Hidden agenda

on BLOG, Coaching, success, development 29 mag, 2018

Hidden agenda

"The motives of a man are not beautiful to verify" the Italian songwriter Ivano Fossati sang. And the REAL motives of a man are at the base of the so-called hidden agenda, a topic so current in the corporate world, in private and in public contexts, that the expression has rapidly become commonly used in many non-English-speaking countries.

The definitions of hidden agenda refer to unrevealed plans, to ulterior motives, to hidden motives behind actions and behaviours: we speak of hidden agenda when an individual doesn't express what he actually tries or intends to say and do, repressing and hiding feelings, problems and spontaneous attitudes.

The reason for this? The explanations can be endless: first of all fear, presence of a culture of blame, an environment that rejects risks, a general lack of trust, a context that encourages or does not discourage destructive criticism, a low level of awareness of the effect of one's own behavior , threats suffered in the past, old traumas ... But whatever the origin of the behavior and the environment in which it manifests itself, the hidden agenda and the inevitable stress that it entails are very toxic both for both the individual and the system itself.

The coach – for study, experience and for the continuous exposure to different contexts – often finds himself managing situations in which there's a hidden agenda, capturing it in details, in patterns so evident to external eyes as sometimes not very visible to those who are immersed, in reticence, taboos, in "strange" falls in efficiency and progress when dealing with certain topics, in the presence of silos between people and departments, in the non-acceptance of projects otherwise accepted in words, in communication barriers, aggression.

I repeat: the hidden agenda is toxic, in itself and in its own manifestations!

Therefore, the key question is how to make explicit, how to defuse the hidden agenda? On the web and in the bookstore there are numerous texts that provide with the modalities (sometimes naive, not to define them differently), step by step, with the intention of simplifying the theme, to reassure the reader and, I believe, also to keep the stress of the writer low. In my opinion, without preconceived recipes, in these cases the coach must "only" and immediately show the famous balance between backbone e heart (citing O 'Neill), challenging the status quo, making uncomfortable questions, showing no complacency, never diminishing the problem (→ backbone). He'll then have to bring out the problem, starting from what he hears and observes, being in the same time assertive and respectful of the unique context in which he is, anticipating the ultimate goal of his commitment and accompanying those present in their difficult path of development (→ heart) .

And, although the theme is complex and strong resistance, what pushes me to continue is the certainty that the coach, when working on hidden agendas, is doing a great, priceless favour to the leaders and the organization, helping to transform it into a healthy, coherent environment in which one can be honest without fear of ridicule, judgment and destructive criticism. A context, therefore, destined to success.

Are the goals of the organization in which you operate in line with its leaders'agendas?

Are there any programs that need to be revealed so that the company can prosper and grow?

What is your hidden agenda? If you cancelled it, what would you earn?

 

 

 

 

 

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