In praise of discomfort (unlearning white politeness, masking and conflict avoidance)

I’ve spent a lot of time in the five years since being diagnosed with ADHD thinking about masking, and how I might consciously or unconsciously choose to modify my behaviour in order to be more socially acceptable. Lately, I’ve noticed a desire and a tendency to put less effort into this, though it feels risky and exposing to do so. At a certain point in the life of many neurodivergent people, especially those diagnosed later in life, the mask begins to slip, perhaps because we no longer have the capacity to spend energy on maintaining it, or because we choose to take it off. It’s interesting to look at how this is received in different contexts – the world is changing, and our understanding of different neurotypes is developing quickly, even though this feels like something that’s still in its infancy. In some situations, people are accepting of, and accustomed to unusual communication styles, movements, ways of thinking and requests for adjustments. In others, we might be judged more harshly (like the time someone on a training course told me that nobody will ever take me seriously if I continue to move my hands like that when I talk). Masking, or toning ourselves down in order to fit in or be ‘taken seriously’ is more about others’ comfort than the needs of the person wearing the mask. Sure, it might stem from a deep seated need to belong (or a less deep but equally crucial need to be employable). But holding back our need to manage our nervous systems and energy levels, admit that we’ve forgotten someone’s name, bow out of small talk, zone out or follow a mental tangent is largely about managing others’ comfort. We might try not to do something because we’ve learned that it’s received as impolite or thoughtless – a classic example of this being the tendency to relate to others by sharing our own equivalent story when someone shares an experience. It might be read as one-upmanship or self-centredness, rather than a genuine attempt to connect. This is an example of what has been referred to in recent years as the ‘double empathy problem’. Essentially, the neurodivergent and neurotypical person in this scenario might be trying to connect with each other in different ways, but we’ve tended to locate the ‘problem’ within the neurodivergent person. It might be assumed that an Autistic person is less capable of empathy, while in fact a lack of understanding exists between people who have different ways of mentalising and communicating. Since neurodivergence is generally a pathologised and ‘othered’ identity, there is often pressure to conform to social conventions that might serve to make others more comfortable. There are many ways in which neurotypical people might experience pressure to mask, adapt and suppress instinctive behaviours or needs in order to maintain a sense of social cohesion or ‘civility’.

During these last few years, I’ve also become increasingly aware of a link between this phenomenon and the idea of ‘white politeness’. Being ‘civilised’ was (and in so many ways, continues to be) a concept weaponised in colonialism, positioning white European societies as morally, intellectually and culturally superior to the global majority. This offered apparent justification for the violent and dehumanising practices carried out by colonisers, and assumed anything outside of the cultural mores of Britain and other northern European countries at the time to be ‘barbaric’ and in need of control and assimilation. Civility during the heyday of the British Empire was inextricably linked with a hierarchical, monarchist social structure in which those with inherited wealth and power separated themselves from the lower classes in part via a system of ‘good manners’ that involved indirect communication, repressing emotions and bodily sensations, presenting ‘modestly’ and avoidance of conflict. We can still see the legacy of this in the ways in which politeness is sometimes weaponised and used as a way to wield power – for example, the continuing positioning of Black women who are communicating directly or expressing an emotion as ‘aggressive’. This form of bias and prejudice is something I’ve been aware of for a long time, but I was less aware of how a culture of ‘white politeness’ was shaping some of the spaces I inhabit until it was pointed out to me. That’s not unusual - it’s so often the case that we can’t see what we’re in while we’re in it, and also a feature of privilege to not have to notice something if it’s not obviously disadvantaging us. Even in some spaces where care and communication skills are highly valued, I started to notice the slightly awkward ways that we unconsciously attempt to avoid discomfort. We might start to put masks on if things are getting a little emotional, heated or weird. We’ll often use small talk, humour or subject changes to take the edge off when things threaten to get a little uncomfortable. Even those of us who are well versed in therapy speak and big fans of emotional literacy will lean on our learned social crutches when something threatens the relative politeness of the space sometimes. And there’s nothing inherently wrong with this, if it’s a conscious choice that fits with the social contract of the space – maybe we’re in this space together as a way to have some respite from big feelings, or maybe it’s a workplace and there are limited opportunities to fully unmask, process our emotions and process what’s unsaid in the space. But what I’m finding less helpful is the unconscious post-colonial hangover that has us subtly policing our own and others’ behaviours, bodies and words in order to maintain a sense of decorum. There may be a time and a place for showing up in all of our flawed, messy, noisy glory, but if we haven’t found enough of these times and places, it’s likely that our repressed emotions, sensations, movements etc. will cause us harm in some way, whether we realise it or not.

