Amy Elizabeth Fox | A Trauma-Informed Paradigm for Leadership, Coaching, and Consulting

Trauma-informed workplaces have the sensitivity to know that what shows up that isn't beautiful

is early trauma.

What shows up as dysfunctional was once a survival strategy that was life-saving.

And that sensitivity means we aren't going to punish people for doing the things that

saved their psyche.

We're going to learn how to support them.

Welcome to Point of Relations with Thomas Hubel, a podcast that illuminates the path to

collective healing at the intersection of science and mysticism.

This is the point of relation.

Amy Elizabeth Fox is the co-founder and the chief executive officer of Mobius Executive

Leadership, a global transformation leadership firm.

For more than 20 years, she has advised senior leaders and organizations on leadership development,

culture, change, and organizational transformation.

Amy regularly leads intensive, multi-day leadership programs for senior executives and public

sector leaders and is widely recognized for her work integrating trauma-informed development

and psychospiritual principles into leadership education.

Welcome to Point of Relations.

My name is Thomas Hubel and I'm very happy to be sitting here with my very good friend,

Amy Fox.

Amy, you're the CEO of Mobius and Mobius Leadership and I'm so happy to be sitting here with

you.

We did so many things together already, so first of all, warm welcome.

Thank you so much.

It's always just such a joy to be with you, really.

Yeah, for me too.

I mean, we have so many, like, over a decade, I guess, we're 15 years of the mischief

together and we did so many things in this time.

It's unbelievable.

It's really true and I'm proud of all of them, Thomas.

They all, I think, are really rays of hope on the landscape of corporate life.

Yeah, and so many things we envisioned, we really did and they became life and so I'm

very happy.

And so we are sitting here to look at your new book together and to talk about your new

book together, together with Nicholas Yaneh, leading in chaos, it's called.

And so what motivated you, let's start there, what motivated you to write this book together

with Nicholas, tell us a little bit what's the need, what's the response?

Well, I think Nicholas and I both were seeing an extraordinary level of overwhelm and stress

and anxiety in the leaders that come into our executive programs over the last year.

And we both felt that we have some wisdom to offer, having done programs and coaching

and top teamwork, you know, for 20 years, both of us, to offer to this moment that might

be both diagnostic, helping orient people to what's going on and what they're struggling

with and prescriptive, helping start to articulate the antidote and a huge amount of my contributions

to the book grow out of our 15 year collaboration and really stem from what I've learned from

you, Thomas, and what we've done together to try to bring healing and restoration into

the business life and to put a stake in the ground that in a moment when people are so overwhelmed,

we can't bifurcate private life from professional life.

Organizations have to become places of deep intimacy and belonging and repair.

And I've had the privilege to do many, many programs with you that hold up that candle.

And the book is just another flame in that story, I think.

Not beautiful, Amy.

Yes, I mean, I see you as one of the pioneers of bringing that level of in-depth work into

organizations because for some people, it might still be kind of foreign to say, okay, if you

think business is hardcore business and then you look at the depth of developmental work that you're

doing at your programs, like, how do you bridge these two worlds? Because many people might say

they don't go together well and obviously they do because you're doing it for a very long time

and we have done it. So maybe you can speak a little bit to this confluence of these two worlds

and also the difficulties and the beauties that you see in that.

That's a wonderful question.

Maybe to take it in a historical context for a moment, the fields of leadership development

of executive coaching, of team consultation started roughly 20 years ago.

And 20 years ago, most of the advice and most of the interventions were behavioral and cognitive

meaning you would find an executive was doing dysfunctional or destructive behavior,

like yelling at people and you would coach them that rather than yelling at them, they should ask

a productive question or an open-ended question. And that works fine for a week or so,

but very soon because people's reactive patterns are trauma-laden, people will revert to the

original behavior A. So over time, people started to understand that you had to go a little bit deeper,

dig a little bit deeper and start to think about what was their mental model or their frame or

their mindset. The belief systems that were causing them to and the assessments and the

sense of perceptive threat that were causing them to act in the less productive way.

