Our team is fortunate to be led by Dr. Mark Herringshaw—who also happens to be my dad. This post is born from a rich, in-depth conversation we had last week, a deep dive into leadership and purpose that stretched well over an hour and a half. It’s the first of many discussions as we work to capture and carry forward his insights on leadership development for the next generation. Along the way, we’ll be recording these meetings and sharing the most valuable lessons with you. We hope you find them as enriching as we do!

In the world of leadership development, we often focus on skill-building, strategies, and motivation. But what if we shifted our focus to something even more intrinsic, a force deeper than mere behavioral incentives? Dallas Willard once said, "Desire is a constant, and it is at the root of every decision and motivation." He believed that true transformation is found not in mastering external behaviors but in understanding and aligning our innermost desires with a purpose that transcends the self. This philosophy frames the question: What does it mean to lead with a profound understanding of human desire?

In a recent Herringshaw Group meeting, this concept was explored in depth, particularly how leaders might learn to view desire as the bedrock of authentic engagement. We often find ourselves tugged by myriad philosophies in the personal development world—stoicism, Eastern thought, and more. Yet, as we take steps to lead others, we should challenge ourselves to go beyond managing behaviors and instead seek out the desires driving those actions.

Desire and its Discontents: From Stoicism to C.S. Lewis

The concept of desire has been examined through many lenses over the centuries, from Eastern philosophies that view it as a source of suffering to C.S. Lewis’s Christian perspective, which views it as a signal of something greater. In Buddhism, desire is often considered a root of suffering—something to be transcended for true peace, a sort of “extinguishing of the self.” Meanwhile, stoicism, which has gained popularity through modern figures like Tim Ferriss and Ryan Holiday, urges us to temper desire, managing it to pursue personal mastery and inner tranquility.

But C.S. Lewis introduced a profound, contrasting perspective. In The Weight of Glory, Lewis describes desire as a divine breadcrumb trail, meant to lead us to what we ultimately seek—God. According to Lewis, every desire we experience is a glimpse, a shadow, of something real that only a relationship with the Creator can fully satisfy. In his view, desires are not to be extinguished but rather pursued and understood deeply as we journey toward the source. As he famously wrote, "If we find ourselves with a desire that nothing in this world can satisfy, the most probable explanation is that we were made for another world."

This perspective gives leaders a powerful tool: instead of seeing desire as an enemy to be suppressed or controlled, we can begin to see it as a guiding force that can help us understand our teams—and ourselves—on a profound level.

Dallas Willard and the Ontology of the Human Person

Dallas Willard takes this idea further by examining the "ontology of the human person." In his view, human beings are not mere biological machines driven by instinct but spiritual beings who hold within themselves an essential uniqueness. For Willard, each individual is marked by a deeply personal motivation, and this motivation can be seen as a reflection of the divine within us.

Willard proposes that leadership is not about molding people to a single vision but rather about guiding them to recognize their unique desires and to channel those desires toward meaningful, purpose-driven action. This aligns with C.S. Lewis’s vision of honoring the “immortals” in our lives, as he so powerfully illustrates in The Weight of Glory: “There are no ordinary people. You have never talked to a mere mortal.”

So, how does this translate to leadership? In essence, Willard’s philosophy invites leaders to view their role as shepherds of desire—individuals capable of helping others uncover what they truly want and assisting them in aligning those desires with something larger than themselves. This is pastoral leadership at its core, focusing on connection and genuine understanding rather than merely directing or incentivizing.

The Philosophy of Desire as a Leadership Framework

To lead with a philosophy of desire is to recognize that every individual has a unique internal drive, one that may require encouragement, alignment, and clarity. The Herringshaw Group seeks to tap into this by moving “upstream” in conversations with clients and team members. Instead of simply focusing on behavioral changes, this approach asks leaders to explore the deeper motivations behind those behaviors.

By asking “What do you truly want?” and going several layers deep, leaders can help others see desires they may not have fully acknowledged. This process ultimately reveals a path to alignment and commitment that feels natural and fulfilling. It’s a process that requires patience, discernment, and humility, recognizing that desires—even those that appear superficial—often point to a deeper reality.

Mark Herringshaw spoke of this as a kind of “eye-to-eye” relationship, inspired by the words of Jesus in John 1:48: “I saw you while you were still under the fig tree.” It’s a powerful example of how a leader can see a person’s true self, not as an object to be managed, but as a person to be understood and encouraged.

Translating Desire into Practical Leadership

So, how do leaders practically incorporate this understanding of desire into their day-to-day interactions?

1. Move Upstream: Instead of focusing solely on behavioral goals, dig deeper into motivations. Ask team members what they desire and why. The answers often lead to new insights about what they need to feel engaged and fulfilled.
2. Cultivate a Philosophy of Honor: In Lewis's words, every person you encounter is “either an immortal horror or an everlasting splendor.” Approach each conversation with reverence and curiosity, knowing that you are engaging with someone of immense value.
3. Embrace Uncertainty and Flexibility: As Willard notes, desire is not always straightforward. People's emotions evolve and leaders must remain flexible and willing to revisit conversations to ensure strong alignment.
4. Encourage Reflective Practices: Tools like journaling, storytelling, and motivational assessments can help individuals articulate and reflect on their desires. By building these practices into your leadership, you can foster a culture of introspection and growth.
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If you want to learn more about leveraging your motivations and getting further upstream to your core desires and purpose, schedule a free introductory call  with someone on our team.