TRISHA LORD
BRAVEHEART LIFE
Over many years working in the field of developing human potential, Trisha has noted that much of what we consider “helpful” in the helping professions can, in fact, impose serious limitations on a client’s courage to think for themselves. Perhaps unwittingly, coaches and consultants often end up cast in the role of saviour………caught in a co-conspiracy with clients that fosters dependency – an externalising vs. internalising of expertise.
Having spent the last 13 years of a 30-year career, specialising in the work of Nancy Kline’s Thinking Environment™, Trisha has proven repeatedly to both herself and her clients, that nothing an external facilitator or coach can do replaces, for its power and validity, this extraordinary structure in which clients can think for themselves, thereby generating genuine solutions with inherent longevity and efficacy.
Who we are being speaks much louder than what we do or say. To create an environment in which people flourish and can bring their full self-expression to their endeavors, it is essential for us to understand that the personal is not separate from the professional. What we think and how we feel about our selves, our colleagues and our environment shapes and influences our participation, our actions and our results more than anything else.
Trisha Lord
SEARCHING FOR A BRAVEHEART
With more than 30 years experience of working with individuals, teams and organisations in developing the potential of their human resource, Trisha Lord has, as the foundation of her work, the following core observations:
Who we are being speaks much louder than what we do or say. To create an environment in which people flourish and can bring their full self-expression to their endeavors, it is essential for us to understand that the personal is not separate from the professional. What we think and how we feel about our selves, our colleagues and our environment shapes and influences our participation, our actions and our results more than anything else.
Relationships are the source of results. How we treat each other, and are treated by others around us is the single biggest differentiating factor in our ability to be at our best, and bring forth our potential.
The culture we aspire to create is made or broken by integrity. Integrity is not a moral issue – it is a function of consistency: what we say and what we do either lines up or it doesn’t.
A culture that can face what needs facing, continually challenges the assumptions upon which actions are taken, and can treat a mistake as an opportunity to learn and grow will have integrity.
Vulnerability is a key leadership resource. Perfectionism kills creativity and innovation. People do not feel safe when they are being lead by people who cannot admit to their own limitations. Leaders need to be able to be human, value support from those around them, and acknowledge when they do not have the answers. People respond best to leaders who encourage them to take responsible risk, and who enjoy their team’s successes without needing to claim all the glory for themselves.