The role of will in leadership coaching
I practice a particular form of leadership coaching based on a psychology known as Psychosynthesis, which was developed over the mid-20th Century by Roberto Assagioli.
A feature of Psychosynthesis is its recognition not only of the impacts of the past on how a person functions – childhood experiences, ways in which we all learn to cope with perceptions of threat, staying safe in the world – but also of the realms of the ‘higher’ self – our calling, what we would love to see or to be, our connection with the wider world and humanity as a whole.
Another feature is its focus on the role of the will in the functioning of a personality and the bringing to fruition the higher callings and wishes of the individual.
As Nietzsche puts it: “All feeling suffers in me and is in prison: but my willing always comes to me as my liberator and bringer of joy. Willing liberates: that is the true doctrine of will and freedom…” * He makes a distinction between feelings (reactions) and the application of will (responses).
So how do these ideas show up in practical coaching?
People come to coaching at a point when they realise that something in their life is not working as they would wish, and the situation has become uncomfortable enough to lead them to reach out for help. They feel stuck, or can’t see a way out.
Perhaps a workplace has shifted around them, a new boss, a change in government, market or economic environment, traditional cherished values being challenged, a sense of isolation or uncertainty becomes evident, uncomfortable demands beginning to be made…
Such situations can create strong reactions and discomfort. We all have tendencies to look to the outside for reasons, others to whom to attach blame. “This is how it ‘should be’/’has always been’ done!” “So-and-so keeps changing their mind!” “I’ve never been expected to treat customers this way, it feels so unethical to me!” “I don’t know whether I belong in this organisation anymore; but I have a family to support.”
How leadership coaching can help
The first phase is to help raise the individual’s awareness of their typical patterns in the face of what are (explicitly or implicitly) perceived as threats. It involves the building of their ability to step outside of themselves, to become the observer and to see ‘what is going on’. The raising of awareness in this way loosens the grip of the old patterns and allows for greater choice in response.
The second phase is to help a person dig into what really matters to them, what they want for themselves, for those around them and for the world in general. What do they yearn for, what would they love to see, what do they stand for?
And, crucially, what will is available to them right now, what small step could they take today in the direction of bringing about what they truly desire?
In the face of crosswinds and challenges, what capacity have they to stand up for what they really value?
“Leadership coaching” can sound is if it applies only to formal ‘leaders’ in organisations; but we can act as leaders in all sorts of situations – workplace, family, community, society – whether formally appointed or not. In essence, are we leaders of ourselves? How can we help ourselves and those around us right now? What am I going to do next?
If this sort of work sounds of interest to you, please make contact with me to discuss further.
*Nietzsche, F. (1961) Thus Spoke Zarathustra, translated by R Hollingdale, London, Penguin p.111.