Catégorie : fear

  • The 5 stages of depression: useful for understanding… but beware of the shortcut

    The 5 stages of depression: useful for understanding… but beware of the shortcut

    More and more often online, you will find five “stages of depression”: pre-depressive, progressive, acute, remission and recovery.

    This representation is not completely absurd. It describes fairly intuitively one possible trajectory of a depressive episode: something begins to change, symptoms settle in, become significant, then may gradually decrease until recovery.

    But these are not five universal, officially recognised clinical stages that every person with depression must necessarily go through.

    And that distinction matters.

    Because depression is not an organised tour with five compulsory stops and “recovery” waiting at the terminus.

    Depression is unfortunately highly variable. It may develop gradually or appear to arrive abruptly. It may be mild, moderate or severe. There may be one episode or several over a lifetime. Improvement may be complete or leave residual symptoms. Relapse or recurrence may also occur.

    So what do these famous five stages of depression actually describe? And how far can the model help us understand what is happening without misleading us?

    Before the five stages: what do we mean by “depression”?

    The word is used so often in everyday language that it can end up describing very different realities.

    “I’m depressed.” “I’ve got the blues.” “I’m going through a rough patch.” “I have depression.”

    Those sentences do not necessarily describe the same thing.

    Clinical depression is not simply sadness. The World Health Organization explicitly distinguishes it from ordinary mood fluctuations and temporary emotional reactions to difficulties. It notably involves depressed mood or a persistent loss of interest or pleasure, potentially accompanied by fatigue, sleep or appetite disturbances, concentration difficulties, guilt, low self-worth or hopelessness.

    In France, the Haute Autorité de Santé notes that a characterised depressive episode involves symptoms present almost every day for at least two weeks, representing a change from previous functioning and causing significant distress or impairment.

    In other words: sadness is a human emotion; depression is considerably more complex.

    There is no single depression that looks the same for everyone

    This is the first problem with trying to fit depression into five neat boxes.

    A depressive episode may be mild, moderate or severe. Two people meeting criteria for a depressive disorder may have noticeably different experiences.

    For one person, fatigue and loss of motivation may dominate. For another, sleep problems, anxiety, irritability or inability to feel pleasure. Another may experience rage, frustration or anger linked to helplessness.

    One person may continue working at enormous cost while another can no longer manage their usual activities.

    Talking about depression therefore means talking about a range of possible manifestations and trajectories, not a single script.

    Stage 1: the pre-depressive stage or early signs

    In the popular five-stage model, the first stage is a period in which something begins to change.

    Unusual fatigue, disturbed sleep, irritability, gradual loss of motivation, concentration difficulties, isolation or the feeling that previously enjoyable activities now require disproportionate effort may appear.

    The problem is that these early signs of depression are not specific.

    Fatigue has many possible causes. Professional stress is not automatically the beginning of depression. A week in which you want the entire human race to bugger off is not, by itself, a psychiatric diagnosis.

    The idea can nevertheless be useful as an invitation to notice a lasting change from your usual functioning, rather than as a compulsory medical stage.

    Stage 2: depressive symptoms settle in

    The second stage describes symptoms becoming more established.

    What looked like a bad period begins to last. Lack of energy affects work. Social interaction becomes costly. Previously pleasurable activities bring less pleasure. Sleep or concentration problems persist.

    An important concept here is anhedonia: a marked reduction in interest or pleasure.

    Depression does not always look like someone constantly crying. It may also feel like:

    “I don’t feel much anymore.”

    or:

    “Everything takes effort and nothing really appeals to me.”

    When several symptoms persist, intensify and significantly affect daily life, assessment by a health professional becomes particularly relevant.

    Stage 3: the acute phase of depression

    This is what the model presents as the peak of the episode.

    Symptoms of depression are numerous or intense enough to seriously disrupt daily functioning: depressed mood, loss of interest or pleasure, exhaustion, sleep disturbance, appetite changes, cognitive difficulties, guilt, loss of curiosity, bitterness, anger, self-devaluation or a very pessimistic view of the future may occur.

    In severe forms, normal professional, family or social activities can become extremely difficult. Suicide risk also needs to be assessed where relevant.

    But even here, calling this the “third stage” can mislead.