There’s also the impact of all of this on our ability to communicate with courage and integrity. Growing up in cultures (whether family, community, country or all of the above) that prioritise immediate comfort over voicing dissent, setting boundaries and sitting with difficult feelings has the potential to push us towards avoidant, people pleasing and incongruent behaviours and communication styles. Avoiding conversations and situations that might involve challenge, conflicting needs, awkwardness or inconvenience is only likely to bring short term gain, while problems go unaddressed and unmet needs grow into resentments over time. It feels very familiar to me to provide facilitation in workplaces that prioritise a veneer of ‘niceness’ over tackling the far less pleasant challenges that are festering beneath the surface because it’s so difficult and not in keeping with a ‘nice’ working culture to address them. Employees who were grappling with how to raise their concerns and struggles in these situations have told me how scary it can be to consider speaking up in an environment that has become profoundly silencing. This is a direct example of a culture of politeness and ‘civility’ preventing issues from being addressed and upholding a hierarchical structure where people who aren’t in charge may not feel safe to share feedback, challenge, concerns or even ideas that deviate from the norm. This is something I find concerning when I see signs of it, and I’m always keen to unpack the assumptions, beliefs and fears that contribute to this culture. And in the spirit of honest communication, I’ll level with you… I’m not here to criticise or shame anyone who has (intentionally or otherwise) contributed to a culture like this, partly because I don’t think that would be particularly useful, and partly because my own tendency is towards conflict avoidance and over-adapting in order to maintain a sense of belonging. This is something that I’ve spent years working on, and will likely continue to work on for the rest of my life – I don’t have it all figured out by any means. I notice at times an inner conflict between my learned defence mechanisms (‘avoid conflict, rejection and upsetting others at all costs’) and the communication style that I value and need (direct, open, congruent, assumes a healthy balance of care for self and care for others). I believe that moving beyond repressive cultures of ‘politeness’ and towards deeper connections and more equitable communities starts with curiosity and critical thinking. Maybe it’s a feature of my particular type of neurodivergence, but I’m grateful to have never lost the instinct to ask ‘but why?’ that we tend to associate with exhaustingly inquisitive toddlers. I find social conventions and unspoken rules fascinating. I can’t help pondering where they came from, what purpose they serve, whether we’re finding them helpful, and what else might be possible if we’re not. Taking space to examine the cultural norms, communication preferences and expectations within a community might yield some rich insights and opportunities about how different people are supported, excluded, silenced or relatively unaffected by them. And the prospect of examining this might in itself provoke anxiety – there’s a distinct possibility that, in spite of our best efforts to prevent conflict and offence, we will discover ways in which avoiding discomfort is inadvertently causing harm. It seems important here to both take our capacity to cause harm seriously, and at the same time, hold it lightly. If we find out that we have contributed to someone else’s pain or exclusion, we can take the gift of that learning and apply it in future, rather than entering a shame spiral that seems to threaten our sense of identity and values. Sometimes that’s easier said than done - I’m sure most of us have been horrified at some point to discover that our well intentioned words, actions or contribution to a wider culture have been harmful. But getting comfortable with the short term discomfort that might arise from sharing or receiving challenges, needs, boundaries, concerns and emotions is likely to offer longer term gains. And a culture of compassionate honesty, valuing each other’s contributions and welcoming an array of different feelings and perspectives seems to me to be a great hangover cure for the last vestiges of Empire and its restrictive grip on the human experience.

