Is Your Inner Team more than the sum of its parts? 

Is Your Inner Team more than the sum of its parts? 

 In coaching teams over the last forty years in many parts of the world, I have realised that one of the teams that most needs coaching is our own ‘inner team’.  Each of us has many different roles which are matched by different sub-personalities.  We think we have just one ‘I’, but we have many ‘I’s.  Sometimes these different parts of ourselves complement and support each other: other times they disagree and fight together.  The great 20th century Sufi teacher Gurdjieff would point out in his teachings, that the ‘I’ that goes to bed determined to get up in the morning to get a job done before breakfast, is not the same ‘I’, as the one who wakes up tired in the morning and wants to rest in bed. 

We can start developing our inner team by discovering more about each of the team members. Each of these is cocreated in the space between us and the worlds we inhabit.   I have in my team, the teacher, the writer, the organizational consultant, the coach,  the gardener, the husband, father, and grandfather.  Then there are the less prominent members, such as the avid reader, the one who loves good food and wine and entertaining, the humorous one, the meditator, the one who loves young children,  the poet, the friend, the walker, the one who watches cricket and sport. Then there is the integrating and orchestrating ‘Self’, who witnesses these different roles and sub-personalities and who needs to play the role of the team leader. 

The next step in helping this team to be more than the sum of its parts, is to find the team purpose.  This work can be done by addressing the questions:  

  1. what can this team do through collaborating together, that they cannot do by working separately in parallel?   
  1. who and what does the team serve, which require their teamwork? 
  1. what are the top priorities that they all share? 

Only then can we turn to explore how the team members need to collaborate better to serve the collective purpose. We can inquire into which of these support each other and which ones compete for attention?  We can look at our own inner diversity and inclusion – which team members get all the limelight and demand attention, and which ones easily get overlooked and ignored? 

One way of addressing this is to use the method I developed for feedback between team members and the wider team, entitled “Team Contribution Grid” (Hawkins 2022, pp.376-377), for each of your internal team members.  You fill out a separate grid for each member.  Here is the grid I created for each of my team members to complete. 

Three ways I currently contribute to Team Peter 



Three ways I could contribute more fully to Team Peter 


Three ways I receive value from team Peter 



Three ways I could receive greater value from team Peter 




Once they have all been completed, then If you can, put each separate grid on a different chair and imagine them all sitting there, and one by one giving feedback, as you stand in the middle representing the whole team. 

If this is not possible, stick them all up on a wall or white board.  Arrange them in clusters, with those who get on well together, close to each other, and those who are disconnected at a distance.  Think how they would respond to each other. 

Having listened to all the parts, as the team leader, where do you need to coach and facilitate better connections between members?  Which team members need more attention and time in the spotlight?  Which need to be less prominent and move into more of a support role? 

Now compose the message you want all your team members to hear and take on board. Completing the following seed sentences might help you do this: 

  1. Our biggest collective challenges, which requires help from all of you are……… 
  2. Together we could achieve so much more in………  by……….. 
  3. To achieve that, the help I need from all of you is……. 


Once you have written this, try reading it out loud imagining all the different team members in different places in the room. 

Then compose individual messages for each of the individual members. 

  1. What I value about your contribution is…… 
  2. What I find difficult about you is…… 
  3. What the difference I need from you going forward is….. 

In response to each of these, write the commitment that you need each of these roles and sub-personalities to make.  Try and be as specific as possible. 

As team leader we need to love and appreciate every member of our inner team, and not be ashamed of any one of them.  If there are any, we are ashamed of, we need to find a way of developing them to change or help them successfully leave the team.  Our biggest challenge is to help the team to be aligned to the collective purpose and key future challenges; to work together so the team becomes more than the sum of its parts. 


Peter Hawkins April 2023 

The world’s first Systemic Team Coaching® Global Senior Practitioner Program: claim your Early Bird 20% discount

The world’s first Systemic Team Coaching® Global Senior Practitioner Program: claim your Early Bird 20% discount


Do you want to develop your range and agility in systemic team coaching thinking, doing and being?

Would you like to be a part of an amazing cohort of team coaches who are supported to double their impact in the world?

Do you want to build your capacity to engage with organizations and complex systems ?

Are you seeking to enable change, challenge and transformation at individual/team/team of teams/organizational and ecosystem levels?  


We are very pleased to announce that the much anticipated First Global Senior Practitioner in Systemic Team Coaching® program is now open to applications. Starting on 17th of April 2023 with a saving of US$1,000 if you apply before 1st March.

