Reflections on Transformational Leadership Workshop

On July 8th and 9th, I had the privilege of participating in a two-day transformational leadership workshop. As we began with a check-in session, each participant was asked to share their expectations. I voiced my curiosity about the workshop’s title, particularly the word “transformation.” I wondered aloud what kind of change or transformation we could expect from these sessions. Little did I know how profound and fundamental this transformation would turn out to be.

The Iceberg Model

One of the first concepts we explored was the iceberg model, a powerful metaphor for understanding the layers of human behavior and, by extension, leadership. This model resonated deeply with me, as it provided a framework for understanding the different levels at which change can occur. At the surface, visible above the water, is what we have — our skills and knowledge. Just below the surface is what we do — our actions and behaviors. But the vast, hidden portion of the iceberg beneath the water represents our fundamental being — our core values, beliefs, and identity. This is where true transformation occurs.

The workshop emphasized that while skills and behaviors are important, the most crucial aspect of leadership is who we are at our core. This idea struck a chord with me, reminding me of the words of Meister Eckhart:

People should not worry so much about what they do but rather about what they are. If they and their ways are good, then their deeds are radiant. If you are righteous, then what you do will also be righteous. We should not think that holiness is based on what we do but rather on what we are, for it is not our works which sanctify us but we who sanctify our works.

The Space of Freedom

To further illustrate this point, our facilitator shared Viktor Frankl’s powerful insight:

Between stimulus and response, there is a space. In that space lies our power to choose our response. In our response lies our growth and our freedom.

This quote beautifully encapsulates the essence of transformational leadership. It suggests that our power as leaders doesn’t come from controlling external circumstances, but from our ability to choose our response to those circumstances. This choice emerges from our core being, highlighting again the importance of the “to be” layer in the iceberg model.

Ontological Humility

As the workshop progressed, a concept emerged that would become my key takeaway: ontological humility. This phrase struck me profoundly, encapsulating the depth of transformation we were exploring. Ontological humility goes beyond mere behavioral modesty or the skill of appearing humble. It’s a fundamental state of being that recognizes our place in the grand scheme of things. It’s an acknowledgment of our limitations and our interconnectedness with everything around us. This humility isn’t a weakness; paradoxically, it’s a source of great strength and integrity.

I was reminded of Viktor Frankl’s observations in the concentration camps. Those who maintained their integrity and humanity in the face of unimaginable suffering shared a common trait: a deep, ontological humility. They were strong and courageous, yet fundamentally humble. This realization helped me understand the level and quality of transformation that true leadership requires.

Player vs. Victim, Learner vs. Knower

The workshop introduced two crucial dichotomies that further illuminated the path of transformational leadership. First, we explored the concept of being a “player” versus being a “victim.” As leaders, we must see ourselves as active participants in the universe, capable of making a difference, rather than passive victims of circumstance. This doesn’t mean we can control everything, but it does mean we can always choose our response and engagement.

Secondly, we discussed the importance of being a “learner” rather than a “knower.” True leaders approach situations with humility and curiosity, rather than assuming they have all the answers. This attitude fosters growth, innovation, and authentic connection with others. These concepts reinforce the idea of ontological humility. By embracing the role of a player and a learner, we acknowledge our agency while remaining open to new insights and perspectives.

The Third Column

Another powerful insight from the workshop was the concept of the “left hand column” in communication. Typically, we think of communication as having two aspects: the right hand column, which is what we actually say, often filtered for politeness and social acceptability; and the left hand column, which contains our honest, unfiltered thoughts and reactions, often kept hidden. However, the workshop challenged us to seek a third column — a space where honesty and respect coexist. This third column emerges when we approach communication from a place of ontological humility, as players and learners rather than victims and knowers.

In this third column, we can express core truths without either the superficiality of the right column or the potential brutality of the left. It’s a space of authentic, respectful dialogue that can lead to true understanding and transformation.

Personal Reflections

As I reflect on these learnings, I’m struck by how fundamentally they challenge conventional notions of leadership. The emphasis on being over doing or having invites a deep, personal transformation that goes far beyond acquiring new skills or modifying behaviors.

The concept of ontological humility resonates deeply, both in personal and professional contexts. It calls for a continuous alignment of core values with actions, an approach to challenges marked by curiosity rather than certainty. It invites the seeking of diverse perspectives and the practice of active listening. Perhaps most challengingly, it requires embracing vulnerability — a quality often seen as antithetical to traditional leadership.

Undoubtedly, there will be obstacles in embodying these principles, especially in high-pressure situations. The temptation to fall back on a “knower” stance or to react as a “victim” of circumstances may be strong. Yet, with mindful practice and persistent effort, this approach to leadership could become not just a conscious choice, but a natural way of being.

In the realm of decision-making and problem-solving, the “third column” approach offers a promising path forward. It suggests a mode of communication that balances honesty with respect, potentially transforming team dynamics. This might manifest in more open dialogues during meetings, a greater appreciation for dissenting opinions, and leadership that models vulnerability.

The journey ahead is one of continuous exploration and growth, with each interaction offering an opportunity to apply these transformative concepts. As T.S. Eliot wisely noted:

We shall not cease from exploration, and the end of all our exploring will be to arrive where we started and know the place for the first time.