‘So what is it that you actually do?’ – Stories from a coach and facilitator with a niche job title (Part 2)

I offer coaching, facilitation and consultancy in a wide range of contexts with people in very different situations. But there are some common themes that arise for many clients – these include:

*Burnout and compassion fatigue

*Finding it difficult to express themselves or state their needs

*Feeling stuck in a ‘freeze’ response

*Working out ‘who am I now, and where next?’

*Creating community and finding places where they feel a sense of belonging

These challenges can show up in different ways and different situations, and it’s not always obvious at the outset that these are things that might need some attention. Sometimes, the reason a person comes to coaching is that they’re stuck with a specific issue in the workplace, difficulty communicating with someone in their life, needing support to make life decisions, or because they feel that they need some space to focus on improving their wellbeing.

But when we get below the surface, a lot of the themes that come up for people are human experiences that so many of us share in common. As a species, we’ve evolved to survive and thrive through cooperation, and we can be motivated by a need for belonging. That’s part of the reason that the relational aspect of any good coaching can be so transformative, and it’s also why I often find myself focusing on relationships, communication and what’s going on psychologically, emotionally and somatically in relation to them, regardless of what specific issues a client has come in with. Underneath a fear of speaking up and asking for a specific need (or want) to be met is often a belief such as ‘I’m too much’, ‘I’m not enough’ or ‘I mustn’t risk rejection’, which was likely a result of interactions with significant people earlier in life. Although coaching differs from therapy by being predominantly present and future focused, rather than spending a lot of time reflecting on the past, understanding why we’re carrying around self-limiting beliefs or struggling with a particular aspect of communication, self-care or decision making can be powerful in terms of breaking cycles and creating meaningful change.

So, what do I find useful in addressing these big topics?

The Coaching Relationship

A major foundation of any effective therapeutic or personal development focused relationship is building rapport, trust and enough safety to allow clients to express how they really feel and know that this will be met positively. That in itself, along with any interactions that lead to feeling seen and heard can be a powerful intervention for someone who is working with internalised beliefs about being ‘too much’, ‘not enough’ or ‘taking up too much space’. This might look like – for example - explicitly stating that emotions are welcome in the coaching space, responding calmly and warmly to what a client has shared, demonstrating reliability and showing that I’ve heard and understood, and offering permission to clients to be in the space, in their body and in the coaching relationship in whatever way they need to.

Beyond this, I might offer an experimental, sometimes slightly playful approach to collaboratively working with clients to discover what tools, resources and communication styles work best for them. I may use gentle challenge and checking out assumptions to support them to move past self-limiting beliefs. We may explore models, frameworks and metaphors or stories to make more sense of something a client is stuck with. These are tried and tested aspects of coaching work, and I’m always delighted when they result in a new insight that leads to meaningful change – like when one client realised that there was a pattern of discounting her own needs when communicating with others in her personal and professional life, and began working on a strategy to address this that led to huge improvements in her work and relationship with her partner.

An Embodied Approach

I also find an embodied approach to addressing some of these big themes is really effective. We’re finally starting to move away from approaches to personal development that seem to view us as floating heads with clear distinctions between the cognitive, emotional, physical and behavioural aspects of ourselves. It’s becoming clear to more and more people that we can’t really separate our thoughts, emotions, experiences, body sensations and physical/mental health. I got into embodiment work because I was in a wellbeing and communication crisis of my own, and because most of my coaching work, at least in the early days, focused on performance and presentation, which have embodied aspects to them. We communicate using our bodies, and when this is in the context of verbal communication or vocal performance, our body is our instrument. There’s a feedback loop between the physical sensations we feel, whether we’re holding tension in our bodies, how we’re taking up space, how we feel emotionally, and what we communicate. On a societal level, we’re learning more and more about the ways in which we can re-regulate an over or under-stimulated nervous system in order to get back to a place of calm, clear thinking and here-and-now presence. That’s really helpful in situations where we might feel stressed, anxious, angry or overwhelmed. So there’s always an element of embodied practice in my coaching, even if that ‘only’ involves encouraging clients to notice physical responses and offering sugggested ways to ground themselves when things get challenging. We might also play with embodying a particular thought, feeling or experience, and seeing what happens to the client’s communication, emotions or thought processes when they try different ways of breathing, taking up space, engaging muscles or letting go of tension.