Full details on the Senior Practitioner Program and how to apply here

The Senior Practitioner Program will be taught by some of the most experienced Systemic Team Coaches from around the world with live engagement from international CEOs and is limited to only 240 spaces, to ensure the deepest level of learning.

We will also be discussing the details in a complimentary webinar live with myself and Colm Murphy on 20th February on ‘How to engage and partner with your clients on the team coaching journey.You can join by registering here:

Register for the complimentary 1-hour webinar at 5am ET on 20 Feb 2023

Register for the complimentary 1-hour webinar at 11am ET on February 20, 2023

Contact Details 


You’ll acquire crucial skills for advanced Systemic Team Coaching® in the modern business world, such as:

  • Coaching a transformational shift
  • Seeing and acting systemically
  • Helping teams develop partnerships beyond their organization
  • Coaching teams of teams and develop an integrated team coaching culture
  • Addressing complex organizational challenges
  • Developing the self-coaching team
  • Learning to coach across the boundaries
  • Coaching the “team of teams”; that is more than the sum of the teams and developing an integrated teaming culture right across an enterprise.
  • Experiencing complex organizational challenges through live sessions with international CEOs
  • Creating compelling ways to partner in meeting these challenges.

You will develop your range and agility in Systemic Team Coaching® thinking, doing and being in order to deepen and strengthen your capacity to engage with your current teams and then take your work to the next level by building your team coaching out across organizations and complex systems. In doing so, you will enable change, challenge and transformation at individual, team, team of teams, organizational and ecosystem levels.

You will learn how to grow your business further by delivering team coaching engagements, over several years in the same organization, to a number of teams while also coaching the connections between these teams, and between the teams and their stakeholders.


Leading by Nature – Giles Hutchins

Leading by Nature by Giles Hutchins

Foreword – Peter Hawkins

I have had the pleasure of knowing and working with Giles since his first book The Nature of Business was published in 2012.  I remember so well reading it with excitement and resonance, so pleased to see a fellow author addressing the big questions of our time.  Questions such as:

  • How can organizations function the way nature operates?
  • How can we learn through biomimicry, not just ways of making our products more natural, but also the whole way we organize and collaborate as humans?

Here was a truly radical thinker and writer, taking us back to our roots in the ‘more-than-human’ world of the earth we live, not on, but from.  Again, in his latest and now fifth book Giles is both inspirational and radical.  Inspirational in showing what leaders and organizations need to do to be future fit for what the planet now requires, and radical in the true sense of taking us back to the roots of life.

read the full forward here/…

A Beautiful Way to Coach by Fiona Parashar, 2022, Routledge

So easily coaching can become burdened by problems and coachee overloaded and become problem centric.  Coaching also needs to open the doors and windows to new possibilities, to be inspired by nature and beauty, and help the coachee stand back and repurpose their lives and discover their unique contribution to a better world. 
Fiona Parashar, a positive psychology seasoned coach, has provided us with an inspiring book that shows how she coaches senior executives on Vision days, using many creative techniques including joint walks in nature, so beauty and the ecology can be partners in the coaching process.  Read my foreword to this book here.
To purchase a copy, 20% discount with this flyer , go directly to the Routledge website.

Next year I will be publishing my own book on “Beauty in Coaching” which aligns with the Advanced Retreats for experienced coaches, mentors, supervisors and leaders.
running twice this year, with spaces available currently.

Held as non residential retreats; June 29th – July 1st and September 7th – 9th, Barrow Castle, Bath, UK; within it’s beautiful gardens, surrounded by captivating countryside, there are still places available on both programs and you can book with this link.

The Development of Coaching – by Axel Klimek (Associate)

A Coaching 3.0

The 1st article in a series of  4

Just imagine …

…coaching and the development of coaching are aligned with Einstein’s quote. “Problems cannot be solved with the same mind-set that created them”. Coaching is probably the only profession working with and in organisations that has an explicit understanding and experience in using the underlying insights of this quote and turning it into a practical way forward. And coaching has also proven in the past that, as a profession, it has the strength to upgrade its underlying mind-set when needed. Today, we experience new challenges where such an upgrade needs to happen again. Once a week on Tuesday, the next three articles will be published: Emergent Coaching: Supporting individuals and teams Coaching spectrum: Moving beyond developmental support and using coaching for organisational challenges Coaching culture: Using coaching at all critical moments of decision making, co-creation, and internal transformation

The first of four articles can be found on Axel Klimek’s LinkedIn here:
Axel Klimek, A Coaching 3.0 – The Development of Coaching

