
I want to say that the older I get, the more fixed minded I seem to be becoming… but to be fair, I feel like I’ve always been that way. When I was younger, I thought I had a special ability to know things and to be right, most of the time. The interesting thing about this mindset is that instead of opening doors and opportunities, it limits thinking and experiences – the opposite of what we wish for in life. A rich, full life is full of varied experiences and a range of opportunities which can come when you are more open to things and willing to learn.
For the past few years, I’ve been reciting the works of Brene Brown and attempting to hold curious for longer and be more open to new ideas, thoughts and experiences. But it wasn’t until I read her latest book, Strong Ground, that I realised the role of paradoxical thinking that can force you to be more closed and less curious if we allow it.
Welcome to blog #29.
Although a lot of the work I read and listen to is about leadership, the skills are transferrable across all aspects of your life. Developing skills and strategies to listen well and respond with empathy and kindness will work equally as well for you at work as it will at home with you friends, family and loved ones. The more time I spend in this space, the more I realise that leadership is a disposition. It’s a way of being. That way of being and those skills and strategies that you learn and use, are within you all the time, not just in the workplace, and they can serve you well in all situations.
When we are tired, stressed, overwhelmed, busy… we make quick decisions. We do this by relying on what we know to be true, our previous experiences and we live within the moment of quick reactions and responses because “I don’t have time for this.” Does that sound familiar?
In Strong Ground, Brene gives an example of paradox thinking. She explains that she has resisted the idea of using 30-minute blocks of time to schedule herself at work to avoid feelings of despair – knowing each day is planned within 30 minutes blocks on repeat and losing ownership of her time. The opposite tension to this is wanting more time for herself to do the things that she wants to be doing and those that bring her joy. By holding strong to the ideals of “flexibility and freedom are the most important” the opportunity to consider the extra time being made available by having greater structure and limited blocks of time is lost. Holding the space a fraction longer to consider possibilities without jumping to our test-and-tried thinking allows possibilities which may improve our situation.
“The gift of the paradox is that if we hang in there and tolerate the tension- grounding down and holding both ideas- a new and deeper level of understanding is born.”
Holding the space to remain curious for longer instead of jumping to conclusions is the learning here. It’s the ability to have the metacognition to know that you are jumping to conclusions without consideration and to know that curiosity is needed, further consideration and conversation before a decision is made.
If we unpack the deeply held beliefs that we believe are steering us in the right direction, often it is the fear of uncertainty and the fear of vulnerability that is underlying this. To be courageous and to lead with authenticity (or to show up in any situation with authenticity) is to be comfortable with vulnerability. For me, I try to practise this by saying “hmm, can I have a minute to think about that?” or “my first thought is this… but can I have some time to think about it?” These sentence stems are my tools for practising curiosity and my attempt to acknowledge and show space for another point of view.
Although vulnerability is defined as “the emotion we experience when we feel uncertain, at risk, and emotionally exposed” it doesn’t at all mean we are showing weakness. If we are standing on strong ground, confident that we are showing up as authentic and able to rumble with discomfort with genuine curiosity and a willingness to be open about our thinking and decisions, then we are leading.
Grounded confidence is not about knowing everything there is to know about the job, but rather to have a solid foundation of self-awareness, courage and practice. It’s about accepting and embracing learning and unlearning, practicing and failing, and having the disposition to see yourself as a learner that is part of the team.
I may not be perfect at holding space to be curious, especially when I’m stressed or feeling challenged, but I want to get better at it, both professionally and personally.
Thank you for reading this blog.
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