Connecting with Intuition

Offering tools that support deep relaxation, connection with our most intuitive, Adult selves and space to meaningfully reflect can also be transformative when someone is stuck in a place of feeling ‘frozen’, unable to work out what to do next, or afraid to set courageous goals that will bring them what they need in order to feel as healthy and fulfilled as possible. Using breathwork, guided visualisations and other tools that can help clients to enter this deeply reflective space can be a great jumping off point for identifying values, working out what they would ideally like their life to look like, connecting with what they feel passionate about, and moving on to take steps towards the goals they have set from a place of calm, curiosity and intuition. Sometimes, we can surprise ourselves when we tap into feelings, ideas and dreams that we’re less aware of on a conscious level, and that can lead to powerful insights and ability to get ‘unstuck’ in decision making processes. One client came to coaching because of burnout and a need to address work-life balance. They hadn’t had the time or space to reflect on what they wanted to do next in life or how to achieve a more sustainable pace while satisfying their career goals until they found a way to protect some time for coaching sessions in which to slow down and consider this. We used visualisation exercises to connect with the client’s values, needs and passions. This was the first step in a change of career that they later fed back brought them joy and helped them to feel more like their authentic self than they had in a long time.

Self-Expression Work

I also support clients to express themselves with courage, authenticity and clarity. That might be in the context of speaking up about their own needs and views, performance and presentation, addressing a fear of being seen and heard or all of the above. It can be so helpful to have a practice space in which making mistakes, ‘saying the unsayable’, being vulnerable and making noise are explicitly welcomed and encouraged. Again, the working relationship makes a huge difference here, as it’s far easier to take risks when we trust the person who is supporting us to do so. It’s important to go at the pace that works best for each person, and for them to be reminded that they are in control of the situation. Permission to stop, say no and ask for a specific need to be met are important in letting a client know this – especially if they have a history of needing to over-adapt in order to please others and stay safe. Beyond this, there are lots of ways that I might support someone to express themselves more freely. Inviting a playful approach can be helpful in some situations (and absolutely the wrong thing to do in others – tailoring support to individual need is so important here). Distraction can help in cases where someone is caught in a feedback loop of self-criticism and stifled expression/communication. I enjoy seeing the difference it can make when I support people to connect with their emotions and speak, sing or present as themselves (rather than emulating someone else or trying to be who they think others might want to hear). The changes can be subtle or hard to pin down, but the difference is in the emotional connection – it’s so exciting when someone expresses something in a way that sparks a real human to human connection and helps me tap into my own emotional world for a moment. That’s an example of courageous, authentic communication, which can be so transformative in contexts from moving past conflict, to advocating for our needs, to being able to move and inspire an audience.

If you’d like to find out more and discuss how I might be able to support you with any of the challenges described here, I’d love to hear from you – you can contact me here.

The Myth of Psychological Safety – the importance and limits of creating a ‘safe’ space

I talk a lot about psychological safety in the context of my work. Lately, I’ve heard a lot of discussion about the concept being misleading, or even taking on mythical status as something that might not be possible to promise in therapeutic, personal development and organisational development spaces. So, what does psychological safety mean, and what are its limitations, if we can offer it at all?