Emergent Coaching – by Axel Klimek (Associate)

A Coaching 3.0 response to disruptive change

2nd article of a series of 4 on Coaching 3.0

Just imagine …

… that coaching aims to create substantial value in the area described by Einstein’s quote, “Problems cannot be solved with the same mind-set that created them”. This coaching not only focuses on achieving goals within the frame of an existing mind-set, but it also focuses on the mind-set itself. It strengthens awareness of habitual aspects of a current mind-set and helps to build the self-direction to avoid automatically following one’s own perception, experience, and behaviour. As a current mind-set is built on the past, such coaching also supports consciously “upgrading” the existing mind-set to a more accurate and future-oriented version.

If you would like to read further on Axel’s LinkedIn this article can be found here: This is the link to the article about Emergent Coaching 

The first of four articles can be found here:
Coaching 3.0 – The Development of Coac

EMCC Supervision Champion

Last week I was delighted, honoured, and humbled by being given the EMCC Supervision Champion 2020 award.

This was in recognition of the long journey I have been engaged on to establish and promote coach supervision.  I first wrote about the importance of supervision over 40 years ago and have been busy in the development of coach supervision for over 20 years, through talks, books, research, and training coach supervisors in many parts of the world.  It is very rewarding to see how coach supervision has rapidly taken off and is becoming accepted as an essential part of the life-long development of practising coaches and team coaches.

A big thank out to my fellow collaborators, co-authors, my supervisors, and hundreds of supervisees all of whom continue to teach me so much.   This award is much an honouring of the collective contribution of all these people, as it is of my individual efforts.  I am also pleased to be alongside the other coaching supervision award winners and pioneers, Lily Seto, Tom Battye and Felicia Lauw.

The book I wrote with Nick Smith in 2006 and then in 2013 “Coaching, Mentoring and Organizational Consultancy: Supervision, Skills and Development.” Maidenhead:  Open University Press/McGraw Hill, continues to be used by many coach supervisors all around the world.

You can read about new developments in Coach Supervision in both the 2020 book I wrote with Eve Turner Systemic Coaching: Delivering Values Beyond the Individual. London: Routledge.

and about supervision more generally, in 5th Edition of Supervision in the Helping Professions: Maidenhead: Open University Press McGraw Hill, which I co-wrote with Aisling McMahon.

Let the wider ecology do the coaching

Let the wider ecology do the coaching.

Professor Peter Hawkins
November 2020


Having taken part in many coaching conferences, webinars, podcasts and courses on ecological and climate conscious coaching, I am struck by how often the focus gets trapped in exploring how we can focus on the ecology or climate in coaching – what questions to ask, how to raise the issue, how to address it?    The ecology becomes an ‘it’, a problem to be addressed, an agenda item, another global challenge we must address, and we end up feeling overwhelmed.

This process is part of a deeper human pattern of consciousness and is a capacity that has brought many positive developments for humanity through our species’ short time on this planet:  the capacity to see situations as challenges to be mastered, as problems to be solved, and difficulties to be overcome.  This drive to mastery, over others and the world around us, has been a blessing that has turned into a curse – for it is this very drive to dominance, problem solving and mastery, that has led humans into a disastrous, exploitive and extractive relationship with the world around them – seeing the natural world as an unlimited resource to be plundered.

Please do not make the ecology the third or fifth item on the coaching agenda, or even the first!  Everything we address in coaching and everything we sense is part of the wider ecology and the wider ecology is a participant in every issue that gets brought to coaching.  It is literally the ground of our being, the air we share with every living being, the waters that run through us and comprise the majority of our body mass, and the light through which we see.

The ‘more-than-human’ world is the source of our living and is that which ‘re-sources’ us every moment of our lives.  So instead of seeing the ecology as a problem we have to solve, and instead of trying to coach from our limited personal perspective and skill. we can turn and ask the ecology to help us coach. Many professions, from architects to musicians, and from organisational designers to artists,  have been influenced by the growing field of bio-mimicry, how we can learn as designers, artists, engineers or organizational leaders, from nature, and use nature’s natural patterns, geometry, and design in human work.  It is time that coaching also developed the humility to see that the biosphere has been doing development, learning and evolution longer, more sustainably and with much greater inter-dependence, than we humans.  How can we learn to coach the way nature works?  How can we go further and let the ecology do the coaching?

