What They Asked For Wasn’t What They Needed: theASCENT

The Problem Behind the Problem

Working with theASCENT

When leaders first ask for help, they often arrive with a clear sense of the problem they want to solve. But in my experience, the problem that first appears is not always the one that matters most. That was the case when the founder of theASCENT first approached me.

theASCENT is a three-year discipleship programme for Catholic teenagers in school years 10 to 12. Its aim is to help young people deepen their relationship with Christ and grow as missionary disciples during the crucial years before adulthood.

As the programme began to grow, its founder felt it might be time to review the curriculum. He wondered whether the teaching content should be updated, expanded or reorganised.

It was a very reasonable request. Many organisations reach a moment where they feel the need to refine their programmes.

We began by sketching out what such a review might involve — research into the needs of Generation Z, consultation with leaders, and an evaluation of the existing material.

But as our conversations continued, another issue gradually came into focus. The curriculum was not the real difficulty. The real challenge was that the founder was carrying almost everything himself. This is common in mission initiatives. When something begins to grow, the person who founded it often becomes responsible for vision, strategy, administration, communication and programme delivery all at the same time. Over time that weight can become unsustainable.

Through a series of coaching conversations we began exploring what would actually help the organisation flourish in the long term. Gradually a new possibility emerged: appointing a deputy director who could share responsibility for the operational work of the programme.

This would allow the founder to focus more fully on vision, strategy and relationships.

In the end, the curriculum review was set aside entirely.

Instead, we began an ongoing process of leadership coaching focused on helping the founder think strategically about the future of the organisation and develop a more sustainable leadership structure.

The experience reinforced something I have seen many times. Leaders often ask for help solving a particular problem. But what they really need is the space to step back, look at the whole picture, and discover what will make the greatest difference to their mission.