And I think our work has really suggested that you have to go still deeper and look at the

root causes of those mindsets and beliefs and ontology and only when you can help people to really

go back and revisit their earliest formative years and their earliest

imprints to have the possibility of liberating a freedom of range of motion, a freedom of choice

that's really profound and sustained. So that's the first thing. I think that business

world has used a lot of language that's useful for the things we're pointing at. So people now talk

about my friend Amy Edmondsons work on psychological safety. Well, psychological safety isn't people

being nice to each other. Amy's work points to having a level of trust and existential security

on a team such that you can have conflict, you can dissent, you can disagree, you can handle

creative tension, creative abrasion, my friend Linda Hill calls it. And that the psychological

safety is a precursor to innovation or a team's ability to collaborate together or to create

novel ideas together. And so there's a business imperative, I think, that suggests the more trust

you have and the more safety people feel, the more creative they'll be and the more

ideas that they'll bring alive. And we know from our work that you can't create safety by taking

people on a rope's course or taking people to a ballgame or taking people out for drinks. I mean,

those things are all lovely. But people's genuine sense of trusting and solidarity and mutuality

of care requires a very different intimate conversation that I think people are ripe for now

because people are aware that they've hit a wall. So let's take this for a moment. I'm sure you

heard this too. And I heard this also. Some people say, so why actually to take care of the fears

aren't those fears? Great drivers for more performance aren't those fears? Great drivers for

more engagement also that people hold on to their jobs. They really want their jobs because they're

more afraid. So aren't we reducing a great deal of motivation by creating that safe haven in our

organization doesn't that lead to laziness and to a lack of motivation anyway it's safe so

why should I engage and maybe you can speak to this because that's something that we hear more often

and maybe that's needs a response. You know, I think most organizational culture was based on a

technical technical model of the workplace where people were fungible resources and the only

coinage was really your intellect or your mind and in that sense they're disembodied,

they're unemotional, they're unrelational and they're unspiritual and all of that vitality is

being left outside the boardroom table at a high cost. I know for myself I do not function at my

optimal performance level when I'm afraid. I can't think as clearly I get defensive, I get blaming,

I get angry, I get agitated, I'm cutting people off when they present ideas that are different

than my own. You know, my reactive pattern is to get very bossy and shut down. Everybody else has

their own reactive pattern, maybe they go silence, maybe they go mute and the notion that fear is

promoting us to be at our best, I think is just fundamentally neurologically wrong and equally

importantly, wouldn't you want to work in a workplace that was generative and loving and where

you felt valued and your unique gifts were being mirrored and attuned to and I can't think of what

could be more motivating than feeling cherished. It certainly isn't feeling threatened in my view.

Among the practitioners that we work with, we're seeing that they're coming up against issues

with their clients that they don't really know either how to diagnose or how to respond to

and they're hitting a wall in their own interiority of anxiety and stress and confusion and we think

that coming together as a global community of practitioners and getting some more foundational

information in the field about trauma and trauma informed workplaces is really critical.

We see more and more in neuroscience and trauma science how foundational the basic understanding of

trauma is in human transformational and developmental processes for many coaches and consultants

like a basic understanding without needing to become a trauma therapist is really key. Trauma

informed coaching or any kind of trauma informed practice understands that I am the instrument.

My capacity to resonate with a client not just to intellectually understand and resonate with a

client but also emotionally, physically, relationally, maybe spiritually is key in the intervention.

If you're a coach, consultant, facilitator or leadership professional, we invite you to join

Thomas and co-founder and CEO of Mobius Executive Leadership, Emil Elizabeth Fox for a free live event

on March 31st when chaos is the context bringing a trauma informed approach to coaching and

consulting. We'll explore how to recognize and work with the underlying dynamics that shape

behavior and culture and organizations to bring greater depth and impact to your work.

To learn more and sign up, click the link in this episode show notes or go to trauma informed

certificateprogram.com slash event. We hope to see you there.

First of all, I agree. I somehow feel that the fuel of motivation should be creativity.

I'm very interested what makes you creative. What do you want to, what's your purpose in life?

Why are you excited to get up every morning and not why you're afraid to get up every morning?

I agree very much. I mean, we talked about this often, but I agree very much that the fuel is

changing maybe from survival-based fear to creativity and creativity is a much more abundant fuel

for motivation. But then the question is, how do we create environments where creativity can

flourish, where agency, agency, responsibility, taking responsibility, wanting the organization at

its best and know what we can contribute to it? I think all of that is much more sustainable fuel.

