Article

Character

Comment

Sport

7 August 2024

4 min read

When medal mania strikes

What turns a healthy motivation to excel into a toxic desperation to achieve?

Paul Valler

Paul Valler is an executive coach and mentor. He is a former chair of the London Institute for Contemporary Christianity.

A defeat fencer, withour a mask, turns angrily and roars.

Sandro Bazadze loses and loses it.

The brilliance and joy of medalists in the Paris Olympics is incredible to see. Their discipline and sacrifices in training pay off in mesmerising displays of excellence and moments of pure elation. Yet for there to be winners, there also must be losers, and there have been revealing moments of crushing disappointment which are never nice to see. Sadly, Sandro Bazadze, world number one in fencing, could well go down in Olympic history as ‘the distraught loser who lost it’ in a furious rant at the referee as he was eliminated in the last 16 of the men’s sabre. What is it that makes some people explode like that? What is it that changes a healthy motivation to excel into a toxic desperation to achieve? What is it that changes a human being who is fully alive into an anxious person, so driven to succeed that they cannot bear to fail?

That is likely why Bazadze erupted. When he was denied success, he was denied who he thought he was.

Few of us will achieve Olympic greatness, or the media recognition that redefines an athlete’s profile by forever linking their name to their achievement. But we all have an inner tendency to believe that our value is based on what we can achieve. We live in a culture that continually sends us the message that approval and worth depend on your results. Many of us believe it, and then fall for a life of continuous intensity - a ‘cycle of grief’ as we fiercely strive for results, but mourn the loss of our inner peace. And this cultural message of acceptance through achievement becomes really toxic when we begin to believe the lie that our identity is based on our performance. That is likely why Bazadze erupted. When he was denied success, he was denied who he thought he was. “The referees have killed me”, he exclaimed.

It’s not just athletes who are at risk from this. Think about how our education system sends the same message about grades. Thousands of teenagers suffer anxiety and mental illness as they face exams, because they believe their self-worth depends on their marks. As GCSE results are published this month, thousands will be congratulated, but some will become depressed from failure.

I know many workplaces where ‘performance management’ has become so oppressive that it leads to drivenness, perfectionism and burnout. Even retirees can feel driven to complete their ‘bucket list’ before they die or become infirm. So, people in all walks of life easily become addicted to the treadmill of ‘performance-based living’ and feel tired, trapped and troubled. Labouring under the false belief that self-respect depends on achievement. If you believe that, you cannot fail or even be ill without feeling deficient.

There is a deep peace in that. A freedom and resilience that makes it possible to compete without fear of failure.

There is a better way. We can choose to renounce that pernicious lie of a performance identity and affirm the deep truth that our real identity and significance is found in who we are as God’s much-loved children. We can anchor our emotions in the security of that true identity. If Bazadze had really understood and internalised this, he would still have been disappointed with the judges decision, but not destroyed by it.

It is possible to decide to face up to the mania for results and our culture of continuous intensity. That is what Sabbath is about – an act of resistance against a world dominated by the need for success. God knows we need a break, not only to rest, but to recentre our hearts and minds on the truth. We are loved unconditionally and don’t need to strive to achieve in order to be accepted and significant to God. There is a deep peace in that. A freedom and resilience that makes it possible to compete without fear of failure. In the Bible, the word excellence is never applied to achievement, only to character, and the most excellent way is defined as love. The Christian worldview celebrates great performance, but avoids making an idol of it, because that leads to a destructive obsession and to insecurity.

Being secure in God is not about avoiding competition or pressure. It is learning to pursue outstanding attainment free from any sense of our identity being stolen by our grades, or jobs, or whether other people approve of us or award us medals. Top quality performance is superb and we should give our best with all our heart whatever we do. But God is a God of grace, who loves, accepts and dignifies everyone unconditionally, including those who didn’t even qualify for the Olympics, just as much as those who were on the rostrum.

Article

Character

Culture

Leading

Virtues

19 September 2024

6 min read

What is Putin thinking? And how would you know?

The self-centeredness of modern culture is antithetical to strategic thinking.

Emerson Csorba

Emerson writes on geopolitics. He is also a business executive and holds a doctorate in theology.

Preisdent Putin stands behind a lectern with a gold door and Russian flag behind him.

What is Putin thinking?

In a world of Google Maps when walking on city streets, or of Waze when driving, it is difficult to ever become lost.

The AI algorithm provides us with the shortest route to our destination, adjusting whenever we make the wrong turn. We do not need to think for ourselves, technology instead showing the way forward.

But there are times where it is possible to get lost. This happens less in a city with its clearly set-out streets, and more so when taking the wrong turn in open expanses: hiking in the mountains, traversing farmers’ fields or while navigating at sea. In each of these situations, a miscalculation may lead to peril.

It is in these situations that we must carefully think through our steps, determining how to proceed, or whether to turn back. Often, these situations are ambiguous, the right way forward unclear.

Much of life – perhaps more than we wish to acknowledge – is like this, more akin to a walk across an open field with multiple possible routes forward, than a technology-enabled walk through a city.

When making important decisions, our grasp of a given situation, of others’ intentions and motives, and the networks facilitating and constraining action, are less evident than we may initially think.

This acknowledgement of uncertainty is no reason for delay, but rather a basis for careful deliberation in determining what to do, and how to proceed. It is necessary if we are to pursue what we believe is right, in a manner that may produce positive results.

