You may have heard the expression, ‘To hit rock bottom.’ It’s often used in relation to reaching the lowest possible place in life, a place that is in effect devoid of all resources and hope. To hit rock bottom suggests a falling experience – having fallen from a better situation…to a deteriorating situation…to the hardest of all possible situations where it really couldn’t get any worse. Some argue that when things get that bad, they may need to be so before we find ourselves motivated enough to make the necessary, fundamental – even drastic – changes needed to resolve or improve them.
There are some parallels with use of extreme, evocative images, e.g. that of a ‘burning platform’, in change leadership. This fire metaphor conveys that the status quo is under threat and that we, by extension, are under threat too unless we wake up, smell the proverbial coffee and…not sure what comes next…presumably drink it – or at least use it to douse the flames?! It’s like, ‘Change or die’. It suggests that, at times, we need to compel ourselves or others urgently by painting dramatic, real or imagined (and sometimes a bit of both) scenarios that radically incentivise or force us to change.
But do we really need to hit rock bottom or to face the wall first? Are there ways to galvanise sustainable change without prerequisite anxiety or near-despair? I believe we can learn here from the therapeutic arena. Some examples: in working with people at risk of free-fall, we can ‘raise the bottom’ or help ‘create firm footholds’ (e.g. support people early to face and deal with real yet less-devastating crises); use ‘motivational interview techniques’ that increase people’s intrinsic desire to change; use spiritual-existential coaching to help people build deeper and stronger foundations.
As leader or coach, have you ever hit rock bottom, felt yourself falling or worked with people who have? If so, who or what made a difference?
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