Also, as you said, neuroscientifically, then looking for how can we make fear the motivation

to run our life? I completely agree. Yeah, and I think as things get more chaotic,

and this is one of the things we talk about in the book, people are going to be more stressed

and require a whole new set of transformational capabilities to sustain that creativity that you're

talking about, that spark, that for one, they need a practice of reflection and stillness.

You sometimes talk about how much white space is there in your life. If people aren't doing

something that's contemplative and restorative and restful and listening deeply, then the universe

will not participate in their creativity. They're going to be limited to the ingenuity of their mind.

But if you lend yourself to a rhythm where you're exerting and then you're pulling back and making

yourself available for fresh information to come in, that's going to be absolutely essential

prerequisite, I think, of the teams that are really leading the future.

So maybe you can speak a little bit to like the traditional tools don't fully work when you get

really stressed and triggered, and you said it already now, when more systemic stress and the

highest speed of data in the world naturally brings up more stress points and more kind of

inner inflammatory processes. So what you said if you're ready, like having more white space,

having kind of a contemplative practice, like to really develop that. So that's great.

Do you have some more points like that for everybody who's listening? So what can be focused on,

especially in this time, because the book is also leading in chaos, so we are going through a

more transformational time and things are breaking apart. So how can we lead and what are these

more of those skills? So I think there's four buckets of skills. One has to do with what you said,

the level of fragility people feel in the structures and systems which they normally take refuge in

or feel security in. So in order to create an anti-fragile organization, I think you have to

knit people together in more of a community in order for people to be able to tolerate the level

of adaptive demand that's upon us. So I have something I call nesting where when you get joined

a company, you get assigned to a nest, which is a group of friends that meet once a month and

simply share what's going on in their lives. And it's for emotional support, it's for care,

it's for feeling witnessed and tracked. And so you belong not just to an organization, but you

belong to a more intimate circle. That's one. A second thing I think you can do is have a place where

you create ritual. And we do this in a lot of our programs where people can use the time they're

given three minutes each per person for a group of 20, let's say, to commemorate anything that's

been important to them in the recent time. So sometimes people read letters about to their

parents who've just died or people tell a story about something really precious that happened

in their lineage or in their country. So you personalize the workplace in a way that then people

feel a really a sense of, I matter here, I'm counted on and they count on me and I count on them.

That's the first. The second is you really have to have practices for lowering your level of anxiety

and stress, whatever that would be, whether that's martial arts practice or music or poetry or

walking in nature or meditation. I think every organization that wants to have high performance

is going to have to think about how do they help people down regulate the level of stress that

they're carrying. The third one is I think it's sort of beautiful, which is we're going to have

to have exponential imagination because the future is not going to change in small increments and

predictable linearity. It's going to keep popping in ways that are very unpredictable and very

mesmerizing and very catalytic. And so we're going to have to get used to refreshing our picture of

reality over and over. I think the last one, Thomas, is a deeply mystical and spiritual one,

which is helping people to befriend the mystery and to have a quality of wonder and awe that keeps

them alive and holding what's holy to them. Beautiful. Yeah, thank you. Just gives us some

directions like what we can look into. And so when we say trauma informed, I mean, many people

say, okay, what does trauma have to do with my workplace? Trauma is a very personal thing.

The workplace is my workplace. So how are they connected suddenly? And what does it mean trauma

informed when you're not a psychotherapist or like a therapist that deals with trauma and like,

how is that helpful to how can vice that term being used in the business world at all?

I'm going to ask you the same question in a minute, but let me make a distinction between

a trauma informed organization and trauma informed practitioner. People that are not trauma

informed will have well, well-being clinics in their workplace or a resilience program where people

can do all sorts of exercise or I don't know what have you. As if the stress was individual,

transient and present day, but what we know from thousands of trauma screenings is leaders in

every organization all around the world are have in their own personal lives and in their ancestry

on address trauma, which means the level of fear that I'm talking about isn't modern day stress.