    A person does not have to consciously experience stages 1 and 2 before reaching this point. Some depressions develop slowly; others appear much more abruptly, particularly in the context of major traumatic or cumulative events.

    The acute phase therefore describes intensity, not the third level of a video game that everyone must unlock.

    Stage 4: partial remission

    When symptoms begin to decrease, some articles describe a fourth stage: remission.

    This term does have clinical meaning.

    But remission and recovery are not the same thing.

    A person can feel considerably better without having returned to previous functioning. Fatigue, sleep problems, cognitive difficulties or residual anhedonia may remain.

    And importantly: remission is not “acceptance”.

    Acceptance may describe how a person psychologically understands and lives with their illness. Remission concerns the evolution of symptoms.

    You can fully recognise and accept that you are depressed while still being in the middle of a depressive episode.

    Stage 5: recovery and relapse prevention

    The fifth stage is described as recovery: symptoms have greatly decreased or disappeared, functioning gradually returns and activities resume.

    But feeling better does not necessarily mean everything is over overnight.

    Clinical recommendations commonly distinguish an acute treatment phase from maintenance treatment, which aims to consolidate remission, restore functioning and quality of life, and reduce recurrence risk.

    This helps explain why follow-up may continue after symptoms improve.

    After depression, learning to recognise your own early warning signs, vulnerability factors and what helps maintain improvement can be useful.

    Where the five-stage model becomes misleading

    This is where I begin to have a problem with the five neat boxes.

    Because they easily suggest:

    1 → 2 → 3 → 4 → 5 → finished.

    Reality is considerably less disciplined.

    Someone may improve and then worsen. Some symptoms may disappear while others remain. There are single episodes, recurrent depressions and persistent or chronic forms.

    A real trajectory might look more like:

    early symptoms → worsening → improvement → residual symptoms → further improvement

    or:

    depressive episode → remission → another episode months or years later

    or something far less easy to draw as a tidy arrow.

    The five-stage model can serve as a simplified map. The problem begins when we confuse the map with the territory.

    What if my symptoms do not fit these five stages?

    That absolutely does not mean your suffering is illegitimate or that you are somehow “doing depression wrong”. There is no great depression examiner waiting to give you a mark, and depression is not a performance.

    This is precisely the danger of overly linear psychological models: they can create a norm where they were only meant to help understanding.

    Conversely, recognising a few symptoms in an article does not allow you to diagnose yourself with depression.

    If a persistent low mood, loss of interest or pleasure, significant fatigue or other symptoms continue and affect daily life, speaking with a doctor or mental-health professional can help assess what is happening and what forms of support are appropriate.

    So, are the five stages of depression bullshit?

    Not exactly.

    But they are not a psychological law either.

    Pre-depression, establishment of symptoms, acute phase, remission and recovery are a fairly intuitive way of describing one possible trajectory of depression.

    They can help explain that a depressive episode evolves, that symptoms may develop gradually and that recovery itself may take time.

    What becomes problematic is treating them as five official, universal and successive stages.

    Clinical classifications and guidelines focus instead on symptoms, duration, severity, functional impact, evolution, remission and risks of relapse or recurrence.

    Ultimately, the most useful question may not be:

    “Which stage am I in?”

    but:

    “What has been changing for me, for how long, what effect is it having on my life, and what help do I need today?”

  • Why hire a coach? 40 situations where coaching can help

    Why hire a coach? 40 situations where coaching can help

    We sometimes imagine that people hire a coach only when they have “a problem”.

    That is rather reductive.

    You can also seek coaching because you are going round in circles, because a situation keeps repeating itself, because you have a decision to make, because a relationship has become difficult, because you want to improve the way you manage… or simply because you know where you want to go but cannot work out how to get there.

    There is therefore no single doorway into coaching.

    After years of supporting people, I have seen individuals, couples and professionals arrive with extremely different requests. Some were in the middle of a crisis. Others were doing reasonably well but wanted something to change. Others simply needed an outside perspective to understand what was happening.

    So rather than explaining abstractly “why you should get coaching”, here is a much more interesting question:

    In what situations can coaching actually be useful?

    Why choose individual coaching?

    You do not need to wait until you have hit rock bottom before asking for support. Fortunately.

    How can I rebuild my self-confidence?

    When you systematically doubt your abilities, constantly seek external validation or no longer dare to do things you actually want to do, the work rarely consists of repeating in front of a mirror that you are wonderful.

