Finding Clarity and Courage in Divided Times
In a world marked by uncertainty and division, it’s easy to focus on what we should do next. But sometimes the more important question is who we want to be. Finding clarity and courage in divided times begins not with strategy, but with identity—within ourselves, our organizations, and our shared humanity.
In a world marked by uncertainty and division, it’s easy to focus on what we should do next. But sometimes the more important question is who we want to be. Finding clarity and courage in divided times begins not with strategy, but with identity—within ourselves, our organizations, and our shared humanity.
Who Do We Want to Be in Uncertain and Divided Times?
“I’ve moved on from despair to denial,” someone told me last week.
I laughed—like many of us, feeling that I’ve been on that trajectory, too.
Despair and denial are typical stages of adjustment to unwelcome news. But there is a third stage that matters most because it marks the moment we get back in the game.
That stage is deciding.
I don’t mean making decisions about what now?—as in, what actions we’ll take to defend democracy, equality, and the natural world in the face of growing challenges. I mean making decisions about who now?—as in, who do we want to be in response to these challenges?
Some people, of course, don’t have the luxury of reflection; certain leaders must act immediately. Godspeed to them.
But for the rest of us, this holds true:
When confronted with a significant new challenge, deciding who we want to be before deciding what we want to do leads to wiser decision-making and more durable resilience.
From an organizational perspective, this is also about values-driven leadership and employee engagement. Research published in The American Review of Public Administration (2022) reveals a connection between identity, values, and engagement at work—a reminder that clarity about who we are shapes how we lead and sustain purpose over time.
So, let’s unpack the question.
If the incoming administration upholds its promises about 2025 and beyond, who do you want to be in the face of growing attacks on democracy, human rights, and the environment?
Do you want to be fearful or courageous?
A bystander or an everyday hero?
Someone who adapts to destructive forces—or someone who continues to honor the ideals of democracy, equality, and the safeguarding of nature?
Building Bridges and Staying True to Our Values
These questions extend to our relationships as well. Who do you want to work with, be inspired by, and inspire? More pointedly, who do you want to be in relationship to neighbors, family members, and colleagues who voted for a leader whose values you find antithetical to your own?
Last weekend, I was fortunate to reflect on these questions in the virtual company of several wise teachers during a retreat at the Upaya Zen Center. Roshi Joan Halifax, Terry Tempest Williams, and Rebecca Solnit each shared insights that spoke to both moral courage and emotional resilience.
But one moment stood out.
It came in a prerecorded message from Christiana Figueres, a heroine of the climate movement and a key architect of the Paris Climate Accord.
How to Build Bridges in Polarized Times
As she prepared for the birth of her first grandchild, Figueres acknowledged that she had considered cocooning with her family during these turbulent times. But seclusion, she said, leads to weakness.
So instead, she chose to look outward—to the work ahead—and to build bridges by engaging in deep listening with those who did not share her values on climate action.
“This,” she said, “is the toughest life challenge yet, and one that awaits all of us who want to till the ground for future generations.”
In other words, she decided who she wanted to be going forward.
That decision—to listen rather than retreat—offers a model of courage, compassion, and clarity for anyone seeking to lead or connect across differences.
Why Hard Conversations Build Stronger Teams and Communities
These are not the kinds of conversations we often have. Studies show that more than 70 percent of people avoid difficult conversations in the workplace. Yet avoiding discomfort doesn’t create safety—it breeds distance and disengagement.
Hard conversations are often the ones most worth having—because they help us make the decisions worth making so we can continue the work worth doing.
Research also reveals a clear connection between discussing hard topics at work and improved productivity, culture, and engagement. In times of uncertainty, the courage to talk honestly about values, purpose, and direction strengthens collective resilience.
Reflection and Discussion Questions for Leaders and Teams
Here are a few questions you might begin thinking about—or, better yet, discussing:
What would you fight for, even if you knew you would lose?
What gift do you believe you have to bring to this moment?
Do you believe that among the uncertainties before us, something good can emerge—that we might grow through the very act of engagement?
These questions help individuals and teams rediscover clarity, courage, and connection—the essential building blocks of resilience in divided times.