It's collective, it's an intensive longitudinal fear. And that requires a different sensitivity

and a different attunement and a different quality of love in the workplace. If people start to

understand that parts of people, not everybody, not every part of a leader, but parts of every leader

are looking through the eyes of a five year old. And that five year old needs to feel

held and needs to feel there enough and needs to feel it's going to be okay. And trauma informed

workplaces have the sensitivity to know that what shows up that isn't beautiful

is early trauma. What shows up as dysfunctional was once a survival strategy that was

life saving. And that sensitivity means we aren't going to punish people for doing the things

that saved their psyche. We're going to learn how to support them to get more secure and to

co-regulate as you talk about in your book attune so beautifully so that people can relax and

then be at their best. When, for example, as a coach now, so that's the organizational level.

Then as a coach, we go into an organization. And we see a lot of activation, we see, or

somebody gets triggered. So what would be like a response that is trauma informed, like to make

it practical. Somebody has a trigger, gets very stressed, activated, you know, fight flight or

they shut down and feel withdrawn. So what would be a more, what would be maybe a classic

classical response and what's a more trauma informed response to them?

Well, I think a classical response would be to try to mediate the substance of the work conflict

as if nothing was going on emotionally or relationally. We didn't used to have the sophistication

of even understanding why people were in these repeat patterns of getting stuck.

The first thing I would say is a trauma informed consultant or coach would be tracking their

interiority and what arises for them when the executive is triggered or the team is reactive.

Because without being able to continue to pay very close attention and monitor and regulate

your own nervous system, you're not going to be able to offer the team a clear seeing and a

state of coherence in which they can resource themselves. So the first thing that a trauma informed

practitioner will do is to sort of pull their attention away for a moment from the dynamics in

the room to the dynamics in their interiority. And then the second thing is they will make a very

attuned response out of the natural arising compassion of their heart. It would be different

in every circumstance. I can't give you a generic response, but they wouldn't be trying to

respond to the behavior. They'd be responding to the interpretation that the behavior is a

symptom of people feeling afraid. And that's a very, very different place to move from if you have

that sensitivity. Yeah, that's beautiful. I think like a few things maybe I would add,

but that's also like a big topic. I like your description first of all about like how important

it is to track oneself or we could say like we are the instrument. So it's not that what happens

in us is separate from what happens outside. We get affected, it's interdependent and the more

free or present a coach or facilitator is in that moment, the more freedom we have to inter like

to respond to an interact with the situation. And you said that also beautifully. And I think so

that I want to underline this because I think that is some one of the key key things. And the other

one is that this like that we see responsiveness as a physical, emotional, mental, relational,

spiritual like that all of us is required because bodies speak to bodies, nervous systems regulate

co-regulate with nervous systems, other bodies. It's a biological process to reduce stress and to

transmit safety. So when we feel safe in ourselves, we transmit it into the space. So I think trauma-informed

intervention is very holistic and has a higher level of resonance, most probably, then okay,

how can I fix this situation? And also what some people often do is they try to want to calm it down.

What we do is we try to suppress it, which makes it actually, it's like you have a fire

and you put more pressure on it so it actually gets hotter. And the reason you do that is because

you're uncomfortable, not because they're not okay. Exactly. Exactly. A trauma-informed would be,

oh, I know I need to grow as a human being myself so I can facilitate more situations in an easier way.

So that's beautiful, yeah. And I guess the last thing I would just say about this Thomas is

over the next few years, as things get more and more chaotic, it is not going to be possible

to talk about high performance and not talk about trauma-informed wisdom on, among your colleagues.

Yeah, I very much agree with you. The time that we're in requires that, but we'll come to this again

in a moment. Like, you know, we put out some small question on social media for people to

writing questions, conversation, just to have our audience be involved a bit in this co-creating

this conversation, which I think is great. And I read you one or two, and then maybe you can respond

a bit to that. So how can trauma-responsive practices exist within mainstream organizational

frameworks that operate on KPIs? Do there anything but trauma-aware? I think of it as a movement.

