Sometimes it’s okay to “let them see you sweat.”
I sweat. A LOT. And my face turns beet red when I exert myself, so if you’re ever present when I exercise (which, sadly, isn’t often enough) you won’t be able to miss the evidence of my efforts.
But this post isn’t about physical exertion. Instead, it’s about the kind of sweating (both physical and metaphorical) we do when we’re under stress, when we’re afraid of failing, or when we fear that people might be disappointed in us.
Mostly, it’s about vulnerability and when it’s okay to reveal our flaws, our fear, and our fumbling.
Thanks especially to writers like Brené Brown, lots of people are talking about the value of vulnerability, but what’s sometimes missing from the dialogue is the nuance of WHEN it’s appropriate to be vulnerable, HOW MUCH vulnerability is appropriate, and WITH WHOM it’s okay to be vulnerable.
What if, for example, you’re in charge of keeping people who are more vulnerable than you safe from harm (small children, for example) and you admit that you have no clue how to do so and suddenly they feel even more unsafe than before? Was it wise, in that situation, to show your vulnerability? Probably not. That might be when it’s wiser to put on a brave face and prioritize their needs over your own. As a parent, there have certainly been times when I had to keep my fears and self-doubts to myself (or when I cried behind my bedroom door) because it wasn’t in my children’s best interests to doubt my ability to protect or provide for them. As they’ve gotten older, I’ve increased how much I’ll admit my flaws and fears to them, but in the early days they needed my strength more than my vulnerability.
Or what if, by becoming vulnerable, you’re drawing the attention away from the people who need it more than you do and then your vulnerability becomes a stumbling block rather than a building block? If, for example, you’re working with traumatized or oppressed people and you can’t stop crying about how much the work is impacting you, you’re likely making it about yourself rather than about them. Suddenly those people have to spend their energy caring for you rather than themselves. That’s when it’s best to take your vulnerability somewhere else where people have more capacity to do emotional labour on your behalf.
Or what if you haven’t gained enough trust in the other person or people and you suspect they might further harm you or use your vulnerability against you? Some people are masterful at manipulation and at using other people’s weaknesses to their own advantage (someone who’s trying to sell you an expensive coaching program, for example). Other people may be less intentional about it but still harmful in how they respond to you because of their lack of capacity or self-awareness. With those people, it’s better to withhold your vulnerability rather than put yourself at risk.
Vulnerability, then, is best shared with people who have earned your trust, people who aren’t under too much of their own burden at the time, people who aren’t fully reliant on you for their own safety at the time, and/or people who have enough emotional intelligence and self-awareness to respond in appropriate ways.
Recently, I found myself in a dilemma about whether or not my vulnerability was the best course of action. I was facilitating a three-day workshop on holding space in the Netherlands, and, to be frank, it wasn’t going well. By the end of the first day, I could sense that there was dissatisfaction among participants and I wasn’t sure why. I had started the workshop in much the same way I’ve started many other workshops, and those workshops progressed much more smoothly, so I didn’t understand the source of the problem.
Was it because I was tired, having just spent an intense week in Uganda? Was it the cultural and/or language differences, since this was the first time I was teaching in a place where English isn’t the first language? Was I using language or a teaching style that wasn’t relatable to this audience? Was there some pre-existing conflict among participants that they’d brought with them to this space? Or was it because I’d started with the basics of holding space and many people in the room were already experienced practitioners who wanted higher level training?
One of the things that I sensed was going on (that I picked up from some of the comments coming my way) was that my style of facilitation was falling short of what people had expected of me. There were quite a few experienced facilitators in the room, and most of them had been trained in styles that are different from my own (ie. systemic constellations, for example, which incorporates more movement and less conversation than tends to be my primary style) and I began to feel the scrutiny of their evaluation.
On the morning of the second day, trying to adapt to the style that I sensed they were more comfortable with, I made changes to the process. But that didn’t seem to be sufficient – I got even more feedback during the breaks that indicated the dissatisfaction was growing rather than dissipating. (Sadly, dissatisfaction is contagious and even those who’d seemed happy earlier were now starting to squirm in their seats.) What was especially challenging is that the feedback was often contradictory – one person would come to tell me that they needed more of one thing, while another person would come to me five minutes later to say that they needed more of the exact opposite. It seemed there was no way of meeting all of the expectations in the room, not even if I contorted myself to try to satisfy people.
By lunchtime on the second day, the picture started to become more and more clear to me. There was an expectation in the room that was, quite honestly, impossible for me to live up to, because it was an expectation crafted out of who they THOUGHT I was and not who I REALLY am. A couple of people, in their conversations with me, referred to me as the “Queen of Holding Space”, and it wasn’t reverence I was hearing in their voices but disappointment. These people – because my work has been broadly circulated in certain circles in the Netherlands – had constructed an image of me as a guru who knows all there is to know about holding space and who would walk into the room and wow them immediately with my exquisite ability to hold space.
Unfortunately, I walked into the room fully human, fully flawed, a little jet-lagged, and with a lot that I still need to learn about holding space. I didn’t speak their language (not only the language of their country, but the language of a systemic understanding of the world), I didn’t facilitate in the way that they’d become accustomed, I made mistakes, and the opening check-in circle dragged on too long so the opening pace was slow.
Over lunch, I agonized over what was the right thing to do. Should I just keep trying to adapt my style to find the sweet spot that might satisfy the highest number of people in the room? Or should I simply push through with how I’d planned the workshop and hope that by the end, something of value would be transmitted? Should I hide my fear and flaws in the face of these people who looked up to me and pretend I was oblivious to their dissatisfaction?
OR… should I speak my vulnerability out loud, trust them to have the emotional intelligence to receive it well, and hope that it might help us collectively dive deeper into our learning?
I chose vulnerability. I knew it was a risk and I knew that I might lose some credibility (and people might leave even more dissatisfied than they already were), but it seemed like the only viable option.
I told them that I’d become aware that there was a shadow in the room and that that shadow was a reflection of the way that I was letting people down. (In process work such as this, the shadow refers to “that which is hiding under the surface which is unspoken and therefore potentially destructive”.) I said that I wasn’t interested in the pedestal that people had put me on – that pedestals are lonely, dangerous, and uncomfortable, and that I prefer to be in the circle, alongside them, doing the work in messy and flawed ways and learning shoulder-to-shoulder. I spoke of my imperfections and told them I knew I wouldn’t be able to meet all of the expectations in the room. I promised, though, that I would continue to do my best to offer them what I have learned so far about holding space. I invited them to trust me and to stand by my side as we went deeper into the learning and into brave space together.
