Maslow (1968) says that for hundreds of years humanists have tried to construct a naturalistic, psychological value system that could be derived from man’s own nature. These have all failed (p.165). He continues saying that our process of self actualisation completes as each of the lower needs are met and we are able to move forward to complete our humanness. Heaven in his terms is found within one as they self actualise. Contemporary organisational and counselling research is demonstrating a growing interest and research in the relationship with spirituality based on the assumption we are not merely physiological or psychological we are also psychospiritual (Jung, 1933).

Spirituality as a pervasive force in contemporary society is influencing several helping professions such as counseling, education, medicine, nursing, psychology, social work, education, and addictions treatment. And, it would be expected as coaching matures it too will need to include spirituality as a strategy to assist personal and organisational effectiveness. An explosion of professional and popular literature in spirituality is indicative of the resurgence of interest (Richards & Bergin, 1997).

The Dalai Lama defined spirituality by saying, “I believe that it is essential that we appreciate our potential as human beings and recognise the importance of inner transformation” (p.294). Other common perspectives share in the understanding that spirituality is the quest for meaning and mission in life, the search for harmony and wholeness in the universe, and the internalisation of a fundamental belief in an all-loving presence in the universe are lofty and honorable spiritual goals for humans. Ellison (1983) asserted that it is the spirituality of human beings that motivates and inspires them to search for meaning and purpose in life.

Mitroff and Denton (1999) found virtually unanimous agreement on the definition of spirituality among executives, managers, and workers at all levels in a variety of industries. In essence the definition of spirituality had two components: first that spirituality includes a sense of connection to something beyond the individual, and second that spirituality is a search for meaning, purpose, and integration in life.

Aquinas said that the life devoted to inner stillness and spiritual knowledge was the highest form of human activity. This would initially propose a dilemma for the career counsellor in assisting people to attain roles that are predominately orientated to the accumulation or production of materialistic. Eckhart resolves this by his comments that this dichotomy is solved through the integration of one’s activity with the spiritual self. Meaningful activity can validate one’s spirituality (quoted in Fromm).

Costello reflects this dilemma in an Australian context as he laments the loss of community and sense of purpose that people feel in their roles. He turns to Eastern wisdom and says,

“Perhaps life is not a race whose only goal is being foremost. Perhaps the truth lies in wt most of the world outside the modern west has always believed, namely that there are certain practices in life, good in themselves that are inherently fulfilling. Perhaps work that is intrinsically rewarding is better for human beings than work hat is only extrinsically rewarded. Perhaps enduring commitment to those we love and civic friendship toward our fellow citizens are preferable to restless competition and anxious self defense. . Perhaps common worship, in which we express our gratitude and wonder in the face of mystery of being itself, is the most important thing of all. If so we will all have to change our lives and begin to remember what we have been happier to forget.”

Costello (p. 69) points out the desire for humans to engage in roles that move past extrinsic reward. His own vocational journey in ministry reflects the inability of western materialism to determine one’s success.

“In hindsight I can see that my own vocation often entails the simple facilitation of the voices of others rather than the achievement or pursuit of clearly articulated goals (P.75).”

He reflects that many Australians have this sense of incompleteness. His perception mirrors Fromm’s “being mode” which is based on love, and the pleasure of sharing with others and seeing them reach their creative potential. This may involve productive activity but should not be made a pre-requisite for career success.

Very Resourceful people

They ignite our passion.

VRP’s are sometimes called mentors or shapers of our life. These are the people who ignite our passion for higher performance.

Each of us can probably think of different VRP’s that have shaped our spiritual life throughout the years. Significant in my early Christian experience was a man called John Sefton. He was the dean of the Christian Community that I lived in. He impressed me with quiet approach to knowing God. His ordinariness to me was an inspiration that I too could effectively serve God.

Of course the temptation for us to want to stay in a VRP relationship forever. One in which we are constantly being renewed by the passion they have for their life’s purpose. This is unhealthy for both parties and does not allow us to develop in our lives the independent and resourceful spiritual passion we are talking about that makes one a life force for our future.

VRP’s are those whom we lean upon for direction and approval. We gain courage from their courage and maturity. They are in every sense of the word our resource, from them we can draw our first sense of passion.

Very Important People

They share our Passion

Conflict with a VIP will usually be resolved quickly and the experience not dwelt upon. When you are with a VIP facing challenges together you are aware that in partnership you.

With a VIP you don’t spend lots of time trying to get along, or debating whose philosophy will prevail, or determining whose in charge. We are bound together to get a task done and get it done we will.

I have a friend who I have known since Grade 7. One of the distinctives of our friendship is we laugh together. We know most of each other’s stories. After knowing each other for over 20 years we understand each other’s weaknesses well but don’t feel compelled to always draw attention to them. We can challenge and question each other without fear of knowing the friendship will fade away.

VIP’s share our passion. Together you stir each other up and encourage each other to better and more faithful performances. VIP’s keep us looking at the right goals; our rationalizations and excuses do not fool them. They sense when we are hurting or in need. They delight in our successes and weep with us in our disappointments.

Very Trainable People

They catch our passion.

VTP’s will tax our strength because they require our input. But, they are great to have around because we sense the possibilities in them. There is immense enjoyment in seeing a person catching hold of spiritual things.

Very Nice People

They enjoy our passion.

McDonald describes VNP’s as being like a send up he saw of breakfast cereal. They don’t snap crackle and pop. They don’t turn colours. They’re not coated in sugar and they’re not shot from guns. What do they do? They simply lie in the bowl and soak up milk.

So is the role of the VNP.

We can expend a great deal of energy on accommodating to the needs of very nice people. VIP’s and VTP’s will often accept great inconveniences to direct resources and services into an organisation. VNP’s prefer nice facilities, services delivered at convenient times, programs built in personal gain, convenience and enhancement of their own comfort.

They exhaust because of their desire to take whatever the leader has to give.

Very Draining People

They sap our passion.

This does not mean we are excused from working with and dealing with these types of people but we need to be aware that contact with them will result in a constant outflow of energy from the person ministering to them.

Any group of people you come across will have a percentage of VDP’s. Of course it is hoped that the input they receive will allow them to become trainable.

1. VDP’s will be drawn to any healthy group of people. They will remain there until they become healthy or they are pushed away.
2. A healthy group of people will lose its vitality if there are too many VDP’s to sustain. The life of the group becomes crises or problem orientated. Any movement toward any type of objective becomes impossible.
3. Very dependent people who are permitted to relentlessly drain leaders will ultimately create a climate where no one will want to serve in a leadership capacity.

The people around us give and they take. We can expect that a flow of passion will be moving in one direction or another. We need to understand this and to plan to refresh ourselves regularly.

How we do this will be dealt with in future posts.