Getting past the demons
This is the third in a new series of columns on our role in tackling the complicated economic, environmental and social challenges we face. It will be a place to question, offer, share, explore, challenge, dissent, celebrate, reflect, learn and enjoy
As the world, our organisations and our communities face big, sometimes scary, nearly always complex, problems, how do you respond? Do you step forward consistently to lead in your own way? Go with the flow? Or resist, finding reasons why it isn’t your problem?
The writer about myths, Joseph Campbell, spoke of how temples, cathedrals and the like, have demons, dragons and gargoyles at their entrances – scary beasts that you need to pass to reach the sacred space within.
Such beasts are not confined to carvings. It is the essence of leadership to stand up for what you believe in, especially if all around you, or the voices within, seem to be saying “relax, everything’s fine” or “what’s the point – it’s too big to change it, and anyway it’s not up to you”.
As with all change, some will lead, some will follow and some will resist. But people often resist most
just before they change.
Dealing with the possibility of rejection, fear, failure and even verbal, financial or physical harm, is part of the journey. It’s a serious test of personal belief, resolve and resilience.
So one thing we see happening is how people are supporting each other as they deal with these challenges. And not just professional coaches and mentors.
Take, for example, Simon Bottrell of 7creative. Simon helps his clients (including us) develop “future positive” communications – branding and comms strategies that make a difference.
The people and organisations he works with are grappling with a series of complex strategic challenges – from how to reduce a university’s carbon emissions by 50 per cent in five years, or how to communicate an oil & gas corporate’s commitment to sustainability, to how to engage a local community in the care of a shared space.
While not professionally trained as a coach, Simon increasingly finds himself helping clients as a thinking partner and supporter, not least because he sees them encountering resistance, cynicism and, paradoxically, over-expectation.
As we talk, Simon realises how protective he feels over both the campaigns and individuals.
As coaching reveals its benefits more widely, we can expect coaches and mentors to come in ever more diverse shapes and sizes – the International Coach Federation vision of “coaching becoming an integral part of society”.
Coaches, mentors and people such as Simon, cannot banish the cynicism or the resistance that clients encounter, nor their doubts, fears and pain. But, as honey bees that travel from one client to another, we can share that this is a common experience. We can also sit with people as they go through this aspect of their journey.
However, when we pass the scary beasts and step within, the demons then face outwards. They become protectors: “Your demons hold the key to the answers you seek”. Perhaps there’s a role for us coaches to help people discover that.
Dr Alister Scott and Neil Scotton PCC (International Coach Federation UK past president) are supporting people and organisations who are taking on big, scary, complex challenges beyond self to lead in humane ways: www.enablingcatalysts.com
Coaching at work, volume 8, issue 1