My sharing, like everything else I’d done up until that point, was imperfect, and when I was finished, I wasn’t sure what to do next. When I looked around the room, what I thought I saw was a softening and greater acceptance of the imperfection and releasing of the unmet expectations, but I wasn’t sure if I was interpreting it correctly.
Slowly, though, things started to shift, and, in the end, my vulnerability helped us go where we needed to go as a group. It didn’t happen magically (there was still some resistance that afternoon) but gradually the energy in the room shifted. We stepped more deeply into a place of trust, depth, and bravery. Other people began to open up and some spoke to their own wrestling with what had been going on in the room.
The next morning, a couple of moments of inspiration helped to take our learning to an even deeper place. First, I shared a story of how I’d been invited to dance with Ugandan women the week before, how miserably I’d failed at it, but how I recognized that it was in brief moments of my most pure surrender to the music and to those who lead me in the dance when I could most successfully move with the rhythm. “That place of surrender is what brave space is like,” I said. “And today, as we finish up this workshop, I want to invite you into that dance of surrender and trust. I’m asking that you trust the music and that you trust me, as your leader, to know what the rhythm in the room needs to be.” I looked around the room, and what I saw looking back at me were nodding heads and a deeper trust than I’d witnessed up until that point.
The other moment of inspiration was one that I can take no credit for – it came in the form of a piece of camel shit. A participant named Roeland brought a small container that he wanted to add to the collection of items at the centre of the circle (items that represent the people in the circle and that we use as talking pieces). “This is a dried up piece of camel shit,” he said, while people snickered in response. “I picked it up while on a spiritual retreat. At first I thought it was a rock, but when I picked it up, I discovered it had very little weight to it. The lesson in it for me was that my shit is lighter than I expect it to be. I can carry my own shit and it doesn’t feel like the burden I anticipate.”
From that point on, that piece of camel shit became a symbol for the group of what it means to “take responsibility for your own shit”. At one point, it became the talking piece and we all discovered how light it was to “hold our own shit”. But then one person put it down and chose another talking piece because “that’s not my shit and I don’t want to carry it,” she said. We all laughed and realized that some of the deepest learning of the day was coming from the lighthearted way that we could talk about taking responsibility for whatever we brought into the room. It wasn’t lost on us that this was connected to what I’d spoken of earlier – that some of the dissatisfaction and shadow in the room was because we’d each brought our own shit (ie. expectations and fear of letting people down) with us and had projected it onto other people. (This is true for me as well as anyone else. There were moments when I was looking for people to blame rather than recognizing my own part in what was transpiring.)
By the end of that third day, the energy had completely changed, and the workshop ended with some of the warmest hugs and words of appreciation I’d ever received. Several people remarked on how we, as a group, had been through a liminal space journey together – how we’d started with one version of who we were and what we expected, how my vulnerable sharing had helped us let go of that story and those expectations, and how we’d emerged into something new. This is one of the first things I teach in my holding space workshops – that when we hold space, we have to be prepared to hold the complexity of the liminal space.
It’s quite possible that my vulnerability could have backfired and that people might have left the room frustrated and disappointed. (Perhaps some did and I’m not aware of it.) It’s never a guarantee when we take a risk like that. But more often than not, I’ve found that my willingness to be imperfect and authentic, as the leader of that space, is directly correlated with how deep the learning can go.
In retrospect, though, there were a couple of factors that helped the vulnerability land well. For one thing, I let the participants know that they didn’t have to take care of me – that I wasn’t so vulnerable that they had to spend their energy making sure I was okay. Whenever I teach, I have other people that I trust outside of the circle to whom I can send a distress signal (usually via text message) simply to ask them for virtual support. I’m careful not to have the expectation that people who’ve come to learn from me also have to look after my emotional well-being. (Though I do appreciate their concern, I don’t make it their responsibility.)
Secondly, I paired the vulnerability with strength – letting them know that I was still prepared to take responsibility for leadership and for making decisions about what direction the workshop would take. I invited them to trust my sense of the right pace, content, etc.
As in the Buddhist teaching around warriorship, I practiced showing up with a “strong back and soft belly” – prepared to show them my vulnerability while still carrying myself with strength.
In the end, the workshops that take me through the most difficult terrain are usually the ones where I walk away with the most learning. I hope the same is true for those who were there with me. I am forever grateful for their willingness to step into the liminal space with me.
* * * *
Want to learn more about holding space? Check out my Holding Space Coach/Facilitator Program. The next session starts in January 2019.
“I don’t think of myself as a leader.” I hear that statement often from my clients and I understand it – I used to say the same thing myself. It wasn’t until a special mentor/boss took me aside and told me that she saw leadership ability in me and then offered me my first leadership position that I first started to recognize that I had capacity to lead.
One of the reasons that the people I work with don’t see themselves as leaders is because they equate leadership with authoritarianism. In their experience, a leader is in control, has more knowledge than those they lead, provides solutions to all of the problems, and makes all of the tough decisions. In an authoritarian model, the leader has “power over” their subordinates and is expected to be the authority on all things. While that form of leadership may be desirable for some people (especially those who feel fearful about their safety) and may be necessary in some situations (when children are small and need to be kept safe, or when a country is at war), it can easily become destructive and disempowering.
Anyone who’s attracted to what I teach about holding space is not inclined to seek out or emulate that kind of authoritative power and has likely witnessed its destruction, and so they steer clear of the mantle of leadership.
Instead of steering clear of it though, I’d like us to consider an alternative model that fits us better and that I believe is badly needed in the world today. I’d like to invite us to consider what it means for a leader to have “power with”.
Whenever I talk about leadership, I usually end up back at the place where I started, twenty years ago, when I first started to explore what it meant to be a leader. The first three books that really landed for me and helped me define the kind of leader I wanted to be were Turning to One Another: Simple Conversations to Restore Hope to the Future, by Meg Wheatley; The Authentic Leader: It’s about Presence, not Position, by David Irvine; and Calling the Circle: The First and Future Council, by Christina Baldwin. I read a lot of other leadership books (and some of them are listed on my Books & Resourcespage), but these three helped me ground myself in the leadership model that felt most authentic and intuitive for me rather than the one that I saw reflected in the world around me.
These books made leadership feel possible because they were about leading from a place of humility and authenticity rather than authority and control. I didn’t have to be invincible or unflappable to be a leader – I could bring my flaws, my insecurity, and my humanity into the role. I could step into it with curiosity and openness and I could rely on those I lead to bring their skills to the table where mine were lacking.