    It is more about understanding what undermines that confidence, what maintains the problem and how to regain a more accurate perception of your abilities.

    How can I stop sabotaging myself?

    You know what you should do. Sometimes you have even started.

    And yet, mysteriously, you procrastinate, give up, repeatedly choose the wrong person, turn down an opportunity you wanted or find an excellent reason not to change anything.

    The famous “self-sabotage” generally deserves better than a kick up the backside and three inspirational Instagram quotes.

    We need to understand what the behaviour is protecting.

    What can I do when I feel stuck?

    You have thought about the problem from every possible angle. Then from the other direction. Then once again, just in case the problem had politely changed overnight.

    Sometimes thinking more with exactly the same premises simply produces… more of the same thinking.

    An outside perspective can reveal blind spots, contradictions, alternatives or resources you can no longer see.

    And also…

    • How can I learn to set boundaries?
    • How can I make a difficult decision?
    • How can I break a recurring pattern?
    • How can I manage my emotions better?
    • How can I stop procrastinating?
    • How can I communicate better?
    • How can I say no without feeling guilty?
    • How can I find my place?
    • How can I get through a period of change?
    • How can I understand my needs better?
    • How can I leave a relationship or situation that no longer suits me?
    • How can I turn a desire for change into concrete action?

    The common denominator is not necessarily suffering.

    It is often the gap between the situation you are living and the one you would like to build.

    Why choose couples coaching?

    No, couples coaching is not reserved for couples deciding between booking a session and throwing plates at each other.

    You can come because the relationship is in crisis, of course. But also precisely to avoid getting there.

    How can I discuss a difficult subject with my partner?

    Money, sex, children, family, division of labour, life plans, jealousy, commitment…

    Some subjects become so emotionally loaded that eventually you are no longer discussing the problem, but every previous argument about the problem.

    Coaching can recreate a framework in which each person can speak and hear what the other is actually trying to say.

    How can I set boundaries in my relationship?

    Loving someone does not mean accepting everything.

    But setting a boundary without turning it into a threat, ultimatum or punishment can require genuine relational learning.

    How can we deal with family problems affecting our relationship?

    In-laws, children, ex-partners, blended families, differences in parenting…

    A couple does not exist in a vacuum. Some difficulties arise precisely at the boundaries between the couple and the people around them.

    And also…

    • How can we start talking again?
    • How can we stop having the same arguments?
    • How can I express my needs without attacking my partner?
    • How can we rediscover closeness?
    • How can we manage an important difference between us?
    • How can we make a decision together?
    • How can we rebuild trust?
    • How can we divide responsibilities more fairly?
    • How can we live with our differences?
    • How do we know whether we still want to build something together?

    Sometimes the goal is not to “save the relationship at all costs”. It may also be to understand what is happening and help two people make a more conscious decision about what comes next.

    Why hire a coach in a business?

    Because putting eight human beings in an open-plan office with a task list, a dashboard, KPIs and someone called a “manager” has, strangely enough, never been sufficient to create a functioning team.

    A company is an extraordinary relationship laboratory: objectives, power, responsibilities, personalities, constraints, clients, money and sometimes urgency. Everything is there to produce the best… and occasionally a magnificent mess.

    How do I manage a difficult employee?

    First useful question: what exactly is difficult?

    Their behaviour? Their results? Your communication? A conflict of values? Resistance to change? Poorly defined responsibility?

    Defining the problem correctly already prevents you from looking for the solution in the wrong place.

    How do I manage a crisis?

    In a crisis, the temptation is often to react faster at the very moment when we need to think more clearly.

    Coaching can help a leader or manager distinguish genuine urgency from noise, prioritise decisions, anticipate consequences and work on communication.

    How do I deal with a difficult client?

    Setting boundaries while preserving a commercial relationship is a particular skill. Sometimes you need to learn to negotiate, reformulate, clarify what is possible and what is not, and stop confusing customer service with unlimited submission.

    How do I motivate my team?

    Motivation is not a button located somewhere behind an employee’s left ear.

    It can depend on autonomy, recognition, meaning, workload, clarity of objectives, quality of management, working relationships and the feeling of progressing.