The expression ‘this is a safe space’ is often used in group and one-to-one environments from organisational development programmes to coaching rooms and therapeutic spaces. This usually seems to be offered with an aim of reassuring people that they can be themselves and say what they want to say in confidence without worrying about being judged. I’ll go on to explore why this is a challenging and potentially misleading promise to make, but first, let’s define what we might mean when we consider this type of ‘safety’. Amy Edmonson defines psychological safety as "The belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk taking". This is focused specifically on a workplace context, and considers a psychologically safe environment as something that is necessary in order to promote creativity, innovation and problem solving. But the concept is relevant to any environment where people might be asked to take emotional and social risks, such as sharing or processing traumatic experiences, discussing sensitive and divisive subjects, or taking part in an activity that might make people feel vulnerable and exposed (in my experience, many somatic or embodiment based practices have an element of this).

For me, there are links between psychological safety and belonging. My experience of psychological safety is also an embodied one – I feel that I can take off some of the ‘body armour’ that I might subconsciously be wearing (in the form of muscle tension), and also that I can show up authentically as myself without looking over my shoulder for signs of danger. That is possible in a social environment when there’s a sense of connection with others, a genuine feeling that I will be met with unconditional positive regard, and a sense that, if there’s challenge or disagreement, we can get through it with minimal damage to relationships. This speaks to that sense of belonging and beginning to cultivate trusting relationships. We might achieve that through good contracting, informally building rapport, people sharing honestly about their own views and experiences, and those holding the space demonstrating consistency and reliability. All of this takes time and effort – the psychological safety isn’t just present in the room at the outset, but rather, is something that we can purposefully co-create. This is related to the concept of the ‘safe container’, which is about creating a physical and psychological space in which people feel that whatever they bring can be held and contained. A safe container might offer features like privacy and quiet, colours and textures designed to promote a sense of calm, and clear boundaries around what happens in the space, when and with whom. It may also be facilitated by practitioners who are able to demonstrate that they are skilled, compassionate and resourced enough to ‘hold’ whatever ideas, emotions and revelations arise in the space.

I’m very sensitive to the ‘feeling in the room’ and attuned to signs of feeling more or less safe and comfortable in a space, so I hugely value efforts to create a sense of psychological safety. However, I also believe that we need to add more nuance to offers of ‘safe spaces’. Those of us facilitating spaces that encourage people to be courageous and take social and emotional risks have a level of power and influence that it’s important to acknowledge, but there are limits to what we can control. In a group environment, we can collaborate to create a contract where everyone agrees to actively listen, withhold (or at least interrogate) judgement, and hold others’ confidentiality. And, should the social contract be breached, we can step in to address the situation, but it would be wildly unrealistic to guarantee that a participant will not be judged while they are sharing a personal experience or opinion. For some people, the impact of feeling judged might be negligible, while for others, this may be a deeply distressing experience. We can’t know everything that people are bringing into the space with them, and we can’t anticipate and avoid every possible trauma trigger. Some people’s traumatic experiences are significant enough to leave them feeling a constant sense of being unsafe – in this case, the best we can offer is to try to mitigate factors that might contribute to or exacerbate these feelings. One aspect of working with trauma that can help is to let people know that they have agency and control. A sense of increased psychological safety can be developed by finding a way of working that is based on co-creation and that gives permission for participants to speak up for their needs, do what they need to do in order to regulate themselves, and help to shape the session. This doesn’t negate or erase any traumatic experiences that have led to a person feeling unsafe, but it can be genuinely reassuring to feel more in control and less ‘done to’.

It seems clear that there are things we can do in order to increase a sense of belonging, safety and calm in a given space, but that there are limits to what we can realistically promise. So, is the concept of offering psychological safety unhelpful enough to be retired? I’m not convinced that psychological safety is a myth, per se. I’d suggest that there is perhaps a spectrum of sensations and emotions that might be experienced as a sense of safety or danger. And while there may be some common themes for many of us, each person will have a different experience around what they need in order to feel safe in a given environment, as well as a different interpretation and level of engagement with their own feelings around this. I’m reminded of a previous work situation where there were competing needs within my team in terms of what each of us needed in order to feel safe during challenging discussions. Some people felt less safe when they perceived tension due to unexpressed thoughts and feelings, while others felt anxious and confronted when met with direct communication about what others were thinking and feeling. This demonstrates the complexity of trying to create a space where everyone feels safe – what represents calm for one person may be a source of stress for another. So, if we can’t promise to create the conditions for feeling safe, what can we do?