These three books taught me that a leader:
- is a host rather than a hero
- collaborates rather than controls
- claims and shares power but doesn’t abuse it
- has authority and influence but doesn’t need to be authoritarian
- gathers people for meaningful conversations and practices genuine listening
- shows up authentically and with appropriate vulnerability
- admits what she doesn’t know and allows others to fill in the gaps
- co-creates an environment where ALL can shine
- invites people to contribute with their unique strengths and abilities
- isn’t afraid to apologize and/or admit she is wrong
- balances innovation and progress with stability and contemplation
- knows how to hold space for complexity, growth, change, etc.
Meg Wheatley says that “a leader is anyone willing to help, anyone who sees something that needs to change and takes the first steps to influence that situation.” In other words, we don’t need to wait until we’ve been given leadership positions in order to lead – we simply have to notice the need and step in to offer what we can to help fill it.
If we alter our definition of leadership to this more collaborative model, what are the most essential competencies and qualities that a leader needs to foster? Here are some of my thoughts (in no particular order):
- Humility. It takes humility and a willingness to give up the need to be right in order to be a collaborative leader. Effective leaders share the spotlight (or step out of it entirely) and share the credit (or give it to whoever earned it). Their humility is not self-deprecating, nor does it mask insecurity, but rather it is honest, authentic, openhearted, and courageous. Humility welcomes the brilliance of others and doesn’t need to outshine it.
- Generosity. Collaborative leaders are generous in their support of other people, generous in offering up their time to others, and generous in how they encourage and inspire people. They don’t see everything they do as transactional (ie. “I’ll do X for you if you do Y for me.”) but instead invite people to function in a “gift economy”, offering up their best toward the common good.
- Self-awareness. Self-aware leaders recognize and admit their weakness, take responsibility for their mistakes, and don’t project their baggage and unhealed wounds onto other people. They also know their strengths and capacities and aren’t afraid to step into their own power. While they embrace community and collaboration, they don’t approach people from a place of neediness, seeking out other people’s affirmation and validation.
- Self-regulation. When effective leaders are overwhelmed, stressed out, or triggered, they practice self-regulation (and/or have support systems that help them co-regulate) in order to calm and control their emotions rather than dumping them on other people. They’ve done enough personal growth work that they recognize how much instability can be created by their dis-regulated emotional outbursts, and so they work to create a more stable and safe environment for everyone.
- Self-forgiveness. While self-awareness, self-regulation, and generosity are important qualities, leaders are still human and they’ll mess up occasionally, and do selfish things or react to triggers in unhealthy ways. When they do, they take responsibility for it, make any necessary restitutions, learn what they need to from the experience, and then practice self-forgiveness and self-care.
- Courage. Courage is defined by Google as “the ability to do something that frightens one” and “strength in the face of pain or grief”. I like the combination of these two definitions because it’s not about the absence of fear, but rather the ability and strength to act in spite of it. Effective leaders might be quaking in their boots, but still step forward and do and/or say what’s right. Courage is contagious – when we are in the company of those who practice it, we are more inclined to find the capacity in ourselves.
- Power. When I first turned away from authoritarian leadership and chose a different model, I thought power was a dirty word, but I’ve changed my mind since. Power is only dirty if it is abused and if it exists apart from love. As Martin Luther King said, “Power without love is reckless and abusive, and love without power is sentimental and anemic.” Effective leaders aren’t afraid of power – they claim it, share it, and use it with love.
- Resilience. An effective leader can survive struggle and opposition and can find their way back to strength. It’s not that they are never beaten down – they are – but they get up the next day (or the next week, or month) and do what needs to be done to get back on track. If one path doesn’t work, they adapt and find an alternative. If one attempt fails, they try something else. Repeatedly, they return to their sense of purpose and meaning and they persevere.
- Meaning-making. When I first started learning about leadership, I kept hearing about how a leader had to have a sense of vision, and while I agree to a certain point, it always felt like there was something missing from that model. A vision might inspire us for the future, but what about the present? Instead, I now focus on meaning-making. An effective leader strives to make meaning out of the current moment even when the vision is blurred and the future looks dim. Even when there is only struggle and no hope, a leader looks for meaning and purpose.
- The ability to hold space. This may be the competency that is the most counter-cultural when compared to an authoritarian leadership model. An effective leader is willing and able to be present for others while they make the journey through liminal space. They don’t impose their own desired outcome and they don’t rush the process. They practice mindfulness and presence, while not backing away from complexity and confusion.
This is only a partial list, and I can think of others (like the ability to build strength in diversity, for example), but this is, at least, a start in exploring what kind of leadership we need for times like these. I wonder how the world might change if we seek to be, to follow, and to elect leaders like these.
I was sitting at the beach with my journal recently, while on a private writing retreat with a friend. It was a perfect summer morning, with the kind of blue sky painted with white clouds that makes the world seem a little easier to navigate.
I was alone on the beach until a curious flotilla entered the scene from further down the shore. A man on a paddle board was pulling behind him two children – a young girl with purple hair on a floating unicorn, and, behind that, a younger boy on what looked like a plastic replica of Tom Sawyer’s raft. Despite his passengers, the man paddled and navigated with ease on the smooth lake and the entire flotilla soon landed on the shore where I sat.
As they approached the beach, I heard one of the children ask whether they could go further out from shore. “No,” said the man, who was clearly their father. “If we’re too far from the shore, we might get caught by the wind and drift all the way to the other side of the lake. Then we’d have to walk a few miles home.”
Climbing off their flotation devices, the children clamoured onto the beach for some play time. They explored the beach and the young boy tried to entice his sister to build a sand castle. “No,” she said, “not right now.” Instead, she followed her dad to where he’d discovered animal prints in the sand. “Deer,” she said, when he asked what she thought they were.
Before long, the dad asked if they were ready to go out again. “Yes,” they both said. “But can we go out a little deeper first so that it’s easier to climb on?” asked the girl. Her dad obliged.
On the way out, the boy asked if they could go close enough to touch one of the buoys that marked the edge of the swimming area. “It’s not easy to steer,” said the dad, “but I’ll try.” He was successful and the children both touched the buoy.
They disappeared down the beach, but a little while later, they were back within my view. This time, Dad was taking a rest from the paddling and was sitting on his paddleboard. Both children had joined him on the board, and they were trusting the gentle waves to do the work of bringing them back to shore. Soon, though, the girl was ready to climb back onto her unicorn and the boy followed suit, back onto his own raft. Dad stood up to paddle again and reminded them that they’d have to stay close to shore so that they’d be safe.
When a motorboat whizzed past and the wake rocked their flotilla, the girl said “boats are evil.” Sure enough, she was knocked off her unicorn into the water. She was wearing a life jacket, though, so she wasn’t in real danger. A man on a canoe close by called out, asking if everyone was okay. All three respond that yes, they were fine, but they appreciated the offer of support. Dad on his paddle board didn’t seem phased by his daughter capsizing – instead he watched as the young boy helped his sister climb onto his raft. They sat together for awhile, until the girl was ready to return to her unicorn
As I was watching this unfold in front of me, I became amused at the metaphor and started recording the scene in my journal. Here’s what it taught me about leadership and holding space:
- Know the limitationsof your team/community/family and avoid leading them into deeper water than you can navigate.