In a recent interview with the BBC Newscast podcast, University of Durham Chancellor Dr Fiona Hill – who previously served as White House National Security Council Senior Director for European and Russian Affairs, and currently as Co-Lead of the UK’s Strategic Defence Review – provides listeners with a powerful reminder on how to proceed within ambiguous situations, especially in navigating the choppy seas, or rocky terrains, of human relationships.

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency.

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Dr Hill uses the term “strategic empathy” to consider how the political West might proceed in its relationship with Russia, and specifically with Vladimir Putin.

Strategic empathy is a serious commitment to understanding how another person thinks, considering their worldview, their key sources of information (in other words, their main three or four advisors, who have a person’s ear), and other emotional considerations that underpin decision-making.

It is much more than just putting oneself in other’s shoes, as is often said about empathy. The approach is one of realism, suspending judgment based on self-protective or self-aggrandising illusions, in favour of what is actually the case.

In the case of Putin, Dr Hill helpfully reminds listeners that his worldview is drastically different than that of Westerners, and that significant intellectual effort (and specifically, intellectual humility in setting aside one’s own default frames of reference) is necessary to consider decisions from Putin’s perspective, and so make the right decisions from ours.

Technology is here an assistant but not a cure-all. Whereas AI might – based on a gathering of all possible publicly available information written by and about a particular person – help to predict a person’s next move, this prediction is imperfect at best.

There are underlying factors – perhaps a deeply engrained sense of historical grievance and resentment in the case of Putin – that shapes another’s action and that can scarcely be picked up through initial conversation. These factors may not make sense from our perspectives, or be logical, but they exist and must be treated seriously.

This empathy is strategic, because effective strategy is the “How?” of any mission. Whereas a person’s or organisation’s mission, vocation or purpose (all words that can be used relatively interchangeably) is the “Why?” of a pursuit, strategy is the “How?” which itself consists of the questions “Who?” “What?” “When?” and “Where?”

To understand how to act strategically requires a prior effective assessment of reality. This requires going beyond what others say, our initial perception of a situation, any haughty beliefs that we simply know what is happening, or even the assessments of supposedly well-connected and expert contacts.

Dr Hill’s strategic empathy is an appeal to listeners to ask questions – digging as much as possible – to arrive at an assessment that approximates reality to the greatest degree possible. This exercise might be aided by AI, but it is at its heart a human endeavour.

Strategic empathy requires self-restraint when natural impulses urge a person to make rapid conclusions about the reality of a given situation – the default human tendency. The persistent asking of questions is difficult – requiring mental, emotional and intellectual endurance.

There is considerable wisdom in Dr Hill’s reflections on strategic empathy, which extend well beyond the fields of intelligence, geopolitics or defence. The idea of strategic empathy helps show us that in much of modern culture – which glorifies the self, individuals putting their wants, needs and desires before those of others – developing strategy is very difficult.

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is.

Why is this the case? When popular culture favours phrases such as “You do you,” the you becomes a barrier to asking questions, with some aloofness to the situation, necessary for understanding how another thinks. People are encouraged to focus on themselves at the expense of others, and so fail to understand others’ worldviews and ways of operating.

Simply put, the self-centeredness of modern culture is antithetical to strategy. It impedes deliberation, which involves patience in the gradual formation of purpose for action. It wages war against the considered politics or statesmanship that many want to see return. In place of this is crisis or catastrophe, in which self-focus leads to clashes with others that could otherwise be avoided or worked through carefully.

The Biblical story of the serpent in the garden is another vantage point for the idea of strategic empathy. Soon after Adam and Eve eat the apple in the garden and become “like gods, knowing good and evil,” God searches for them and asks “Where are you?”

It is right after individuals try to become the judges of good and evil – “like gods,” that Adam and Eve find themselves lost: God’s “Where are you?”

Put differently, when a person is convinced they are right, but without asking questions, they make mistakes, they likely suffer unnecessarily because of this, and then become anchorless – the “Where are you?”

This applies to countries as much as it does to people: the more they moralize, seeking to become the judges of good and evil in a complex geopolitical landscape, the more they drift from their sense of purpose.

The key then, when deliberating on potential right courses of action in ambiguous situations, is to not begin believing that the right way is clear. It rarely is. A belief in evident rightness often leads to error, whereas the ability to suspend such judgment helps reveal – often gradually – the right path forward.

The strategic empathy approach requires both assertiveness – in asking good questions and maintaining persistence in doing so – and self-restraint in the face of believing that the right answer is clear.

The glue between assertiveness on the one hand and restraint on the other is faith, which helps a person to move forward in a trusting manner, but without exerting oneself so much so that they become the centre of the situation.

So, while Google Maps, Waze or other technologies might be at our disposal in our travels, both real and metaphorical, these technologies only get us so far.

The right way forward is seldom initially clear when navigating ambiguous situations, the frequency and stakes of which increase as we embark boldly – with faith – on the adventure of life.

Dr Hill’s strategic empathy – asking questions, listening carefully, suspending a self of sense, seriously considering diverging worldviews, and adjusting as necessary – helps us to achieve the understanding and direction we need.

Indeed, this approach is fundamental to a more effective and resilient political West. It is necessary for sounder deliberation, better strategy and statesmanship, in an increasingly ambiguous world.