'The notion of choice lies at the epicentre of human experience.’ (Popova on Frankl)
The idea of choice, the ability to choose freely, lies at the heart of personal leadership. It can be profoundly liberating and empowering and, at the same time, carries with it genuine responsibility and accountability. It means that a person is an agent of his or her own experience, not merely a passive recipient. If I can choose, it means I have options. I can change things. I’m not fixed.
Take, for instance, ‘I have to go to this meeting’ or, ‘I have to complete this report by Friday.’ This language reflects and influences a person’s psychological framing of a situation and emotional response to it. ‘I have to...’ suggests the person’s decisions and actions are being driven entirely by forces external to them. It’s as if there is only one course of action available – and no choice.
Morgan says, ‘People have a knack for getting trapped in webs of their own creation.’ So try instead with active voice, ‘I’m going to choose to go to this meeting’ or, ‘I will choose to complete this report by Friday.’ It can feel like a shift in ownership, an injection of energy. Choices have consequences - yet the action, the feeling, of choosing can move a person or team from passivity to proactivity.
In my experience, to raise awareness and stimulate personal leadership and choice, leaders, coaches, OD professionals and trainers can hold up mirrors and pose questions such as: ‘What words are you speaking to yourself?’, ‘What assumptions are you making?’, ‘Who or what is constraining you?’, ‘What are you willing to take responsibility for?’, ‘What are you willing to choose?’