- If you remain under the right conditions, leadership and navigation can be smooth and easy.
- Don’t stay in the shallow waterall of the time, though, or you’ll miss some of the fun and discovery and opportunity to learn (ie. being tipped by a passing boat). Take a calculated chance now and then, and know when it’s time to return to safety.
- Invite input about direction changefrom community members (ie. touching the buoy), be honest about your capacity to give them what they ask for, and then do your best to follow through.
- Allow each member of the community/team/family/etc. to maintain their own sovereignty and identity(ie. purple hair) and to function within the container that fits them (ie. unicorn or raft). Being tied together with a common purpose doesn’t mean you have to assimilate to a certain arbitrary norm.
- Provide proper equipment and resources(ie. life jackets and rafts) so that when the water gets unexpectedly rough, community members can rescue themselves and do not need to call in outside help (or the leader) to solve the problem for them.
- Allow the community/team/family to support each other, to problem solve for each other and themselves, and to care for each other in times of stress. A leader holds space for this to happen, but doesn’t need to take it all on.
- Once in awhile, invite everyone onto the same flotation device, take a rest, and enjoy the companionship.
- Build a consent-based culture, where people can say no to building sand castles if they don’t want to, without fearing repercussions for their “no”.
- Be open to outside help(ie. a man on a canoe), but let your people feel empowered to figure things out on their own if they don’t need help.
- When you get scared(or wet from capsizing), there’s no shame in sitting in someone else’s container for awhile and letting them care for you.
- Ask for what you need(ie. slightly deeper water for ease of entry) and do your best to meet each other’s needs.
- Don’t forget to have fun!
1. Safety – my privilege
The atmosphere was rather festive as my daughters and I made banners for the women’s march. They’re not new to political activism, having been raised in a home where political dialogue is as common as mashed potatoes, but this was the first time all four of us were going to a march together and the first time we were all making our own banners. One chose a Star Wars reference and another chose Hamilton – their pop culture of choice. They dressed up and I teased them with “this is the resistance – not a fashion parade.” They retorted with “Feminism has evolved, Mom. Our generation believes we can look cute AND resist at the same time.”
On the way downtown, we picked up Saleha, a Muslim friend who’s lived in Canada for 10 years. She was excited and passionate about the march – her first political action of this kind.
The meeting place quickly filled with thousands of marchers – predominantly white women, some wearing pink pussy hats, some holding signs. As people gathered, one of the organizers announced that an Indigenous elder would be smudging whoever was interested. Saleha was eager for the opportunity, so we got in line. I stood by and watched a beautiful moment unfold – Saleha opening her hijab like a tent to let the smoke touch her face and her ears, while the elder offered gentle guidance. When Saleha turned away, the emotion on her face told me how moving it had been.
Leaning on a rail on the second floor of the meeting space, we watched the speakers and drumming group on stage. A mix of intersectional voices – Indigenous, immigrants, transgender, and women of colour – inspired us to consider ALL human rights, not just those that have been too often centred in marches like these (able-bodied, cisgender, heterosexual white women).
Slowly, the crowd made its way onto the street. As soon as we stepped onto the street, I sensed something had changed in Saleha’s demeanour. I turned toward her. “Are you okay?” I asked.
“No,” she said. “Suddenly I don’t feel safe anymore.”
“Would you like me to hold your hand?” I asked.
“Yes, I think I need you to,” she responded.
Holding hands, we followed the crowd. Looking around, I tried to find at least one other woman on the street in a hijab, but I could see none. Nor were there many women of colour or Indigenous women. It was mostly women who looked like me – a crowd of white feminists, probably mostly unaware of who was missing. Did all of those other, more marginalized women, avoid the march because they sensed the same feeling of insecurity that was coming up for Saleha?
More than once I turned to her and said “If it feels unsafe to be here, we can step out and leave the crowd.”
“No,” she said. “I want to do this. I’ll stay in it as long as I can.” We kept walking and the stories began to spill. “It’s illegal to protest like this where I come from,” she said. “I once witnessed a friend yanked off the street by the authorities. We didn’t see him again after that.”
“The day after the Paris attacks, I was waiting for a train in Amsterdam when a man shoved his face just inches from mine and started verbally attacking me. Nobody stepped in to stop me.”
On and on it went – the many times she had felt unsafe, just because she was a woman on the street wearing a hijab. The airport security checks when customs officers discovered her last name was the same as one of the 9-11 terrorists, the times she’s dropped her children off at school and teachers or other moms ignored her until they realized she spoke English like them, the drunk man on the street who told her to go back home in front of her children.
“I don’t know why these are all coming up right now,” she said. “Each time something happened, I stuffed it away and told myself I was okay. It was the only way I could carry on – to convince myself I was safe. But I’m not safe. Since coming to Canada, I’ve done everything I can to blend in and to convince people that I’m not a threat. I worked so hard to learn English. And now I will probably cancel my post-grad studies in the U.S. because I’ll be even less safe there.”
More than once, as we walked, she apologized for saying things that might make me, a white woman, feel badly for what people like me had done or said to her. “I don’t want to be somebody who blames white people.”
“Stop,” I said. “You don’t need to apologize. If I am your friend, I need to be able to hear the ways that you feel unsafe around people like me. Even if it makes me uncomfortable, I need to listen. You are not responsible for looking after me in this situation.”
“But I’m not used to this kind of conversation,” she said. “I am much more used to doing whatever it takes to make white women like you feel safe.”
As we walked, I glanced ahead to where my daughters walked, and was suddenly hit with these two realizations:
- I and my daughters never once considered that we might be unsafe on the street. My safety to march is just one of the many privileges I take for granted. So is my safety to go grocery shopping, to drop my kids off at school, and to ride the bus without being verbally attacked. Although there are some places I wouldn’t feel safe, especially at night, I have access to enough privilege (ie. my own vehicle, a house in a relatively safe part of town, etc.) that I rarely have to place myself in situations where I am at risk.
- Although I consider myself to be as non-threatening as a person could be, my white skin and my place within the dominant culture make me unsafe for some people. In order to stay safe themselves, others often need to contort themselves in order to make me feel safe. White women like me might present a particular risk because we’re the ones that the police would probably respond to most quickly if we were feeling threatened.
