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What Might be Possible If We Believed It Were Possible?
Questions have a strange power. They can release us from what we believe to be true by offering us glimpses of something different. Indeed, there are times in that brief moment after a question is asked when it feels like anything is possible.
How then can be capture more such moments and infuse them into our decision-making? The science of decision-making is in truth an art we spend our lives practicing. The same goes for curiosity and innovative thinking.
We make decisions all day every day. Some echo for minutes, others for months whilst a few echo throughout our lives. How do we distinguish and decide accordingly?
That is why I am a big advocate of nurturing curiosity and innovative thinking at all ages. If you are a leader, you will no doubt already know that continually nurturing curiosity in leadership is absolutely key. In many ways, leadership begins with self-leadership, which is in turn built on a deep sense of curiosity about who you are as a person and as a leader and at its core about how you make decisions. In fact, how did you decide to read this? And, what will you decide to do next?
Questions have a strange power. They can release us from what we believe to be true by offering us glimpses of something different. Indeed, there are times in that brief moment after a question is asked when it feels like anything is possible.
How then can be capture more such moments and infuse them into the building blocks of our lives, namely the countless decisions we make every day? The science of decision-making is in truth an art we spend our lives practicing. The same goes for the other critical soft skills we need to nurture if we are to truly think differently, particularly if we are in leadership.
In a world rushing towards the next thing, my invitation is to focus on contemplation over mere action. Humans are very good at solving problems but less so at ascertaining the right problem to solve. By slowing down enough to nurture curiosity and find deeper insights, we ensure that we are at least answering the right question, saving energy and resources and obtaining better outcomes.
Afterall, if we are answering the wrong question, it doesn’t matter how ‘hard’ we work, we are still answering the wrong question.
In fact, what question matters most to you right now?
One of my key questions right now is “How might we build more bridges to regenerative futures?” In an effort to live into this question, I contribute to the weaving of regenerators in Ireland via the Regenerative Futures group. I have also co-founded regening, a Kerry-rooted eco-social enterprise working to catalyse an equitable society that cares for people and planet – now and for the future.
This complements my one-to-one work with bold pioneers – what I call Ecological Coaching – on the inner transition that will power their organisation’s outer transition towards more regenerative futures. This approach views leaders not just as individuals but as integral parts of a network of relationships. Within this ecosystem, I help leaders feel heard, gain clarity, take decisive action, build confidence and thrive — all in service of something bigger.
This could thus equally be called Regenerative Coaching because the intent is to create a positive feedback loop between the leader, the organisation, those it serves and the planet that nourishes us. In this respect, the four core questions when making a decision are, to build on Daniel Christian Wahl – author of Designing Regenerative Cultures:
The journey is ultimately about putting the fourth question first and seeing ourselves as being in service to life.
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