Elizabeth Weil – who is now working on a “memoir about marriage improvement” called No Cheating, No Dying – wrote a riveting piece for the New York Times Magazine about trying to improve her own relatively functional marriage. The project occurred to her when she realized how little conscious effort she was putting into the relationship, in contrast to almost all other areas of her life (work, kids, redoing the bathroom).
I was particularly moved by two passages. The first spoke to the link between private relationships and public impact:
In psychiatry, the term “good-enough mother” describes the parent who loves her child well enough for him to grow into an emotionally healthy adult. The goal is mental health, defined as the fortitude and flexibility to live one’s own life — not happiness. This is a crucial distinction. Similarly the “good-enough marriage” is characterized by its capacity to allow spouses to keep growing, to afford them the strength and bravery required to face the world.
And when the goal is leadership, “good-enough” may not be enough. One pattern we’ve observed in our own work is that people who have strong, energizing private relationships, whether with friends or family or partners, have an easier time leading in the public sphere. They have the emotional energy to stand up and take the inevitable hits and falls. A counter-intuitive lesson for aspiring leaders is to strengthen their connections to their favorite people, who may not have anything to do with their vision for change.
The second paragraph that got me touched on the fundamental contract between any two people, in any organization, including a family unit. As a note of caution, I’m giving away the ending here:
Over the months Dan and I applied ourselves to our marriage, we struggled, we bridled, we jockeyed for position. Dan grew enraged at me; I pulled away from him. I learned things about myself and my relationship with Dan I had worked hard not to know. But as I watched Dan sleep — his beef-heart recipe earmarked, his power lift planned — I felt more committed than ever. I also felt our project could begin in earnest: we could demand of ourselves, and each other, the courage and patience to grow.
The courage and patience to grow. One definition of leadership may be to pull those things out of ourselves and each other.