Deep Change and Generative Capacity

I once gave a talk about deep change to a group of venture capitalists and CEOs of start-up firms. A woman I will call Anna came up to tell me her own story of self-change. She began with a declaration: “I have a very unique skill. I create companies. I bring people together, and out of nothing, I make something. That is what I do.” Although she said this with enormous confidence, it was not a statement of hubris. Rather, she spoke with a sense of wonder. It was as if she was being vitalized by this recognition of her own ability.

I was impressed. Imagine being confident that you can enter new situations and bring people together in such a way that a new company emerges. This is adaptive confidence—the belief in one's capacity to lead deep change. I asked her how she had acquired this capacity.