    And also…

    • How can I give difficult feedback?
    • How can I handle disagreement within my team?
    • How can I delegate without micromanaging?
    • How can I assert my authority without becoming authoritarian?
    • How can I manage interpersonal tension?
    • How can I improve communication?
    • How can I support change?
    • How can I develop cooperation?
    • How can I manage competing priorities?
    • How can I reconcile performance with healthy working relationships?

    The aim is not to manufacture smiling managers capable of reciting three communication methods.

    It is to develop the ability to understand human situations and intervene with greater discernment.

    So how do I know whether I need coaching?

    A simple rule can help.

    You do not necessarily need a coach because something is wrong.

    Support can become useful when:

    you want something to change, but your usual methods are no longer enough to produce that change.

    You may know exactly what you want. Or not yet know.

    You may have a very concrete problem. Or simply that irritating feeling that something is wrong without being able to put your finger on it.

    That is precisely where the work begins.

    And why tell me all this?

    Because throughout my experience as a coach, I have worked with very different individual, relational, couple and professional issues.

    My job is not to tell you how to live your life.

    Still less to hand out prefabricated solutions in the style of “the five habits of successful people before 6:12 a.m.”

    It is to understand with you what is happening in your situation, bring to light what you cannot yet see and build solutions that are usable in your reality.

    Of course, I could tell you here that I am absolutely wonderful.

    That would be slightly suspicious.

    So the simplest thing is to let the people I have already coached speak for themselves:

    → Read my clients’ testimonials

    And if one of the questions in this article looks suspiciously like the one you are asking yourself, perhaps that is already a good place to start.

  • Fear of failure, change and judgement: do we really need to “overcome our fears”?

    Fear of failure, change and judgement: do we really need to “overcome our fears”?

    Ah, Madame Fear.

    Always on duty.

    You have an idea? Her little weasel face pops up.

    Thinking about changing jobs? She pulls up a chair and joins the table.

    Want to say something important to someone? She orders a coffee, takes off her coat and clearly, she intends to stay.

    And she has a few classics in her repertoire:

    “Maybe this isn’t the right time.”

    “What if you screw it up?”

    “What will they think of you?”

    “Maybe you should think about it a little longer.”

    That last one is particularly sneaky because it sounds like healthy caution. Except that sometimes you’ve been “thinking about it a little longer” for three years.

    But unlike what you regularly read in personal development, I am not going to tell you that fear is an illusion you simply need to conquer.

    Fear exists. And courage, after all, is not the absence of fear.

    Fear therefore has very good reasons to exist.

    The more interesting question is:

    Is this fear still protecting me… or has it started making decisions for me? Or even… shitting in my boots?

    Fear is not your enemy

    Let’s give Madame Fear her due.

    Fear is an extraordinarily useful mechanism.

    When faced with a threat, our body mobilises responses that can help us flee, fight or freeze. Our attention changes. Our body prepares itself. Our perception of risk shifts.

    In short, fear did not take up residence in our brain solely to stop us asking for a pay rise.

    Its main role is… survival.

    And contrary to the slightly caricatural mammoth metaphor I used in the past, our brain does not react only to dangers capable of eating us.

    Human beings are social creatures.

    Rejection, humiliation, loss of status, uncertainty and failure can therefore represent particularly powerful threats.

    Your boss may not look like a sabre-toothed tiger (well, I hope not; otherwise change companies quickly!), but the idea of standing up to them can still trigger a very real fear response.

    So why do some fears stop us in our tracks?

    Because fear does not need to correspond to an immediate danger in order to affect us.

    Take someone who wants to change careers.

    Their fear may say:

    “You’ll lose your financial security.”

    That is useful information.

    We can work with it.

    Run the numbers.

    Plan a transition.

    Build a safety net.

    But it may also say:

    “What if you discover you’re not capable?”

    Then:

    “What if everyone thinks this decision is ridiculous?”

    Then:

    “Maybe you should wait until you’re absolutely certain.”

    And here we arrive at one of my favourite little marvels:

    waiting to feel reassured before taking action.

    On paper, it is ideal, seductive and so much more reassuring. Except that in real life, sometimes it is impossible.

    Because some information only exists after you act.

    You cannot know exactly how you will feel in a new profession before you have experienced it enough.

    You cannot know how someone will react before you have the conversation (or before working with an experienced coach who can role-play the scene with you and help you prepare).

