Don't you dare be different

Category: Editorial

Last night I went to a three hour presentation by Monty Roberts. Monty Roberts is the original Horse Whisperer. Growing up in California in the 1930's with a violent horse trainer father, Roberts spent his teenage summers alone in the Nevada desert, lying on his belly and watching wild horses with his binoculars. He discovered that the herds were controlled by a female, who had a defined system of training and disciplining young mustangs. Using similar behaviour, he has developed a system that enables him to win the trust of a wild or rogue horse such that he can cure a bad habit or get a saddle and rider onto an unbroken horse in 30-40 minutes. The alternative, traditional, method of horse breaking would take a week and involve 'breaking' the horse's spirit. Roberts does it through trust and co-operation. It is wonderful to watch.

Roberts' great breakthrough came when he was discovered by Queen Elizabeth II and invited to demonstrate on royal horses at Windsor. As a horse lover who owns racehorses and uses many horses in her ceremonial duties, she was immediately hooked and has been an informal patron ever since. But, even with such powerful support, he discovered members of The Queen's staff seeking to sabotage his work. Since then he has visited the UK and other countries many times. His current UK tour has been seen by 10,000 people. And yet, in face of all the evidence, he quoted 'a lady PhD' who has written a book denying his methods and claiming that he only succeeds when the horses are exhausted and afraid.

Why do intelligent people deny not only what is obvious, but what is tremendous progress for the animal world?

Why indeed? This is an important question for parents, managers and coaches.

If you are not only used to something but, maybe, it has been your life's work – and suddenly it is challenged and proved wrong, what a let down. Even more so if you have some guilt for the way you have behaved and suddenly you discover it was not necessary. No wonder you deny the new truth.

But Roberts kept repeating, amongst his stories, "the world is changing" and giving examples of how better ways of treating horses were being introduced. One man with a mission.

I once worked in an organisation that was headed by an energetic hands-on micromanager. He was replaced by a more laid back managing director who had an empowering style and expected people to make their own decisions. For eighteen months people waited to be told what to do. Eventually they got used to having to decide for themselves.

Eighteen months ago control of Birmingham City Council changed to a new political grouping after a long period of Labour control. The new leader and his cabinet team are now facing great criticism for their lack of progress. They are being accused of an inability to make decisions. But they have turned around two major service departments that had been failing the public. They have reviewed high profile development proposals that were exciting but unfunded dreams. And, rather than iconic buildings, the leader has been building links with other international cities. Their real sin has been to be different from their predecessors. The community has expectations based on a scenario that no longer exists. It has been a shock for them to have to deal with something different.

Managing change

Progress comes through change. But it is not enough to be different. If you want to be different, you must recognise that people might not easily understand your new approach – you must also manage the transition.

My interest in coaching is the transition between manager and director. This involves a change of identity as well as new responsibilities. Sometimes the new director or his/her staff have difficulty letting go of past relationships. Sometimes the staff expect the director to change and support them in new ways but the director still has the identity of 'manager'. For change to succeed, both sides of the relationship need to be managed.

Whispering to children

Monty Roberts has also learned how to apply his horse training skills with children. He has brought up very many foster children in his native California and recently he has been working with a junior school near my home. Kingshurst Junior School was failing and on the point of closure. The headmaster had been introduced to Roberts through an audio book and decided to contact him.

Roberts responded by visiting the school. He believes that children and horses have the same behavioural patterns. They are both naturally "flight" animals. If you frighten them and resort to confrontation, you'll lose them. Simple one-on-one reassurances and praise reap long term dividends that can all be undone with the quick slamming of a book on a desk or shouting back.

The school is now a delight to visit; it was in the top 100 most improved school in 2001 and gained achievement awards in 2000 and 2001. Monty Roberts has used the success of Kingshurst as a blueprint for schools worldwide. For years, he has been dismissed as a crank and just a cowboy. It took a long time for him to be recognised in the equestrian world. To watch him tame a horse in 30 minutes that has never before been ridden, without resorting to the conventional and fairly brutal breaking methods that usually take weeks, is quite inspiring. His great mission now is to help children and to hear about children who probably would have been lost in the system and are now fully engaged makes you hope that he will be recognised in the educational world as well.

It can be worth being different if you stick at it.

USEFUL LINKS

The Man Who Listens To Horses, Monty Roberts

Join-up: Horse Sense for People, [Audiobook] Monty Roberts

Monty Roberts at Kingshurst Junior School, DVD

Kingshurst Junior School Inspection report