I invite you to give yourself some time to take a discovery walk into nature, be it your garden, a local park, a woodland, coastal path or other part of nature that is important to you.  Travel with open hearted, wide-eyed and wide-eared curiosity. Try and be as unencumbered as possible – taking very little with you, either in what you carry physically or in the clutter of your mind.  Be open to what comes.

Lightly hold the question, “what can the wider ecology teach me about how to coach?” and allow yourself to wander and wait for whatever surprising answers may unfold.

After a while the question may change to: “how can I help you, the wider ecology, do most of the coaching?” and “What do you need me to do differently in order that you have the space to coach?”


With Colleagues we have been experimenting with ways of letting the ecology coach and we offer here seven of the practices we have found helpful.

The Window

When working in tall, centrally heated office blocks in London, New York, Chicago and Johannesburg, I would often travel up a crowded elevator with the client, walk along a long corridor and find the allocated room for our coaching.  The coaching would start in a cramped, crowded, contained and inner-focussed way of being.  So I experimented with walking, with the client, to the window.  Looking out on the world all around us, I would take a deep breath, imagining I was breathing in all the world I could see and sense into my being.  I would then turn to the client and ask them – ‘what do you notice out there in the world?’  Or ‘what calls to you or grabs your attention as you look out on the world around you?’

This simple act opened a wider perspective that nearly always carried into our explorations together.

The Pause

I was supervising a coach who worked with many senior executives, primarily in the media, publishing and advertising sectors.  When the Pandemic arrived, many of these executives were working even longer hours at home than they had previously from the office. They had to rearrange operations to be done virtually; lay-off or furlough staff and reallocate tasks; lead virtual teams and keep everyone working together.  Many of them were also having to home educate their children and had a partner also working long hours from home – a crowded, demanding place of work and life, without many of the normal support systems.

Several said they were suffering from ‘Zoom-itus’ and could not manage another long Zoom meeting for coaching. They needed to get out and exercise and asked to have their coaching via mobile phone while they went walking.  They also wanted their sessions to be more frequent but shorter, just 30-minutes.

This worked at first, with both coach and coachee walking connected by earpiece and phone.  But soon the coach started to notice they were both walking and talking faster and faster, with little space for reflection.  We explored this pattern and ways of interrupting it – how could the ecology, through which they were both walking, help them? Eventually we alighted on ‘the Pause’.  Half-way though their walking coaching the coach said: “Pause. Take a deep breath. Stop wherever you are and look around you?  Where is beauty calling to you, or speaking to you, right now?”

The Path

Each year I hold two Advanced Coaching Retreats at Barrow Castle, where I live and teach in the countryside close to the City of Bath.  As part of the retreat people coach each other as they walk through the woodlands close to the house. I invite coaches to use the path to shift between three different time and space dimensions. Firstly, to call attention to what is beneath our feet and just in front of us.  Then to become aware of the path opening up before us, leading us to where we will walk next.  Thirdly to look up and attend to the far horizon, and notice what weather is heading our way.

Without attention to horizon one, we may trip over an unnoticed obstacle right in front of us, or tread on an unnoticed form of life. If we ignore horizon two, we will fail to appreciate the co-creation of the journey: how we create the path, and the path creates the journey of our walking.  If we do not look up and out to horizon three, we may well get soaked in an ‘unexpected’ rainstorm.  Like the 2020 Coronavirus, the rainstorm was actually expected, we just had not paid attention.

Rhythms of nature

Besides the different spatial horizons mentioned above, the wider ecology can also teach us about the natural rhythms that flow through all life on this planet.

I invite you to take another exploratory learning walk into nature.  Again, travel the same intentionality as in the previous invitation, but this time alert to as many different time rhythms you detect on your walk.

Some people return having tuned into the diurnal rhythm of the earth’s turning, which we experience as the sun travelling across from one horizon to another. Others have tuned into the four-week cycle of the moon as it waxes, wanes and goes dark, changing the tides in the oceans and in our bodies. Others connect to the annual cycle of the seasons, the plants that grow, flower, and fruit at different times in the year.

These are certainly the base, background rhythms, but there are also other melodic rhythms playing out within these.  The butterfly that may only live for a week, but much longer as a caterpillar.  The mayfly that may only live a day, but longer as a nymph.  Morning glories, Evening Primroses and daylilies whose flowers come fresh and die each day.  The hen that lays its eggs almost every day for 3 or 4 years.  The steer that becomes enormous on eating just grass over 2 or 3 years.

Some have returned with rocks and fossils of geologic time, and one a jar of air telling how it contains air that has been around and through thousands of generations, before we now breathe it in.

