Why singing improves well-being

I'm sometimes asked why we use singing in our sessions. I'm not surprised – and not only because singing is, ahem, a touch unusual in leadership development. Thing is, however natural it might be, singing comes with baggage. It’s always a loaded concept, whether that's with feelings of joy or outright fear, or something in between.

And actually, in our work, all of that is useful.

That element of fear and exposure can help you notice how you respond to risk and uncertainty. And do so in a way that’s not only immediate, but that is all-encompassing: physically, intellectually and emotionally. In pulling you out of your comfort zone, singing can take you to a place of stretch. And that, we know from recent research, is where most of us learn best and most memorably.

It's even likely that, because it’s a bit risky, singing actually increases your resilience. We're currently collaborating with neurobiologists at Ashridge Business School to find at whether public singing creates templates in your brain that help you tackle other challenges more easily. We'll keep you posted on our findings!

So I embrace that element of fear. And one of the things I find fascinating about singing is how quickly it can take you from that place of fear to one of connection, trust, and well-being. And for lots of people, it can happen within the space of a single song.

There’s a growing body of research into the impact of singing on well-being. We now know, for example, that group singing raises your pain threshold. And that it releases oxytocin into your bloodstream, which helps promote feelings of trust and safety.

Singing also enables fast social bonding. It breaks the ice so you feel closer as the group, even if you don’t yet know anything about each other. The team behind this research also suggest that the social bonding effect of singing may even have been vital in enabling modern humans to sustain larger social networks than their evolutionary ancestors. And that, in turn, may have helped them colonise risky environments worldwide. Those early singers were no slackers.

When you sing with other people your heartbeats sychronise – which may explain why singing together can create a sense of shared perspective. Choral singing can certainly improve mood, enhance quality of life, and lead to greater happiness, reduced stress and better emotional well-being. But, whether you sing alone or with others, the simple act of singing raises your heart rate variability, which in turn improves both your well-being and social cognition.

And we think that singing with someone else improves your social intelligence. with, again, an impact on well-being. We're currently developing research with neuroscientists at University College London to examine brain activity during joint singing, and its impact on interaction and well-being.

As you might have gathered, I find the science fascinating. I find it hugely exciting to understand what happens in our brains and bodies when we sing, and how we can use that to enhance our lives at work or at home.

But, in some ways, we don’t need the science.

Singing is thought to be how we first communicated, even before we had speech. It's found across the world – a truly global phenomenon. It's a fundamental to the human condition. So why not give it a whirl? Even if you find it stressful you'll probably be boosting your resilience! And all you need is yourself.

This piece is an excerpt from our session for Roffey Park Institute's Well-being Forum in November 2017. Do drop us a line if you'd like to find out more about the session or our research.

Why we should lean into risk in Brexit Britain

"Brexit tea" by frankieleon is licenced under CC BY 2.0

I was going to write a blog about risk. I’d whip through the theory, focus on the practice, and back it up with science.

Then the EU Referendum happened. And now, depending on your view, the UK is either deep in the mire or free to succeed. The markets have crashed but might bounce back. Hate crime is up but might be a blip. We're living in uncertainty and we don’t even know how long it’ll last.

All of that feels uncomfortable and risky. So to write about risk without acknowledging the uncertainty around us feels somewhat absurd. (At least in Britain.) Since we’re already awash with political analysis I won’t add mine. But whether you’re delighted, devastated or unmoved by these events, it’s an interesting moment to take a look at the parallels with organisational and personal change.

Major change throws the status quo in the air. Before it settles, as it inevitably will, we can get curious about the choices open to us. We can pretend it’s not happening. We can choose to step back and see where the pieces fall. And we can choose to take a risk and lean into uncertainty. These are decisions organisations are making now – as they’ve done before and will again. Individuals are doing the same.

Unless you’re very lucky, pretending nothing’s changed will leave you baffled, and your colleagues disengaged. It’s also, counter-intuitively, a lot of effort. Our ability to adapt is part of what defines us as human. So while adapting might be hard, refusing to do so is exhausting. Sometimes, of course, the wisest move is to hold your horses and wait for a new normal. But you forfeit the chance to shape it – and risk being left behind.

Choosing to shake hands with uncertainty can be complicated and uncomfortable. It can also be profoundly creative. If you can lean into that, there’s scope to experiment with new ideas and products, have different conversations and make unexpected connections. You might fail, you might succeed, you might create something a bit… ‘meh’. But you only find out if you take the risk. And whether or not it’s sparked by external events, embedding a culture of testing, adapting and improving will reap benefits well into the future.  

Thing is, it’s not easy. There’s a gap between intention and doing. And however much you want to, crossing it can seem boring, painful, hard work. Even once you do cross, there’s no guarantee of success. Ugh. Why bother? It’s somehow easier to feel disrespected than to challenge in the moment. To share feedback for your team with your mates instead. And to hang out in stasis rather than venture an alternative.