2. Safety – my cage
My friend Desiree is fierce and bold. She says things on her Facebook stream that I don’t have the courage to say and she doesn’t apologize if people take offence to them. Rather than coddling people, she expects them to take responsibility for their own emotional response.
We are quite different in our communication styles and I’ve often wondered about the many factors that contribute to that difference. I chalk up my more conciliatory, sometimes timid communication style to my pacifist, Mennonite, Canadian roots, but lately I’ve considered that it may be more than that. We may have been intentionally conditioned differently by the patriarchy.
For nearly seven years now, Desiree and I have been having periodic conversations about the ways in which we’ve learned to respond to the world differently. As a Black woman living in the southern U.S., her lived experience is quite different from mine. We’re passionate about many of the same things, but we came to these issues from different directions.
After the women’s march, Desiree and I talked about what the march represented, what happened during the march, whose voices were heard, etc. One of our most profound conversations was about the images on social media that portrayed police officers wearing pink pussy hats at the marches.
“When white women show up to protest,” Desiree said, “police wear pink pussy hats. But when people of colour show up to protest, they wear riot gear.”
We went back and forth about what that meant. Did the police just assume that, because the Women’s March was predominantly white women, there would be no danger involved? Was it a purely race-related difference?
And then, something new emerged in our conversation – the possibility that the police were serving as agents of the patriarchy, keeping white women in line by appeasing them and convincing them they were there to protect THEM from outside forces rather than protecting OTHERS from them. When they show up with riot gear, they’re protecting the community from the protestors. When they put on pussy hats, they’re signalling that they’re protecting the protestors.
And that, we theorized, is one of the reasons that there is fragility among white women (and why someone like me might adopt a more timid, conciliatory communication style) – because we have been conditioned by the hierarchy to believe that our fragility keeps us safe. As long as we are fragile, the patriarchy protects us. When we are no longer fragile, the patriarchy withdraws its protection and we are at risk.
The patriarchy benefits from the fragility of white women.
Women of colour, on the other hand, don’t have the luxury of being fragile. They are taught to survive at whatever cost, usually by their own means and without the help of those in authority. They don’t grow up assuming that the police will protect them if they are fragile. They grow up with images of the police protecting the community from them, not the other way around.
This is how the patriarchy keeps us both in line – by keeping us separate and at odds. It’s the same way that apartheid worked in South Africa. The white establishment created fractions between the local tribes, giving some more access to education, jobs, etc. When they were fighting amongst themselves, they did not present a threat to those in power. If you look around at the places where women are gathering to develop political actions such as the Women’s March, you’ll see the same kind of dissension. Groups with differing access to privilege, power, and protection have a hard time hearing each other’s concerns.
(I would add that those police officers in pussy hats and riot gear are also being controlled and wounded by the patriarchy, though they probably don’t recognize it. It’s a flawed system that is doing damage to us all.)
Two more realizations:
- Fragility in white women is real AND it’s tool of the patriarchy in order to keep us silent and weak. If I don’t challenge it in myself, I stay trapped and nothing changes.
- If I place too high a value on my own safety, I won’t risk stepping into conversations that make me uncomfortable and I won’t be able to build better relationships with women of colour and other groups that have been oppressed by the patriarchy.
3. Safety – my right
A few days ago, I was part of a text conversation of another kind. My friend Jo shared that she had been verbally abused in a conversation on social media. She’d been invited into a conversation about whether or not patriarchy is real, and though she intuitively felt unsafe as the only women surrounded by opinionated men, trying to explain something that they had all benefited from, she took the risk because she cared about the person who invited her. She stated her discomfort, but that discomfort was used as a weapon against her to make her feel shame for wanting a “safe space”.
Jo’s story reminded me of the times when I too have felt unsafe, trying to explain sexism or discrimination to those who had more power than me. Several years ago, I wrote a letter addressing some sexist behaviour on the board of an organization I was part of and I sent it to the three men I thought needed to be aware of it. My letter was ignored by one, dismissed by another, and responded to only with a back-handed comment by the third. I was left feeling small and ashamed for “over-reacting” and unsafe to raise any such concerns again in the future.
I know, from listening to my friends who are Indigenous and people of colour, that they feel similarly when white people ask them to explain racism, or when they need to challenge racism in their workplace. It is unfair to expect the people who’ve been oppressed to explain to those who’ve benefited from the oppression. It puts them in a dangerous position where they are often targeted with more abuse for “over-reacting”, “being too sensitive”, etc. Some people even lose their jobs for daring to challenge the system.
Though I have to recognize safety as my privilege and my trap, I also believe that it is a human right. Those who dismiss my safety as irrelevant or who tell me I’m over-reacting and need to calm down are attempting to gaslight me – making me think that I’m crazy or weak for needing safety. That’s how oppressors win.
As I mentioned in my last post, trauma further complicates this issue. Unhealed trauma convinces us that we are unsafe even when we aren’t. And much of that trauma is hard to pinpoint because we may have inherited it or it may have been caused before we were old enough to know what was going on. The fear that comes up when a trauma memory is triggered is as real as the fear we felt when the trauma happened.
Two more realizations:
- Next to air, water, and food, safety is our most basic need. We will do almost anything to find safety, including contorting ourselves in the presence of those who make us feel unsafe. Those who’ve been oppressed are usually masterful at contortion, and if they’re not, they are at greater risk.
- When we have experienced trauma, our need for safety is easily triggered and our bodies respond with fight, flight, or freeze. Often we don’t recognize that we are being triggered and then it’s easy to feel shame for over-reacting. Those with more power usually don’t recognize (or choose to ignore) that they are triggering our fear and our shame because their lived experience is very different.
Note: All three of the friends mentioned in this post gave permission for their stories to be shared.
Interested in more articles like this? Add your name to my email list and you’ll receive a free ebook, A Path to Connection and my bi-weekly reflections.
I first noticed it while watching the first presidential debate. When Trump spent the whole time interrupting Hillary Clinton, belittling her, and standing behind her in an intimidating way while she spoke, I was so shaken up that I could barely stand it. This wasn’t just the usual political jostling for space – it was something more. My daughters were surprised when I kept yelling at the TV and by the end of it, I had to go for a long walk to release my outrage rather than take it out on the people I loved.
It was worse when the infamous bus video came out and we heard him unapologetically talking about grabbing women by the pussy. That one took me more than just a long walk to release.
I noticed it again last week during his press conference, when he was gas-lighting reporters by refusing to take their questions, calling their news outlets “fake news”, and treating them like they were stupid for listening to any of the leaked information about Russian interference. This time, though, I knew it was coming so I could witness my reaction more objectively, almost like a scientist watching a subject respond to stimuli.