Having completed this exploration we carry out a coaching session and explore how many rhythms we can discover in the coachee’s stories and in the unfolding relationship between us and all that surrounds us.

The woodland – as a living system

My friends and colleagues Giles Hutchins, David Jarrett, and Sarah McKinnon, all run leadership programmes in woodlands for leaders to have a direct embodied experience of learning, from the woodland, how living systems work together.  Sarah McKinnon writes:

As we walk through the woods, we use the woodland metaphor to explore with genuine curiosity, how these intricate systems are always connected, evolving, challenging and collaborating, as well as fighting for survival.  With little effort this segues into the leader’s recognition and reflection into their own nested systems – work, societal and physical wellbeing.

People who arrive bent upright at the start of the day, are later happily kneeling in mud, feeling an embodied connection with themselves, the group, their many human communities and the wider ecology.” (McKinnon in Hawkins and Turner 2020:118)

Giles writes about how working in nature helps “integrate the coachee’s different ways of knowing – intuitive, rational, emotional and somatic intelligences.” (Hutchins in Hawkins and Turner 2020:118). 


Our western classroom education teaches us to break everything down into objects, events, problems and things to be studied. In the process we stop seeing the indivisible web of life.  We attribute colleagues’ behaviours and how they react to us to the individual’s personality, rather than seeing it as part of a relational dance, not just to us, but the many nested, systemic levels within which we are both entwinned.

Coaching that involves animals takes us out of our neo-cortex, analytic brain and into our limbic brain, the part concerned with non-verbal communication and where we can more directly experience relational inter-connection. David Jarrett writes about how horses can act as ‘a mirror to give us a better sense of how we show up in a given moment in a very inviting and easily accessible way.” (Jarrett in Hawkins and Turner 2020:119). 

Coaching in nature, with nature and by nature, invites us into a realm of play and as Gregory Bateson taught us, “Play is the establishment and exploration of relationship.” Bateson provided a great role model of how to play and explore interdependence through taking your curiosity into the wider ecological world. He would ask:

“What is the pattern that connects the crab to the lobster and the primrose to the orchid, and all of them to me, and me to you?”

As coaches we can walk alongside the coachee, tease out their latent curiosity, inquire into the connection around us, and then within us, as well as the connections between the two.

Try asking your next new coachee, the favourite question of the transpersonal psychologist Piero Ferrucci: “What makes your heart sing?”


Opening the Seven Levels.

For a number of years, I have had the privilege of being an inter-faith spiritual celebrant, facilitating weddings, child blessings, funerals and other rites of passage.  In more recent years I have trained other spiritual celebrants in this important work.  One of the core practices happens before the ceremony and is for the celebrant to prepare themselves through the practice of opening to seven levels of awareness.

  1. The first level is to open to the individual or individuals, and to picture them with love and compassion.
  2. Then to refocus on the relational connections. In the case of a wedding the relationship between those marrying; for a child blessing, the relationship between the parents, siblings and new arrival; and for a funeral between the relatives and the deceased.
  3. Thirdly, to open to the wider community of family, friends and neighbours that will shortly gather.
  4. We then move our focus to those who will not be present, because they are ill or have died, or have not been invited – the previous wife or husband, the estranged sibling, the dementing parent.
  5. The attention then moves to the whole interconnected human family, all 7.7 billion of us that share this planet,
  6. And then to the more-than-human world of all the sentient beings that surround us, and the elements that support and flow through us.
  7. Finally, we open the door to the mystery of oneness – that which connects everything, beyond time and space, beyond words, and certainly beyond our own limited comprehension.

Every coaching session is, in some way, a rite of passage, so this is a practice we can do as coaches before each coaching meeting.  Picture the individual, their important relationships, the community they talk about in their sessions, and the community they leave out and ignore.  Then the one human family, the more-than-human-ecology and the mystery of oneness.

What we know from the experience of many practitioners is that when you open to some new awareness within you, even though you never mention it, the client starts talking to that same level, as though they had only been awaiting your readiness.

For You

Please chose one of these seven practices that you would like to experiment with in your own coaching work.  Once you have that practice as a natural part of how you work, add a second and then a third.

Alternatively you can devise and invent your own practices that enable you to let go, step out of the way and become fully present, in a way that creates the ‘space for grace’, and allows life and the wider ecology to do the coaching.


Professor Peter Hawkins November 16thth, 2020

The Necessary Revolution in Coaching from Ego-centric to Eco-centric

The Necessary Revolution in Coaching from Ego-centric to Eco-centric

Book Now

How do we work systemically and how do we make coaching and supervision future fit?