But that 'ugh' is worth the bother. Because it’s when you bother that things shift. And when you learn. Plus you reinforce the sense that, whatever the outcome, you have the agency to create change. You’ll be more likely to do it again, helping build a culture of creativity in yourself and others.

So where to begin? Here are three initial suggestions.

1. Acknowledge fears, but don’t draw them out. Give yourself three minutes to project the potential range of outcomes from best to worst. Then begin, ditch or adapt. You’ll only find out what actually happens by taking the risk, so don’t waste time on the fundamentally unsound, or delay the great.

2. Solicit feedback; ask, listen, learn, adapt. And be specific: work out exactly what you want feedback on, and ask questions within a clear remit. This shifts the focus away from egos (easily crushed, despite denials) and towards ideas. Seeking feedback can feel like a massive risk in itself. But the more you do it, the easier and more useful it becomes.

3. Build networks. Taking a risk on your own is exhausting and takes ages. It’s maximum ‘ugh’. Talk to people who help you elucidate your ideas. Talk to people who disagree, too: diverse opinion makes for robust ideas. And test the idea as soon as you can, drawing on your network for support. Make sure your network also includes people who are unconnected to your idea, so they can help you reflect on progress and remain resilient. Action learning sets and peer mentors are ideal.

I’m not suggesting all ideas are sensible or risks worth taking. But change is definitely coming. New systems, new products and even new industries may emerge. I hope that as organisations and individuals we’ll be inspired to lean into risk when we encounter it. Get curious. Start experimenting, adapting, innovating. The status quo has been shaken, and will rebuild. The space between is yours to shape.

Risk series: Melanie Harrold on how we experience risk

In the last of our podcasts on risk (at least for now), Kamala spoke to the artist Melanie Harrold. They talk about the risks Melanie's taken in her own career, and how she helps other people to remain grounded while reaching forward into the unknown. Melanie also explains the central role your voice, breath and body can play in building your capacity not only for taking conscious risks, but also for managing them resiliently.

You might want to take a breath before reading on, because Melanie is... a singer-songwriter who's performed with artists including Gerry Rafferty and Don McLean, a teacher, choral director, body psychotherapist, Voice Movement Therapist (and professional trainer) and founder of The Singing Body who has worked and performed across the world. Phew, and breathe... Which is appropriate, really, because much of Melanie's work explores how our breath, bodies and movement can help us to take more conscious risks and push the boundaries of what we think we can achieve. Alongside her private practice working with individuals and small groups, Melanie directs several choirs including Trade Winds and Vocal Chords.

Learn more about how to embrace risk, innovation and experiments with our free Chirp Guide. Sign up to receive your download.

Risk series: Julie Noon on working in the world's most dangerous places

Our latest podcast on risk features the acclaimed journalist and film-maker, Julie Noon. A world away from a day at the office, Julie's work has risk at its very heart – personal, professional and physical. In this podcast Julie talks about what draws her to this work, and how she weighs up the risks, both potential and terrifyingly real. She also explains why the person who isn't scared is the biggest risk of all.

Julie Noon is a freelance journalist and documentary filmmaker who specialises in foreign affairs and filming in hostile environments. Her career has spanned live political programming and documentaries in politics, current affairs and news. Julie has worked, lived and travelled in over 60 countries around the world, from the Democratic Republic of Congo, to South Sudan and Afghanistan, where she spent months embedded with British Forces in Helmand over the duration of the campaign.

Julie has produced, directed and series produced on award-winning series and critically acclaimed strands including Channel 4’s Dispatches and Unreported World, and the BBC’s This World. Her work has been nominated and shortlisted for awards including the Rory Peck Award for Impact and Broadcast Award’s Best Current Affairs Documentary. Many of her films have been shown in Parliament and some have prompted policy and legal change. Passionate about developing new talent in foreign affairs, Julie also teaches filmmaking for organisations including One World Media, and on Hostile Environment training courses.

Learn more about how to embrace risk, innovation and experiments with our free Chirp Guide. Sign up to receive your download.

 

Risk series: Roway Gray on risk and resilience

The second of our podcasts about risk features a conversation between our Director, Kamala, and Rowan Gray, a business coach at Relume. Ahead of their workshop in the Spring, Kamala and Rowan explore definitions of risk, and why understanding your response to it can help you lead and work more effectively. They also talk about the balance between risk and resilience, and why you might be better off not cramming exercise/mindfulness/healthy eating into your routine.

Rowan Gray is a business coach at Relume. He works with leaders who are looking for a different perspective. He challenges and supports them to find new ideas and the breakthrough they need. He uses movement - such as cycling, running and walking - to generate insights, enable more creativity and give people an increased feeling of energy. These are qualities needed to adapt and thrive in organisations that are increasingly complex, uncertain and fast-paced. Rowan brings curiosity, energy and a sense of fun to his work. He keeps himself inspired by exploring new places from the saddle of his bicycle.