Encouraging and nurturing contracting and negotiation that offers a sense of shared responsibility for (sometimes competing) needs to be met can be helpful – it’s each person’s responsibility to advocate for their own needs and to try to accommodate others’ needs. But that’s easier said than done in a space where there is a lack of trust in those who hold power and influence, so it’s important that those holding the space are able to support negotiations where necessary, and to take people’s stated needs seriously. Environments that support people to develop self-awareness and to use the resources they need in order to self-regulate and process difficult emotions may also yield better outcomes in terms of people feeling safe enough to share their authentic thoughts, feelings and experiences. Ultimately, here’s what I suggest for those holding space for others:

1.        That we don’t make promises we can’t keep – ‘this is a safe space’ would be an example of such a promise. Instead, we might state that we’re aiming to offer a ‘safer’ space, or one where people feel able to be themselves and express themselves with courage.

2.        That we support others to develop the awareness, skills and tools to feel safer in a given environment. This might include becoming aware that a space is unsafe or wrong for them, and taking action accordingly.

3.        That we see developing psychologically safer spaces as a collaborative project and a shared responsibility. We can work together to cultivate conditions where people are more likely to feel able to take risks, feel seen and heard, and experience a sense of belonging.

If you’d like to discuss how to create spaces in which people feel seen, heard, valued and as psychologically safe as possible, why not book a free exploratory call with me?

Embodied, Courageous Communication

In explaining what I mean by ‘embodied, courageous communication’, I want to do my best to avoid throwing a load of jargon around. So, let me instead start by telling you a little about the experiences that have led me to be so passionate about supporting others (and, of course, myself) to express and communicate with courage and authenticity and to connect with the wisdom of our bodies.

As a person with ADHD, I’ve tended towards an abundance of energy – or rather, in the past, I was full of energy right up to the point where I’d burn out. I was aware of needing to move my body a lot, but not tuned into what else it may have been trying to tell me. That’s largely what led to me running myself into the ground at times when I was younger. My experience of communication was a little complicated too – I always had quick thoughts with many tangents, a tendency to use more words than I needed to and a love of performing. Some difficult circumstances in my early life meant that I struggled to communicate my emotions directly. But I found solace, emotional expression and a way of calming and connecting with my super energetic body through singing. In many ways, it was my biggest resource and most effective form of communication before I even realised it. Alongside a more general burnout, not knowing when to stop also led to an injury to my voice that took a long time to heal. That was the catalyst for a huge journey of learning how to understand myself, express myself authentically, listen to and care for my body, and connect more meaningfully with others. This ongoing process is what I mean by ‘embodied, courageous communication’.

I wasn’t really aware of all the defences I’d built up against anything that felt unsafe or vaguely threatening until I hit crisis point and had to address them head on. Learning about concepts like ‘body armour’ (holding tension in the body as a form of protection, often long after the threat has passed) and slowly trying out ways to regulate my nervous system while I built up a relationship of trust with a practitioner was mind blowing. By developing awareness of the physical sensations I experienced when I felt uncomfortably vulnerable, I could begin to join the dots between sensation, emotion and action, then make a decision about whether to do something to shift my state of being in the moment. For example, I learned that when I feel vulnerable, exposed or in danger of conflict, the muscles at the base of my skull tend to shudder or vibrate. Unlike some physical sensations or body signals, this one doesn’t feel particularly subtle. It’s showed up during difficult conversations and job interviews. It seemed to me to be my body’s way of offering up the ‘freeze’ option from a menu of ‘fight, flight, freeze, flop or fawn’. Essentially saying ‘we’re exposed, let’s retreat and hide!’ – a bit like when a toddler hides their face and believes that, because they can’t see you, you can’t see them either. But it’s rare that this is a helpful strategy in the context of a difficult conversation with a colleague or loved one, or during a job interview or big presentation. So the vibrating sensation is something of a warning that lets me know it’s time to take action that will re-regulate my autonomic nervous system – to do something that will bring a more calm, rational, present version of me back into the driving seat. This might involve pausing to take a couple of diaphragmatic breaths, grounding my feet and consciously releasing the tension from my neck.