    You cannot know whether your project will work before confronting it, at least partly, with reality.

    At some point, more thinking no longer produces more information.

    It simply produces more thinking.

    The real trap: avoidance works brilliantly well and feeds inertia

    And this is where it gets properly vicious.

    Imagine you are afraid to speak during a meeting.

    The meeting begins.

    Your heart speeds up.

    You had something to say.

    Probably something very interesting too. And…

    In the end, you say nothing.

    And immediately…

    relief.

    Congratulations: your brain has just learned something.

    “Not speaking = discomfort disappears.” Yay, what a crap lesson.

    So the next time the situation occurs, avoidance becomes extremely tempting.

    That is one reason some fears can gradually shrink our field of action.

    Not because we are weak.

    But because avoidance is bloody effective in the short term.

    The problem arrives with the long-term bill.

    “Get out of your comfort zone”: yes, but not any old way!

    Here again, personal development has managed to turn an interesting idea into something printable on a mug.

    GET OUT OF YOUR COMFORT ZONE.

    Very good, Gérard. But how far, exactly?

    Because between comfort and absolute panic, there are a few interesting nuances.

    The goal is not to throw yourself deliberately into the situation that terrifies you most and hope for a spiritual revelation in the middle of a panic attack.

    A much smarter objective might be:

    gradually increase your ability to act despite a certain level of discomfort.

    And for that, we can experiment.

    This is where coaching can become particularly concrete

    Suppose your difficulty is asserting yourself.

    We could spend an entire hour talking about your fear of conflict.

    That might be useful.

    But we can also do something else.

    We can manufacture the conflict.

    Not with boxing gloves, I do run a respectable practice after all, but I can play the insistent colleague, the unhappy client, the toxic manager who asks:

    “Yes, but just this once, surely you could still…”

    And you can try, stumble over your words, get it wrong in a sandbox.

    Your first response may be far too aggressive (and that’s okay, that’s the game, my poor Lucette).

    The second may sound like an apology.

    The third will start sounding like you.

    And suddenly, we are no longer discussing your ability to set boundaries in the abstract.

    You are learning how to set one! (And I’ll be bouncing with joy watching you succeed!)

    Fear of failure also deserves a little failure

    Here is another thing I love working on.

    Someone who is deeply afraid of failure can spend an enormous amount of energy avoiding every situation in which they might fail.

    The problem is obvious:

    that also eliminates an impressive number of situations in which they might succeed.

    So sometimes we can turn the problem around.

    Not:

    “How can I be certain I’ll succeed?”

    But:

    “How can I try without needing this attempt to succeed?”

    Small test.

    Prototype.

    Exploratory conversation.

    Application.

    Request.

    Experiment.

    An action small enough that failure would not be catastrophic, but real enough to produce information.

    Because one tiny failure in the real world can sometimes teach you more than three weeks spent imagining a gigantic failure in your head, or worse, living only in the safety of NEVER making a mistake.

    What if your fear is right?

    Yep.

    That happens too.

    Afraid of losing money by launching your project?

    Possible.

    Afraid someone will react badly when you set a boundary?

    Possible.

    Afraid a major change will be difficult?

    Obviously.

    The purpose of coaching is not to turn every fear into a negative thought to be exterminated with inspirational quotes.

    Sometimes fear contains relevant information.

    So we can ask it:

    “What are you trying to protect me from?”

    Then examine the answer.

    If the risk is real: how can we reduce it?

    If it is acceptable: are we willing to take it?

    If it is disproportionate: how can we test it?

    And if fear prevents us from living normally, becomes overwhelming or is part of an anxiety disorder: coaching may simply not be the right tool, and a mental-health professional will be more appropriate.

    So the right question is not always:

    “How do I conquer my fear?”

    But:

    “What do I want to do with the information it is giving me?”

    Courage is not the absence of fear

    Ultimately, I find it much more interesting to stop treating fear as an adversary.

    Because if you wait until you are no longer afraid before acting, Madame Fear has one particularly effective argument:

    “Not today.”

    So perhaps the goal is not to make her disappear.

    Perhaps the goal is to be able to answer:

    “Yes, I heard you. Now move over a little; I’ve got something to try.”

    And go anyway.

    So remember, Madame Fear. She’s got potential, the bitch, but she does not get to stop you living on the pretext of stopping you dying. 😏