These are just two questions we’ll explore in this one-off 2.5 hour workshop for professional body APECS. Do join Professor Peter HAWKINS and EVE TURNER on Monday 23rd November 2020 3.30pm (UK) to examine how we need to shift to meet future challenges. With an opportunity to discuss in breakouts, hear latest research that is being undertaken by Peter and Eve with others, and consider 7 generations thinking, we’ll discuss what systemic coaching is, how practice is shifting, and how we can keep the needs of the whole world in front of us, and not just one person.

Privilege and Pride

When I was young and ambitious I thought I could earn privilege and that it would buy me freedom; as I have now grown much older I have slowly come to realise that privilege does not buy you freedom, but responsibility.

Privilege is, by definition, un-earnt – something bequeathed to you by the happenstance of your birth, genes, gender, colour, place, and class.

I did not earn being born in a country beginning to recover from two world wars and at a time when I would be saved from having to do military service.

I did not earn my native country being one of relative great affluence and with a climate that avoided major droughts, floods, or plagues of locusts. A country which had recently launched a National Health Service and where there was a welfare net.

I did not earn having state paid education for 20 years – yes 20 years! at a time when, in other countries, many had no years of classroom education, only what life and their family could teach them.

I did not earn the privileges that came with being white, male, and a part of a country still living off the dividends of slavery and colonization – a wealth extracted from the sweat and oppressed labour of others.

I was taught to take pride in ‘my’ family, ‘my’ town, ‘my’ nation; also ‘my’ clothes, ‘my’ house, and ‘my’ garden. But I did not make or build them, just acquired them or better still to say I became the temporary steward.

Like my Father before me, I took pride in ‘my’ children’s (and later grandchildren’s) successes, at school, in sport, in work and in their offspring.  As patriarchal men we saw this as ‘our legacy’.


When Edward Colston was iconoclastically dragged by a noose from his pedestal in central Bristol, history was not so much re-written, as false history was unwritten. The statue had been erected (sic) to make Edward Colston a role-model of white male success and philanthropy; to show how Bristol took pride in Edward Colston and he took pride in Bristol; to show how he shared ‘his wealth’ with the people of this privileged city. But the plaques on the pedestal that declared One of Bristol’s ‘most virtuous and wise sons’, failed to mention whose wealth it was. The riches had come from the Royal  African  Company and the rich triangular trade that took slaves at gun point, and then chains, to America, and then brought back sugar, tobacco, cotton and cocoa which was manufactured in Bristol and Britain and sold back to Africa and elsewhere. This company played an active role in the enslavement of over 84,000 Africans (including 12,000 children) of whom over 19,000 died en route to the Caribbean and America. I was particularly moved by this event as my family were Bristolians, going back several generations, I had relatives who gone to Colston school and I had gone to concerts at Colston Hall. As such my family had benefited from Colston’s legacy to the city.

But beware symbolic one-off moments of iconoclastic fervour, for they alone do not change a culture. We can fall into false relief that we have toppled the ‘evil one’. But it was not Edward Colston alone who invested in this Royal Company or benefited from British slave trade and gun barrel colonization, or reaped privilege flowing from the sweat of slaves. It was all of us, born in so called ‘Great Britain’ or Western Europe, who have lived off the financial and cultural dividends of slavery and colonial oppression, and still do.

We all need to be pulled down from our plinths of privilege and our pedestals of pride.

But how, for we have to also do the pulling? Well it all starts with me, with each of us, as all social change does. These are just a few of the first small steps I have discovered with the help of many.

–        From pride to giving thanks for each and every blessing.

–        To realise that success is never mine alone, it is always co-created with others, and with the wider ecology and is supported by the happenstance of my privilege.

–        To awakening to the realisation that racial and sexual liberation are what white men need to engage in, as we are the perpetrators and beneficiaries of Euro-patriarchal oppressive systems.

–        To rewriting history with others that engages all voices and perspectives, not just those of the victors, the violators, and oppressors.

–        Apologizing for what was done by our ancestors, our race, our gender, and ourselves and finding ways to make reparation.

Small things do make a difference but are never by themselves enough.

Professor Peter Hawkins will be teaching with his colleague Nick Smith for the fifth time their very popular and successful  three day advanced course in “Transformational Coaching” on December 9th -11th 2020 in Bath, UK, which will address how to work with difference and privilege in coaching. Details are to found on