The story of the Taoist farmer shows that we can never know whether a situation will turn out to be a crisis or an opportunity. Opportunities and threats do not exist in themselves. They are formed from the choices we make about how to respond.
This means that, if we look at it in the right way, any situation can become an opportunity.
To understand this, let’s first understand how some situations can seem to be a crisis. Let’s imagine a worst case scenario: a situation where someone is facing some sort of extreme crisis that is making her or him experience inner emotional churning.
Now let’s centre and ground ourselves. Then let’s use our tools for making clearer sense of the situation to take away the judgement word ‘crisis’ and replace it with the longer but more accurately descriptive words:
“situation that is taking the leader outside their ability to handle it as routine, and is affecting them emotionally.”
As we now know, the reason the situation is upsetting the person’s emotional balance is because it is resonating with their inner world: either with who they think they are or who they want to become. More specifically, remembering Freud and Schutz, the event will be creating an emotional response when the leader thinks it means something about how competent, significant, or likeable they are:
- People who interpret a situation as meaning that they or their team will be seen as less capable, less important, or less popular will call it a problem or crisis. Situations where businesses fail, make less profit, or lose market share are often seen as crises.
- Situations that show a leader or their team as more competent, important, or popular we call opportunities. For example, scenarios where we can increase profits, grow market share, or show our service is better than competitors’.
- And a situation that doesn’t imply anything either way is a non-event, neither a crisis nor an opportunity, business as usual.
This shows us the root cause of why we see some situations as crises or threats and others as opportunities.
But the story of the Taoist farmer shows that we can never know whether a situation will turn out to be a crisis or an opportunity. Opportunities are formed out of the choices we make about how to respond to events. Pearl Harbor and Dunkirk were crises that became opportunities because of the way people chose to respond to them.
So, if the person imagining the extreme crisis can reinterpret the situation to find the best opportunity, then they can transform both the experience they have and the outcome they create.
If they centre and ground, make clearer sense of the situation, and find the opportunities that exist alongside any threat then they can choose the best way forward for them.
Chapter 1 of Inner Leadership contains tools that help us centre and ground. Chapter 2 contains tools that help us make clearer sense of the situation. Chapter 3 contains tools that help us find the ten types of opportunity that always exist. And Chapter 4 contains tools that help us choose the best way forward for us.
Are you facing a situation that looks like a crisis? Would you like to be able to transform it into multiple opportunities and then choose the best for you?
Adapted from Inner Leadership: tools for building inspiration in times of change.
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