to the cost of taking my family out for a meal together; the cost of renewing one of my professional memberships; or the cost of a basic portable hearing loop (for when I'm working with people who experience deafness).

And it's more than half of what I gave in pro bono support over the same period.

So the next time you ask or agree to meet with me, or someone else who's not salaried, please try and make the effort to check your diary or let us know if you know you're going to be running late...