Are you humbled... or humiliated?
Dr Kirsten Peterson
7x Olympic Games Performance Psychologist. High-Performance Expert. I help organisations, leaders, and teams strengthen their inner game for more sustainable high performance.
The road to success in any difficult endeavour worth pursing is likely to—no, absolutely is guaranteed to—be marked by set-backs and failures.? How we respond to those inevitable challenges has the power to accelerate, stall, or even derail our progress.
Easy to say…harder to execute, especially if you are personally invested.? Ironically, it is the personal investment - the passion we have for something that is important to us, that may even come to define us - that also poses the greatest risk to us when things don’t go our way.? As counterintuitive as this may sound, we will want to learn to take things less personally, even when all signs point to the failure being our fault.??Otherwise, we risk humiliation.
When we perceive failure as humiliating, it means that we have interpreted the situation personally. ? And not in a good way.? When my small business wasn’t growing despite my best efforts, I felt humiliated. It was awful. I felt incompetent, like I had failed. Tears and the urge to quit followed.
But when I could see the exact same situation as humbling, the inner struggle lessened.? So interesting!? Nothing external changed—I still had work to do—but the mental shift gave me back some energy. ?
This mindset shift brings three powerful benefits:
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A business case in point:? coffee retailer Starbucks experienced a series of high-profile setbacks after explosive growth in the mid-2000s.? Then-CEO Howard Schultz took unprecedented public responsibility for the company's overreach.? Citing the mistakes made without getting bogged down by them, Schultz quickly closed 600 underperforming stores and temporarily shut down all U.S. locations to retrain baristas on espresso preparation, refocusing on quality and customer experience.? This agile and transparent approach to unforeseen problems helped Starbucks to weather the pandemic and current industrial relations difficulties to remain the world’s largest coffeehouse chain.
This distinction - humiliation versus humility -? has proven to be so powerful, that it is often the first place I go with coaching clients who are struggling with their performance in some way.? High performance is hard enough.? Perhaps it is time to stop taking things so personally.
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As always, I’d love to hear what you think!