Hope in precarious times

Like many, I woke up the day after the US presidential election heartbroken, angry, and sad. As a dual citizen who spent my first 20 years in the US, the defeat felt deeply personal.

So many of the ideals that I had grown up believing in — from a woman’s right to make choices about her body, to America as a refuge for dreamers and asylum seekers — seemed at risk of dissolution.

In recent weeks, the heartbreak and worry have deepened, as I’ve watched President Trump unilaterally pardon January 6 rioters, take aim at fundamental rights enshrined in the Constitution, sign executive orders that roll back climate action — and even threaten Canadian sovereignty and independence. The next four years feel, quite honestly, scary and grim.

But, amid all the turmoil and heartbreak since the Democrats’ stunning defeat in November, I have felt and still feel a persistent flicker of hope.

That’s because I’ve seen first-hand how failure creates the perfect conditions for transformation.

This holds true at the individual level. My past failures have been springboards for the greatest shifts in my life. Had my first marriage not failed, I wouldn't have undertaken the hard healing work required to meet my true partner — someone who meets me in every way.

If a past business partnership hadn't failed, I might never have found the courage to venture out on my own. Today, I have a thriving consulting business where I work with executives to develop their leadership impact and help teams navigate challenges and change. Time and again, I’ve witnessed how my and my clients’ darkest moments have been turning points for profound growth.

That’s why I can say that the same principle also holds true for organizations. Every organization is, as American systems scientist Peter Senge has noted, a “living organism” that must evolve to survive. Yet meaningful change rarely happens without a catalyst. Failure, painful as it is, often provides that spark. It forces us to ask: What went wrong? What must we do differently?

When failure strikes, people naturally become curious and open to new solutions. They no longer need convincing that the old way isn’t working — they’re living it. This mindset creates fertile ground for change.

I’ve seen this dynamic play out countless times in my work.

Leaders often ask, “Do I have to wait for a failure to implement change?” Not necessarily. But when failure happens, it’s an opportunity that must not be squandered.

In its absence, leaders can simulate the urgency of failure through structured learning experiences. For example, I’ve led teams through exercises where they examine market conditions, share front-line insights, and envision the future. These sessions often end with a shared realization: “We can’t continue as we are. Change is inevitable.”

Unfortunately, many organizations lack the resources or foresight to invest in such proactive measures. As a result, real change often only comes after failure forces their hand.

This brings me back to the hope that I feel, the still-small flame that refuses to be extinguished.

I believe the principle of failure as a catalyst for change applies not only to individuals and organizations but also to politics. The aftermath of an electoral defeat is a perfect storm of emotions — fear, anger, grief — but it’s also a fertile moment for curiosity and self-reflection.

Blame and finger-pointing won’t help. Whether in a marriage, an organization, or a political party, assigning fault keeps us stuck. The key is curiosity. When we can regulate our emotions enough to bring our full intelligence to bear, we can ask hard, transformative questions.

For those of us who hold progressive hopes and dreams for America, we might begin by asking: Who weren’t we listening to? What priorities need to change? What will we have to let go of? What “sacred cows” must we challenge?

Regardless of where you lie on the political spectrum, we can all benefit from practicing self-regulation and curiosity. Take time to consider these questions: What has genuinely surprised you about this election and the aftermath? What do you wish you understood better? Who might you ask questions of? What do you want to know about their lived reality?

Change begins with these simple inquiries, with small, human actions modeled in our families, neighbourhoods, and communities.

This is what gives me hope: the belief that failure, while painful, creates the conditions for growth and renewal. Let’s not waste this moment.

Andrea Freeman (PCC, MLIS’06) is an executive coach and facilitator. A former executive and startup consultant, she brings deep leadership experience in building high-performing teams. Andrea champions conscious leadership that drives positive change — for people, businesses, and the planet.