You know, it's, most organizations have not spent a lot of time, energy, and dedication to thinking

about how to create flourishing cultures that wasn't the focus. They've been focused on KPIs

and shareholder value. And now we're seeing organizations all around the world, people starting

to have a sensitivity and a care for the quality of life and the quality of experience for the

people that work there. And I believe, I'm confident that there's an entire wave of people who want

to see the workplace be a place where people feel like they're at home, where they feel valued,

where they are well cared for, where they feel safe, where they can do some healing,

and where they feel loved. And the minute we believe it's true, we can start to make it true.

Yeah, beautiful. Yeah, and what I also say that, like, as I saw you over, I don't know, 15 years,

like, I think you walked into organizations that are, that one would say, well, they would never

do this. And eventually, they did. It's not even that eventually. I mean, I really want to tell

people, like, leaders walk in, cold, exhausted, shielded, and two or three days of putting them in a

micro environment in which honesty is welcome, vulnerability is welcome, express, expression is

welcome. The aesthetics and poetics are part of it. They're dancing together and they're

crying in each other's arms and they're telling each other their life stories. And it does not

take a long time to go from frozen to love. It just doesn't.

And, and what I wanted to say is that I think it also depends on your deep inner holding

or integration of these two worlds, that when, when you speak with the leadership of an

organization to, to do such programs, I think it has a lot to do also with how you transmit this,

because in you, it has grown together. So I think that integration also makes a difference. So

that's, that's for all of us, I think also like a very important ingredient. So sometimes

we say that the world is our second test. So it seems like because of the world, it's difficult,

so it grounds that quality more in us, because we need to go through something. But when that

happens, then it opens the path. And I felt you really, and also pioneering, I mean, for a long

time, you did that work already. And so it showed itself over a long period of time that I think

your own internal integration, of course it grew, but that also opens the doors. So I think that

the body transmission really makes a difference. So thank you for that, Amy. There's another question

like that. Similar. How do we prevent trauma and from leadership from becoming a way to

individualized systemic overload? For example, when Bernhard is met with regulation tools and

resilience training, while workload and expectations remain unchanged. Yeah, that's the exact

thing I was pointing to earlier. I think there are band-aid versions where workplaces are being

overly demanding brutal in some ways, pushing people past their mental limits, physical limits,

and then they give them a gym pass. That's abusive. It's not what we mean by a trauma-informed

workplace at all. And I think people ought to start to ask when they're looking for a job or

they're thinking to affiliate with an organization, what is the quality of commitment to my well-being

that you really hold? Yeah, that's beautiful. And also, really, that there is individual

transformation, but individual transformation also results in organizational transformation,

because more and more people will demand changing structures, and high potentials will demand

changing structures. So people who bring a lot of potential and value to an organization will

want their organization to change, because they feel it's better for them, and then it self-implements

collective regulations. Yeah, and often people, when I do this inside of a company,

and you've taken a few cohorts through a deeply meaningful transformational process,

they start to advocate for the culture that they want in the organization. They become empowered,

they become vocal, they become passionate, they feel free to speak their mind, and they feel connected

to each other to, you know, become a force field for good. Sorry, it's like beautiful. Yeah.

So Amy, last question, maybe given our time. So tell us a little bit more what people can expect

leading in chaos. Maybe is there anything else you want to share about the book that the

UNIQLIS role together and that people can look forward to? Well, it's a book made for leaders who

want to be part of this movement. It's a book written for coaches and facilitators who they'll

call to this as a vocation, and it's a book about healing for anyone who's on a healing and

awakening journey, for sure. The book is written in little vignettes and essays, so you can read it

one or two a weekend and let it permeate you and reflect on it. It's not meant to be red cover to

cover. It's meant to be a soul nourishing experience, and yeah, I really look forward to hearing

what people find there. Yeah, thank you, Amy. This is lovely. Thank you, first of all, for joining me

here in my podcast, and I really appreciate your work. Thank you for all that you're doing,

and also send blessings to Nicholas, and people will get the links and the information about

your book at our podcast links. Thank you for the great blessing that you are in my life,

and in Mobius' journey, Thomas. Thank you. It's a pleasure. I really enjoy it.

Stay connected and get updates about new episodes by visiting a website,

point-of-relationpodcast.com, and by subscribing to the Thomas Wubel YouTube channel.

If you enjoyed this video, please like it and share about us with your community on social media.

Thank you. We appreciate your support.