It took me a while to figure out what was going on. I am, after all, a Canadian who won’t have to live under this administration. Why did I have such strong emotional AND physical reactions to him? Why couldn’t I simply ignore him or dismiss him as full of hot air but not my problem?
I realized that I was being triggered. Like so many other women who have shared similar responses, Trump’s misogyny, gas-lighting, bragging about sexual conduct, intimidation, etc. was triggering my past trauma.
Like every woman, I have been interrupted time and time again by men who think their voice is somehow endued with more wisdom. I have been raped by a man who climbed through my bedroom window and let his lack of control over his own sexual desire shatter my youthful innocence. I have been the victim of gas-lighting by more than one person who couldn’t bear to listen to my concerns and dismissed them as irrelevant, convincing me that I must simply be overreacting. I have been repeatedly grabbed by the pussy by a man who thought he had the right to do so and who ignored my effort to explain why it didn’t feel good.
I have worked hard to find healing for all of these things, but trauma doesn’t go away easily. It hovers under the surface, pretending it’s healed, pretending it’s a thing of the past. But then when it’s triggered by a stimulus that brings back the body memory of the trauma, it erupts in fear and rage and physical pain and all manner of complex emotional and physical reactions. It’s not rational – it just is.
Trauma responses are primal responses – meant to protect us from whatever threatens our safety. They are also deeply rooted in our bodies and cannot be regulated with only a brain response. I couldn’t think my way through my reaction to Trump – I had to seek to understand it on a much deeper level. That’s why some of the “just think positive thoughts” self-help mantras can be so damaging – because they attempt to gloss over the way that trauma, grief, fear, etc., gets rooted in our bodies and has to be healed by a much more holistic approach than simply positive thoughts.
In recent months, especially since Trump won the election, I have been hearing similar responses from many, many people not only in the U.S., but all over the world. It feels like his election has unleashed an epidemic of trauma. We’re vibrating in fear and rage that is deeply rooted in us and we don’t know how to respond. Many dismiss us as over-reacting (because surely our trauma isn’t as bad as people who’ve lived in war zones, for example, so it’s not legitimate), but that feels like a whole other layer of gas-lighting that diminishes our experience and heightens our response.
I’m also hearing another voice – the voice of People of Colour and other marginalized groups saying to white women like me “What took you so long to wake up? We’ve been saying for years that the system is rigged against us. Why did it take Trump getting elected for you to see what’s going on? And why are you being so fragile when we’ve seen much worse?”
The answer to that is complex and multi-layered, and some of it has to do with our privilege and access to power. Some of it also has to do with the fact that it took us longer to be triggered. While People of Colour have been seeing things in the media for a long, long time (probably all of their lives) that has triggered their trauma, we’ve been able to ignore it longer because it didn’t apply to us.
It’s like an abusive family where some are suffering the abuse more than others. The child who’s not getting hit can say “It’s not happening to me, so that means it’s not happening.” She says it out of self-preservation – because the only way she knows how to survive is to live in denial. But then one day she gets whacked across the head by the abuser and suddenly she has to rewrite the narrative of her family. Suddenly she too is unsafe.
The problem is that it’s difficult to forgive someone who ignores your pain until she feels the pain herself. And it’s difficult to feel empathy for the tears and rage of someone who spent much of her life in denial and dismissal of yours. And it’s also difficult to trust and be in relationship with people with trauma when you too have been traumatized. So we end up with situations like the Women’s March on Washington, where they’ve had to work through various levels of conflict trying to find a common voice that gives space for all of the marginalized groups that want to be heard. And this is only scratching the surface – these groups will need to do some deep healing work to learn to speak of their trauma and betrayal and fragility and find ways to heal it and learn to trust each other to hold space for it all in order to move forward with a united voice.
There are other complicating factors as well. Some of our trauma didn’t start with us. Some of it was passed down through the generations, and when we are being triggered by a stimulus we don’t understand, it might actually be related to a trauma experienced by a grandmother or great-grandfather. There is scientific research that has found evidence that we can pass trauma down through our DNA. They’ve found descendants of holocaust survivors who have the genetics of trauma, even though they haven’t personally experienced the trauma themselves. There is also research that says it can be passed through our lineage in ways that aren’t related to DNA.
So, in trying to work together toward a common voice, we also witness the effects of generational trauma. People of Colour who are the descendants of slaves and Indigenous people whose ancestors were the victims of genocide, for example, are carrying centuries of trauma with them. Their ancestors are crying out to be heard through their descendants.
I am the descendants of settlers and colonizers who have not (as far as I know) been subjected to slavery, but I am also aware that my Mennonite ancestors were tortured for their faith and run out of more than one country because of their stance on non-resistance. I suspect some of that trauma was passed down through my DNA and then got all mixed up with my settler guilt to create a stew of complex personal narratives and healing work.
And then there are the witch burnings. Women are carrying this in our DNA as well. At one time, any woman who would have dared to speak about the Feminine Divine or even who was courageous enough to own her own business was called a witch and burned at the stake. We carry with us that body memory as well, and when we consider marching or raising our voices or making a scene in any way, we might be triggered by the ancient voices in us, passed down through the generations, that say “it’s not safe. We were burned for this.”
The other complicating factor is that “hurt people hurt people”. Those who’ve suffered trauma and have not addressed or healed it in themselves are more likely to inflict it on others. Gabor Maté, a world-renowned expert on trauma, surmises, in fact, that Donald Trump’s behaviour is evidence that he was a victim of trauma. “What we perceive as the adult personality often reflects compensations a helpless child unwittingly adopted in order to survive. Such adaptations can become wired into the brain, persisting into adulthood. Underneath all psychiatric categories Trump manifests childhood trauma.”
Maté also says “The flaws of our leaders perfectly mirror the emotional underdevelopment of the society that elevates them to power.” That suggests that we have a whole lot of people walking around with unhealed trauma and those people are capable of causing a great deal of harm as a result. That’s a frightening thought.
Today, Trump is being inaugurated, and I fear that we have only begun to see the wide-ranging effects of the trauma being triggered by his actions and by those he’s placing in positions of leadership. I fear that trauma specialists will be overwhelmed with the people coming to them for support. I also suspect that physical health will suffer – that emergency rooms will see more and more mysterious illnesses that people haven’t connected to their trauma. And we may see an increase in violence, with traumatized people not knowing how to manage their unexpected response to stimuli. I hope that I’m wrong on all counts.
What do we do about it? A trauma therapist would tell us to remove the stimulus from our lives first so that we can heal, but we can’t hide from it when the person triggering us is possibly the most influential leader in the world. So we must do our best to heal ourselves, to equip ourselves with coping skills, and to become trauma-informed so that we can support each other through this.
