Example of Adversity as a Spur to Learning

Andrew was a technological wizard—a brilliant guy who did well as an MIS executive at a Fortune 100 company and someone we encountered in a recent leadership development program. In certain ways, Andrew was the prototypical high-tech leader. He loved nothing better than spending time immersing himself in software design, emerging from behind his computer screen only to bounce ideas off other technically savvy colleagues. As sharp as he was, Andrew didn’t establish any strong relationships at work. It wasn’t that he was antisocial; he just was so goal-oriented that he didn’t feel compelled to have lengthy conversations about anything but work. As a result, people often felt that Andrew used them—milked them for knowledge and then ignored them on more personal matters.

One unbelievable day, Andrew was in a severe auto accident that left him partially paralyzed. For the next six months, lucky to be alive, he recuperated and rehabbed. At first, Andrew was depressed. He had worked nonstop since graduating from college, and his partial paralysis and rehabilitation prevented him from returning to work. Even worse, he couldn’t work on the computer because both his wrists had been broken, and nerve damage made it difficult for him to type. It was a terribly frustrating time, and Andrew was filled with self-doubt and pity.

Gradually, he emerged from his funk. As part of the rehab process, he met other people with various injuries and began communicating with them on an emotional level; they talked about their fears and their hopes for the future. He joined a support group that served not only as a clearinghouse of information for people with severe injuries but paved the way for friendships with a variety of people outside the high-tech world. After Andrew regained most of his wrist function and returned to work, he found himself much more willing to talk with and listen to others. Though he still loved designing software, he was much more willing to help others when they were having problems with their designs. Before his accident, Andrew was never considered a candidate for team manager, despite his technical skills. After his return to work, however, he was promoted to this position because he had learned to relate to people in ways that fostered their development. Andrew’s organization considered emotional intelligence a critical leadership skill, and when he clearly had acquired it, it made him a prime candidate for managing the team.

Andrew was forced to learn because of the adversity he unexpectedly encountered. He took advantage of the learning available in his passage. Through reflection and conversations, he learned a lot about himself, helping him create a new, more effective identity.