“your transform others by transforming yourself first”

I received a request from the Director of the Gender and Diversity Branch of an international humanitarian organisation, after their appointment. A new structure was imminent that would see the merger of four other thematic branches, into their own.

This fascinating, complex assignment had several challenges; namely to build a common identity and vision within such diversity, and create a supportive team environment that would form the basis of a strategic work plan with defined deliverables. Given this, we designed a blended approach of different methodologies for both individual and group coaching.

The various teams had been working in different ways for several years, and supporting individuals in understanding other ways of working was vital during the merging process.

Programme Design

The first step was to make participants more fully aware of their own talents and working styles, and reflect on how to greater apply their potential in this new phase to support conscious expansion and fulfilment. Our unique CICRE approach invites the mastery of our natural skills and new beginnings are fertile ground for this principle.

An MBTI (Myers Briggs Type Indicator) tool was used for this and to infuse the programme with a concrete learning tool that provided an awareness of individual contributions, needs and values in preparation for the subsequent team discussions.

During individual feedback sessions, participants communicated any concerns regarding the new organisational phase they were facing in the context of newfound awareness of their personality types. With this knowledge, their previous focus on capabilities in thematic areas (gender, disability etc) moved to one of their natural capabilities.

They began to identify similarities between themselves in terms of MBTI preferences and not the ‘knowledge’ they shared with their teammates. In this sense the MBTI tool provided additional value in generating conversation. “I finally see myself in this common vision!” shouted a participant at the end of a team session.

Interestingly, the tool identified four main personality typologies between the 16 types in the group, meaning a large range of diversity. This also meant there were diverse expectations of the sessions. For example, some participants wanted to spend more time talking about past achievements and team memory, while others focused on the future and ideas for change. These types of disparities are what we like to call ‘moments of truth.’

In moments of change, we tend to act more strongly on natural, instinctual preferences. But in a transformative group situation we need to give the necessary space for all conversations. The pre-work completed with the MBTI tool helped them see all perspectives through a new prism.

Results

None of the above would have happened if we hadn’t received that initial call from the Director of the soon-to-be-merged department.

We get to work with lots of natural catalysts, or leaders who are ready to apply a catalyst approach and support them through the process of growth towards their talents and those of their teams. In best-case scenarios, they continue the work in their organisations with innovative approaches and learning systems. Some even become CICRE qualified coaches!

As Joseph Campbell explains in his seminal book, you transform others by transforming yourself first. Often, you end up transforming the entire system, by doing your part and letting others continue.

The Director of the Gender and Diversity team took an active role during the programme, and after the debrief committed to continue to work with insights learned and the ‘map’ we created of natural talents, needs, and expectations. Caring for their team’s professional and human growth as well as their own development became the cornerstone of their leadership style.

A few years later, I was delighted to learn that, along with Michelle Obama and Melinda Gates, she had been named by Apolitical as one of the most influential people driving change around the world, in her case for her contribution to gender equality.

A hero? Without a doubt. With the courage to not only transform themself, but also invite their team into the hero’s journey and create a ripple effect in their organisation and society as a whole.