If you want to become more trauma-informed, here are some resources that I have found useful:
- Trauma: The Injury Where the Blood Doesn’t Flow. In this podcast (that is part of an entire series of podcasts on trauma) is an interview with Eduardo Duran who works with Native and Indigenous cultures in the healing of trauma. He shares how Indigenous spirituality is woven into the generational healing work that he does. I found it to be really eye-opening about how spirituality needs to be a part of the conversation.
- TRE – Tension and Trauma Releasing Exercises. Based in the belief that trauma becomes rooted in our bodies, Dr. David Berceli developed a series of exercises that assist the body in releasing deep muscular patterns of stress, tension and trauma. My friends Petra and Leckey are specialists in TRE if you’re looking for someone to help you.
- When the Body Says No: Exploring the Stress-Disease Connection, by Dr. Gabor Mate. Dr. Mate has done extensive research in the mind-body connection where stress and trauma are concerned. He links many forms of physical illness (ie. arthritis, cancer, diabetes, heart disease, irritable bowel syndrome, multiple sclerosis) to the ways in which our bodies have been trying to protect us from emotional harm.
- It Didn’t Start With You: How Inherited Family Trauma Shapes Who We Are and How to End the Cycle, by Mark Wolynn. This is a fascinating and eye-opening book about the ways that we inherit trauma. One of the stories that stuck with me most was about a young man who had been a successful student and athlete and suddenly he couldn’t sleep at night and was suffering from terrifying cold in the middle of the night. After some work with Wolynn, he discovered that an uncle he hadn’t even known had frozen to death in a hunting camp at the exact age this young man was at the time when the cold and sleeplessness started.
- In an Unspoken Voice: How the Body Releases Trauma and Restores Goodness, by Peter A. Levine. Like Gabor Mate, Levine is a leading voice in the field of trauma. He draws on his research and observation of the naturalistic animal world to explain the nature and transformation of trauma in the body, brain, and psyche.
- The Body Keeps the Score: Brain, Mind, and Body in the Healing of Trauma, by Bessel Van Der Kolk. This is the third book on a similar subject (ie. the body and trauma) in this list, so it might seem redundant, but I find that each of these offers something slightly different that adds to body of wisdom. Van Der Kolk uses recent scientific advances to show how trauma literally reshapes both body and brain, compromising sufferers’ capacities for pleasure, engagement, self-control, and trust.
- Beyond Inclusion, Beyond Empowerment: A Developmental Strategy to Liberate Everyone, by Leticia Nieto with Margo F. Boyer. This isn’t specifically about trauma, but it’s a useful resource about working with marginalized populations.
- Man’s Search for Meaning, by Viktor Frankl. While I don’t recall Frankl actually using the language of trauma, this profound book about his experience in surviving concentration camp talks about how our quest for meaning creates resilience. I believe it will be an important book to return to in the next four years.
- The Shadow King: The Invisible Force That Holds Women Back, by Sidra Stone. Again, not specifically about trauma, but a really useful read about how the Inner Patriarch (which, I believe, is rooted in trauma) has held women back and how we can reclaim our power.
- The Burning Times: A documentary about the witch hunts in Europe. The film questions whether the widespread violence against women and the neglect of our environment today can be traced back to those times.
Note: I realize that my resource list is rather limited and includes mostly the voices of men (especially for those resources directly related to trauma). I would like to expand this list with more voices of women and marginalized people working in the field of trauma. If you know of any, please offer them in the comments.
Interested in more articles like this? Add your name to my email list and you’ll receive a free ebook, A Path to Connection and my bi-weekly reflections.
“Can’t you just give us clear direction so we know what’s expected of us?” That question was asked of me ten years ago by a staff person who was frustrated with my collaborative style of leadership. He didn’t want collaboration – he simply wanted direction and clarity and top-down decision making.
What I read between the lines was this: “It makes me feel more safe when I know what’s expected of me.” And maybe a little of this: “If you’re the one making decisions and giving directions, I don’t have to share any collective responsibility. If anything goes wrong, I can blame the boss and walk away with my reputation intact.”
I didn’t change my leadership style, but it made me curious about what different people want from leadership and why. While that staff person was expressing a desire for more direction, others on my team were asking for more autonomy and decision-making power. It seemed impossible to please everyone.
I’ve been thinking back to that conversation lately as I watch the incredulous rise to power of Donald Trump. No matter how many sexist or racist comments he makes, no matter how many people with disabilities he makes fun of, and no matter how many small business owners he’s cheated, his support base remains remarkably solid. As he himself has said, he “could shoot someone and not lose votes”. (I’m glad I’m no longer teaching a course on public relations, because he’s breaking all of the “rules” I used to teach and getting away with it.)
It seems implausible that this could happen, but this article on Trump’s appeal to authoritarian personalities helps me make sense of it.
“‘Trump’s electoral strength — and his staying power — have been buoyed, above all, by Americans with authoritarian inclinations,’ political scientist Matthew MacWilliams wrote in Politico. In an online poll of 1,800 Americans, conducted in late December, he found an authoritarian mindset — that is, belief in absolute obedience to authority — was the sole ‘statistically significant variable’ that predicted support for Trump.”
“Authoritarians obey,” says the author of the study, “They rally to and follow strong leaders. And they respond aggressively to outsiders, especially when they feel threatened.”
Authoritarians hold strong values around safety, and they expect a leader to give them what they need. They don’t mind following a bully, as long as that bully is serving THEIR needs for security. Hence the popularity of Trump’s proposals to build a wall on the Mexican border and to keep Muslims from entering the country, and the way his supporters cheered when he told security to throw the protestors out of the places where he was campaigning. He makes his supporters feel safe because he won’t hesitate to rough up “the enemy”. They might even put up with some of the bullying directed at people like them (hence the surprising tolerance of Trump’s behaviour among his female supporters) if it means those who threaten them are kept at bay.
Where does an authoritarian mindset come from? According to the article quoted above, there is evidence that it is passed down from one generation to the next. Religious views can also play a strong role. Those who were conditioned by upbringing and religion to obey the authority figures at all cost are more likely to vote for someone who reflects that kind of leadership. If you grew up never allowed to question authority, no matter how illogical or unbalanced it might seem, then you are more likely to have an authoritarian mindset.
There is also a correlation with how fearful a person tends to be. Those who are, due to personality and/or conditioning, frequently motivated by fear, will be more inclined to trust an authoritarian leader because the clear boundaries such a person establishes is what makes them feel more safe.
