As an executive business coaching firm, VIM Executive Coaching draws upon many influences, up-to-date and ancient; face-to-face and virtual. Sometimes, we will ask a client a guided question to see where it leads. It is as technique as ancient as Socrates or the Zen masters.
In Japan, it is called a “koan.” It is a question for which there is no logical answer. It is defined as “a paradoxical anecdote or riddle…to demonstrate the inadequacy of logical reasoning…”
Who Were You Before?
One such question we recently asked an executive leader going through a contentious time in her workplace was this: “Before you had any intention of being a leader, how did you think you would lead?”
Normally, the bright and creative leader had answers at the ready. She could rattle off numbers, facts and footnotes to any aspect of her organization, but the simple question stumped her.
“It’s hard to answer it. I never thought I would be a leader. My original intention was to be a psychiatric social worker in the inner city.”
“Fair enough. Then let us ask you another question; ‘When you were pursuing your Master’s in Social Work, why did you think you would make an effective leader in your current industry?”
She could not answer that either. Perplexed, she asked us if that was her problem. If the fact that she didn’t have a vision of her effectiveness as a leader “back then,” was why she was having a tough time navigating change in her organization now.
“No,” we assured her, “it is precisely why we have faith you can see this through.”
She needed to see some things about herself, and VIM Executive Coaching was happy to help. Leadership, much like life is an evolving skill that stems from mindfulness and authenticity. It is an organic process that has nothing to do with office politics or trying to please everyone.
“How do you know that?”
We explained that one does not go from being a psychiatric social worker to leading an organization in a completely unrelated field through the use of planning software. It is something else.
Mindfulness is Openness
The leader’s transition from one field to another was organic and unexpected, to be sure, but many of the roots were unintentionally in place. For example, she loved to help people, to transform peoples lives and to lift up those without a voice.
To that end, as the executive leader of an educational software and products organization she was drawn into that field because it obviously involves people, it clearly transforms people by giving them access to greater knowledge and by extension, it elevates them to a higher purpose and set of life goals.
The journey the leader took, while unplanned, was not without a certain amount of logic.
“But I didn’t plan it,” she insisted.
Perhaps not, however the roots of her passion to help others were buried in her DNA. In being authentic as to how she could have the greatest impact on the lives of others, she allowed herself the luxury of being open to the possibilities of using that passion.
As to her contentious problem involving some executives pressuring to get the organization to drift in a new direction, we were certain she could bring about compromise and mutual understanding.
The koan, as it is defined, is not logical. Nor should it be. There are indeed executive decisions and interactions that need authenticity, listening and responding (not reacting) in the moment. The same compassion a psychiatric social worker brings to a situation would also apply to arriving at compromise and resolution during times of change. They are not exclusive.
Sometimes the executive leader must rely on the intangibles cultivated by mindfulness and authenticity that evolve into solid plans and procedures.