THE BIG AND SMALL STORY

A brief introduction... With a background in developmental psychology and ten years of experience in youth counseling, I changed course about eleven years ago. I focused on assessments, coaching, and organizational consulting. After eight years with a major consulting organization, I have been doing this work for three years now here at iScreen: providing team guidance, coaching, and organizational advice, guiding cultural transformations, working on themes like leadership and taking control of one's career.

I enjoy being 'out in the field', with our clients; that dynamism, alertness, and often high intensity are challenging. My clients keep me sharp.

The Small Story

Frequently, we receive an individual request like this: 'someone who is stuck'. The work is no longer smooth, and problems are piling up. The manager or an HR professional reaches out. Typically, we then arrange a conversation with the struggling employee.

The small story is one of searching and reevaluating. Holding up a mirror to someone and encouraging them to look at themselves: 'What do I really want?' 'What is my role in the team?' 'Am I still in the right place?' 'Where do I want to go?' Using assessments, experiential sessions, or a series of coaching conversations, we explore qualities, motivations, preferences, sources of energy, and drains on energy, and more. The use of questionnaires – whether online or not – can further provide insights.

No One is an Island

Guiding this employee is at the core of my task with such individual requests. On the path to better, more enjoyable, and more meaningful work, on the path to the next step in personal and/or professional development. However, my responsibility doesn't end there. Almost never does an employee have a problem alone. Colleagues are affected by it, influenced by it, or are part of the problem. The employee is part of a group and often is simply the first where the issues manifest. In many cases, there are multiple issues within the team where the individual works... and often themes like leadership in an organization, culture, history, and the like play a significant role.

Thus, the small story becomes a bigger story.

Talking to Your Boss

The transition from the small story to the larger story is challenging. At this stage of the process, I guide that one employee. I'm there for her. I coordinate with her what we will and won't discuss in the tripartite meeting with the manager. I follow the wishes of the employee. And if, at that moment, she would prefer not to have the conversation with her boss, I have to respect that.

In most cases, employees do engage in the conversation; almost always to the relief of everyone. Including the manager. She senses the atmosphere in her team and knows that something is going on. Only now that it's out in the open can follow-up steps be taken. There, we can offer guidance, coaching, and team support. From that moment on, I assist multiple people with their individual, and collectively somewhat bigger, story.

In a somewhat broader context, these processes are the core of my work. We want to add to the development of individuals and teams, provide perspective, and stimulate self-regulation and leadership. At the same time, it's my responsibility to also take into account the environment in which this takes place. There's often much room for improvement there.

The Big Story

The story of one person becomes that of a team, a department, and ultimately that of policies and governance. People who feel unseen or unheard, who are being judged on issues for which they cannot take full responsibility, managers who are searching and struggle to be vulnerable in an environment that doesn't allow it. To achieve real change, I want to work at these three levels: the personal story of people who want to change, the story of those individuals together, and the story of the system in which they are developing.

As you can expect, the smallest story is sometimes acute, often dynamic, changeable, and demands much attention. The big story can be tough, slow, and resistant. It helps to look beyond the stories, motivate change, and challenge people to critically examine themselves, their work, and their actions. Only then can we transition from performance management to talent management, and my work can also work preventively.

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- Esther Ramaekers, Senior Advisor/ Developmental psychologist NIP