Learn more about how to embrace risk, innovation and experiments with our free Chirp Guide. Sign up to receive your download.

Risk series: Helen Walton on gaming and business

In the first of our podcast series about risk, we talk to Helen Walton, Co-founder and Marketing Director at Gamevy. As an entrepreneur who runs a gaming start-up, Helen encounters risk in different guises on an almost daily basis. We talk to her about the human urge to gamble, the importance of knowing your bottom line, and the biggest risks she's taken. We also hear about one of Gamevy's less conventional investment decisions!

Helen Walton is a writer and marketing manager who enjoys solving problems, trying out ideas and making things happen. She started out in Unilever, (back in the glory days when advertising budgets meant long, boozy lunches). Since then her work has included a column in the Daily Mail, naming lipsticks, saving literature (a game that won a NIBBIE) and writing an IT course. Helen is Co-founder and Marketing Director at Gamevy, an award-winning company whose games combine skill, chance and life-changing jackpots for the ultimate in fun.

Learn more about how to embrace risk, innovation and experiments with our free Chirp Guide. Sign up to receive your download.

 

Is risk the secret to success? We could always ask Prince...

'Prince!' by Scott Penner licenced under CC-BY-SA 2.0

I’ve been running some workshops lately to help colleagues be bolder, experiment, and take a few risks. And they've neatly coincided with the return of Prince. Or 3rdEyeGirl, or TAFKAP, or TAFKASquiggle. Now there’s a man who’s danced with risk/reward ratios in his time. Of which more later.

At each of these workshops the individuals were lively, capable, and pretty confident. They were good at their jobs and high achievers. Yet even the most assured had something outside their comfort zones. Some task or action perpetually consigned to ‘to do’ list purgatory.

It’s not really about productivity, nor whether you do your job well. And, luckily, these unappealing tasks are rarely the same for everyone – be they ringing clients, making new contacts, or pitching fresh ideas.

Most of us get by surprisingly well without having to do the things that make us nervous. We use e-mail instead of the phone. We network within established spheres. We take a deep breath, get on with it, and avoid a repeat for as long as possible.

Yet, as Prince arguably knows, change is often integral to success. Rather than stick to a reliable formula, he has continued to experiment, change, test, and play throughout his long career. Not simply with music, but with his very identity. Not every risk brought rewards – many did; others didn’t. Nonetheless, those bold decisions have been instrumental in his continued success.

Thoughtful experiments won’t always pay off – though experiments that don’t work can prove equally as valuable. Either way, it’s only by giving it a bash that we find out how much better, more exciting, even easier our work could be. By shaking things up, taking the odd punt on a possibility. (Don’t fiddle the LIBOR rates, though. There are limits.)

So, while no one’s looking, why not fish out that neglected ‘to do’ list? Pitch your barmy-yet-brilliant idea to the CEO. Pick up the phone to new clients. And long forgotten ones, too. If nothing else, you’ll at least be able to tick it off that list. I will if you will!

Learn more about how to embrace risk, innovation and experiments with our free Chirp Guide. Sign up to receive your download.

Why singing is for life, and not just for Christmas

As December settles in, some of you will already have had your fill of seasonal songs. If you work in retail, or have just left the house lately, chances are you’ll have encountered The Christmas Soundtrack.

Loved or loathed, festive refrains are almost inescapable this month – and not only the recorded variety. It’s a funny thing, but this time of year seems to coax even avowed naysayers to burst into song. (The flow of Christmas spirit(s) may help.)

Perhaps these winter warblers grasp instinctively that singing connects and unites, even if they’re not sure why. It’s certainly effective, and at the heart of Chirp.

As we’ve developed our work with leaders and organisations, we’ve examined why singing is so powerful. Below, we share three key reasons to dust down your vocal chords – and not just at Christmas.

Risk and exposure

Singing, particularly with colleagues, can be a touch unnerving. It requires us to step away from comfort zones, experience challenge, and feel a bit exposed. That exposure can be valuable, eliciting honest, engaged, and insightful discussion of personal responses and group dynamics.
 

Trust and connection

Singing develops trust, intensified by mutual reliance. Harmony is contingent on each individual fulfilling his or her role, and taking personal as well as collective responsibility for the team’s success. Singing together behoves each person to listen, support, respond and adapt in the moment so that everyone thrives.
 

Change and uncertainty

Singing unfolds in real time. The outcome is uncertain yet exciting, and not entirely within our control. Singing develops our capacity to acknowledge uncertainty while remaining focused and engaged – a critical skill in our rapidly changing world. How we manage that uncertainty in singing is often a useful insight into how we experience challenge, ambiguity and change at work.

We hope you enjoy a jolly good seasonal sing – with colleagues, friends and family, or even strangers. Drop us a line if you’d like to learn more about how and why we use singing to create skilled, dynamic colleagues all year round. After all, singing is for life, not just for Christmas!