Also, it cannot be denied that an authoritarian mindset is associated with a lack of emotional and spiritual development. As Richard Rohr says in Falling Upward: A Spirituality for the Two Halves of Life, those who still cling to the black and white, right and wrong of authoritarianism are choosing to stay stuck in the first half of life. “In the first half of life, success, security, and containment are almost the only questions. They are the early stages in Maslow’s ‘hierarchy of needs.’ We all want and need various certitudes, constants, and insurance policies at every stage of life.” Stepping into “second-half-of-life” involves a lot more grey zones and ambiguity, so it’s a more frightening place to be.
Does it matter that some of us prefer authoritarian leadership over other styles? Shouldn’t the rest of us simply adapt a “live and let live” attitude about it and not try to change people? Don’t we all have a right to our own opinions?
Though I am deeply committed to holding space for people in a non-judgemental way (and I tried to create that environment when I was leading the people I mentioned above) I am convinced that it DOES matter. Yes, we should respect and listen without judgement to those who look for authoritarianism, and we should seek to understand their fear, but that doesn’t mean that we should allow their fear and social conditioning to make major decisions about who leads us and how we are lead. That authoritarian mindset is a sign of an immature society and it is holding us back. It must be challenged for the sake of our future.
Around the same time as my staff person asked for more authoritarian leadership from me, I was immersing myself in progressive teachings on leadership such as The Circle Way, The Art of Hosting, and Theory U. These methodologies teach that there is a “leader in ever chair”, that the “wisdom comes from within the circle”, and that “the future is emerging and not under our control”. Though these models can (and do) function within hierarchical structures, they teach us to value the wisdom and leadership at ALL levels of the hierarchy.
Margaret Wheatley and Deborah Frieze (two people I had the pleasure of studying with in my quest for a deeper understanding about leadership), in this article on Leadership in the Age of Complexity and in their book Walk Out Walk On, say that it is time to move from “leader as hero” to “leader as host”.
“For too long, too many of us have been entranced by heroes. Perhaps it’s our desire to be saved, to not have to do the hard work, to rely on someone else to figure things out. Constantly we are barraged by politicians presenting themselves as heroes, the ones who will fix everything and make our problems go away. It’s a seductive image, an enticing promise. And we keep believing it. Somewhere there’s someone who will make it all better. Somewhere, there’s someone who’s visionary, inspiring, brilliant, trustworthy, and we’ll all happily follow him or her.”
This style of leadership may have served humanity during a simpler time, but that time is past. Now we are faced with so much complexity that we cannot rely on an outdated style of leadership.
“Heroic leadership rests on the illusion that someone can be in control. Yet we live in a world of complex systems whose very existence means they are inherently uncontrollable. No one is in charge of our food systems. No one is in charge of our schools. No one is in charge of the environment. No one is in charge of national security. No one is in charge! These systems are emergent phenomena—the result of thousands of small, local actions that converged to create powerful systems with properties that may bear little or no resemblance to the smaller actions that gave rise to them. These are the systems that now dominate our lives; they cannot be changed by working backwards, focusing on only a few simple causes. And certainly they cannot be changed by the boldest visions of our most heroic leaders.”
Instead of heroes, we need hosts. A leader-as-host knows that problems are complex and that in order to understand the full complexity of any issue, all parts of the system need to be invited in to participate and contribute. “These leaders‐as‐hosts are candid enough to admit that they don’t know what to do; they realize that it’s sheer foolishness to rely only on them for answers. But they also know they can trust in other people’s creativity and commitment to get the work done.”
A leader-as-host provides conditions and good group process for people to work together, provides resources, helps protect the boundaries, and offers unequivocal support.
In other words, a host leader holds space for the work to happen, for the issues to be wrestled with, and for the emergence of what is possible from within the circle.
Unlike a host leader, an authoritarian leader hangs onto the past as a model for the future. Consider Trump’s “Make America Great Again” slogan. Instead of holding space for emergence, he knows that his support base clings to the ideal of a simpler, more manageable time. It’s not hard to understand, in this time of complexity, how it can feel more safe to harken back to the past when less was expected of us and the boundaries were more clear (even if that meant more racism and less concern for our environment). Don’t we all, for example, sometimes wish we could be back in our childhood homes when all that was expected of us was that we clean up our toys before bedtime?
But we “can’t go back home again”. The future will emerge with or without us. We can only hope that the right kind of leadership can and will arise (within us and around us) that will help us adapt and grow into it. If not, our planet will suffer, our marginalized people will continue to be disadvantaged, and justice will never be served for those who have been exploited.
In his book, Leading from the Emerging Future, Otto Scharmer talks about leadership not being about individuals, but about the capacity of the whole system. “The essence of leadership has always been about sensing and actualizing the future. It is about crossing the threshold and stepping into a new territory, into a future that is different from the past. The Indo-European root of the English word leadership, leith, means ‘to go forth,’ ‘to cross a threshold,’ or ‘to die.’ Letting go often feels like dying. This deep process of leadership, of letting go and letting the new and unknown come, of dying and being reborn, probably has not changed much over the course of human history. The German poet Johan Wolfgang von Goethe knew it well when he wrote, ‘And if you don’t know this dying and birth, you are merely a dreary guest on Earth.’”
What he’s talking about is essentially the liminal space that I wrote about in the past. It’s the space between stories, when nobody is in control and the best we can do is to hold space for the emerging future. We, as a global collective, are in that liminal space in more ways than one and we need the leaders who are strong enough to support us there.
With Wheatley and Scharmer, I would argue that an important part of our roles as leaders in this age of complexity is to hospice the death of our old ideas about leadership so that new ideas can be born. Authoritarianism will not serve us in the future. It will not help us address the complexity of climate change. It will not help us address racial or gender inequity.
We need leaders – at ALL levels of our governments, institutions, communities, and families – who can dance with complexity, play with possibility, and sit with their fear. We need leaders who can navigate the darkness. We need leaders who can hold seemingly opposing views and not lose sight of the space in between. We need leaders who know how to hold liminal space.
This is not meant to be a political post, and so I won’t tell you who to vote for (partly because I am Canadian and partly because I’m not sure any candidate in any election I’ve witnessed truly reflects the kind of leadership I’m talking about – they are, after all, products of a system we’ve created which may no longer work for the future).
Instead, I will ask you… how is this style of leadership showing up in your own life? Are you serving as host or hero? Are you holding space for the emerging future? And are you asking it of the leaders that you follow and/or elect? Or are you still clinging to the past and hoping the right hero will ride in on a white horse to save us?
It’s time to stop waiting. There are no heroes who can save us. There is only us.
* * * * * *
Note: If you’re interested in exploring more about what it means to have “a leader in every chair”, consider joining me and my colleague, Sharon Faulds, for a workshop on The Circle Way, November 24-26.
Interested in more articles like this? Add your name to my email list and you’ll receive a free ebook, A Path to Connection and my bi-weekly reflections.