Becoming comfortably uncomfortable

A topic that often gets touched upon in my coaching sessions is discomfort, specifically leaders who often find themselves in uncomfortable situations

The concept of comfort and discomfort frequently arises in coaching conversations, particularly among leaders who often find themselves in uncomfortable situations. It is crucial to strike a balance between being too comfortable and too uncomfortable, as prolonged discomfort can lead to negative effects such as stress.

During one coaching session, my client introduced the idea of being "comfortably uncomfortable," which is recognized as part of a framework within their field. This involves becoming at ease with a certain level of uncertainty or discomfort. Many leaders develop this ability over time through experience and resilience by learning how to cope with uncertainty while providing certainty where needed.

Becoming comfortably uncomfortable relies on resilience built from previous experiences in challenging situations. By accepting the uncertainty and finding ways to navigate through it, we can minimize the negatives we associate with these circumstances.

But what if you are leading a team that lacks experience or hasn't developed this level of comfort or resilience? In such cases, it's essential for leaders to understand that productivity may not be optimal until team members gain more experience dealing with uncertain situations. Instead of worrying about immediate outcomes, focus on fostering an environment where your team can grow accustomed to handling uncertainties, feel free to fail in a safe supportive environment, and eventually become comfortably uncomfortable themselves.