Turning Points

I once gave a talk about deep change to a group of venture capitalists and CEOs of start-up firms.  A woman I will call Anna came up to tell me her own story of self change.  She began with a declaration:  “I have a very unique skill.  I create companies.  I bring people together, and out of nothing, I make something.  That is what I do.”  Although she said this with enormous confidence, it was not a statement of hubris.  Rather, she spoke with a sense of wonder.  It was as if she was being vitalized by this recognition of her own ability.
I was impressed.  Imagine being confident that you can enter new situations and bring people together in such a way that a new company emerges.  This is adaptive confidence — the belief in one’s capacity to lead deep change.  I asked her how she had acquired this capacity.
“I went through a terrible life crisis,” she said.  “I was without work.  I hungered to get back into my comfort zone.  So I took a job just like the one I was in before.  After three months, I realized that I had made a mistake.  So I decided to leave my job and live without an income.  Previously I thought people loved me because I made money, I discovered that they loved me because of who I am.  I discovered that I could do things I did not know I could do.  I gained a new identity and a higher level of confidence in myself.  I could see in new ways and I was not afraid to try new things.
Turning points cause us to see ourselves differently.  Whether they result from positive or negative events, they capture our attention and invite a new definition of self.  When this happens, we, like Anna, discover two things for sure:  we know that we can change, and thus we know that others can change too.  This knowledge is essential to people who seek to lead deep change.  As we use self-reflection to grow and become more positive and more influential, we acquire the desire to change our external context, a trait sometimes called developmental readiness (Avolio and Hannah, 2008).  This may create a virtuous cycle of initiative and learning.  Living in this cycle we become empowered and empowering to others.

  • The Deep Change Field Guide, p. 73-73

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