This is, I hope, a useful example of something that offers a clear link between body sensations and communication. Of course, all of our communication involves our body in one way or another. But in the context of a presentation or a difficult conversation, it feels especially important to stay in contact with the parts of ourselves that can reason, connect with others and help us get our points across clearly. When the brain responds to a perceived threat and floods the body with the hormones and neurotransmitters that could save an endangered life, we tend to lose touch with our most sophisticated cognitive and social functions. The extent of these reactions varies hugely according to previous experiences of trauma, shame, the messages we received as we grew up, our neurotype, personality or other variables, such as whether we’ve had enough sleep and food or are going through a stressful time. Regardless, getting the best from our communication and performance involves a degree of courage, willingness to genuinely connect with others and ability to regulate our autonomic nervous system and emotions. That’s not to say that we should aspire to be in a state of permanent, zen-like calm, or to downplay our emotions and responses in a mandatory display of stoicism – quite the opposite! Suppressing and repressing our feelings will usually only take us so far before they catch up with us and either find an alternative route out into the world or stay buried and do damage to our health. But slowing down enough to really tune into how we’re feeling (something that didn’t come naturally to me and requires a lot of practice) equips us with choices about how we might be able to regulate and respond. Sometimes, we may be overwhelmed in spite of our best efforts and need time out to soothe our mind and body back into a state of calm. Developing awareness lets us know when that’s necessary and potentially helps us to prevent unnecessary conflict.

All of this offers up the possibility of facing into sensitive and difficult conversations. Though part of me would quite like to float through the world, avoiding conflict and anything that may bring with it the possibility of rejection, I’m a firm believer in the need to develop spaces and skills that support the sort of conversations that spark social change and deeper connections. I often work in the realm of Big Topics and discussions that risk exposing fears, complex power dynamics and boundaries, biases and potential for loss of relationship. I find that it’s common for people to fall into understandable patterns of avoiding the conversation if they can, becoming defensive or feeling shame. And I’ve also found that paying close attention to the creation of a reflective, embodied, compassionate space with encouragement to listen openly and challenge appropriately can really help to shift these responses. It’s not easy to do and it requires some effort from all involved in a group setting, a coaching relationship or any other type of relationship. In fact, it can be a far cry from the ‘holding hands and singing Kumbaya’ image that may be associated with words like compassion and safe space! But I know from both personal and professional experience that connecting with our bodies, minds, emotions and each other – in other words, embodied, courageous communication – can be truly transformative.

A bit about what I offer:

 I offer a range of coaching and consultancy services, delivered online and in person. I am a qualified coach and Performance Psychology practitioner, and use a Whole Person, embodied, relational approach in all of my work.

I have a particular focus on coaching work with those experiencing performance anxiety or having difficult experiences of being seen and heard. Examples of who I support include:

*Professionals who are finding it difficult to speak up at work

*People experiencing performance anxiety around presentations, performances or auditions

*Performers who are struggling to find their authentic sound

*People with minoritised identities who want to develop confidence in showing up authentically at work and in life.

In consultancy and facilitation work, I apply principles of psychological safety, embodiment and powerful questions in order to facilitate potentially difficult conversations and change processes that often focus on ‘big’ themes, such as belonging, identity, wellbeing and responses to organisational change.