The Benefits of Gratitude

Increasingly research into gratitude has highlighted the benefits of being grateful and expressing that feeling through thought, writing or action.

Neuroscientist, Glenn Fox, in his article, “What the brain reveals about gratitude“, argues that scientific studies have established that expressing gratitude can improve your health, your relationships and your overall happiness.  He also asserts that recent research demonstrates that gratitude alleviates depression.

In support of this view, Joel Wong and Joshua Brown established through their research that gratitude practice helps people who experience mental health issues as well as people who are mentally healthy.  They postulate that practising gratitude displaces “toxic emotions” such as anger and resentment through the cultivation of positive emotions such as appreciation.

Wong & Brown, drawing on their research, demonstrate that just the act of expressing gratitude has substantial personal benefits and that sharing the expression of gratitude is not essential to realise these benefits.  Their research entailed a control group of participants writing “gratitude letters”.  They established that the benefits of being grateful grow over time and that there are sustained, positive effects on the brain, including “greater neural sensitivity in the prefrontal cortex” which leads to improved mental health over time.

They comment insightfully:

Much of our time and energy is spent pursuing things that we currently don’t have.  Gratitude reverses our priorities to help us appreciate the people and things that we do have.

Robert Emmons in his ground-breaking article, “Why gratitude is good“, shares the results of research undertaken with his colleagues and lists the demonstrated physical, psychological and social benefits of gratitude.  He asserts that gratitude entails more than appreciating what is good in our life – it also involves acknowledging the people who have enabled that “goodness”.  This entails recognising that the source of what we experience as good is often someone outside of ourselves.

The researchers designing these research studies often had participants produce a gratitude journal – recording on a regular basis the things that they are grateful for.  We can generate the positive energy of gratitude by reflecting on what is good in our past life or in the present.

As we grow in mindfulness through gratitude meditation, we train our brain to recognise what is good in our life, to appreciate the contribution of others to our happiness and mental health and to express that gratitude often and spontaneously. Through this state of positivity, we are better able to handle the challenges and stresses in our life.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

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Cultivating Inclusive Leadership

Leadership in the future world of work presents many challenges, not the least of these being managing the diversity that will confront leaders. Diversity takes many forms – diversity of markets, of customers/clients, of technologies and of the workforce.

As countries around the world become more strongly interdependent, connected through international trade agreements and treaties, the diversity of issues will expand exponentially.  This is reflected in complex market relationships involving very significant differences in economic, cultural, political and logistical make-up.  Marketing channels differ radically by country and are constantly evolving.

The growing diversity of customers/clients has forced companies and government agencies to become more customer/client-focused in terms of communications, systems, structures and procedures.  Underpinning this responsiveness, is the need for leaders to develop a new mindset that puts the customer at the centre of considerations of policy, strategy, organisational culture, staff training and organisational access.

The emergence of new technologies, such as robots and artificial intelligence, demands that leaders are open to new ideas and ways of doing things and are creative and innovative in the way they create and deliver products and services.

The complex shift in the mix of employees versus contractors and part-time versus fulltime, creates new challenges in terms of workforce management.  Added to this shifting complexity is the need to provide flexible working arrangements, a development accelerated by the availability of emerging technologies.  The growth in an increasingly educated population, with ready access to information globally, also means that leaders will be increasingly dependent on the knowledge and skills of their workforce.  This will demand robust self-esteem and increasing capacity to connect and collaborate.  Concurrent with these challenges is the need to manage increasing generational diversity in the workforce and the related inter-generational relationships and conflicts.

Taking these macro changes into account will demand that leaders develop the capacity for inclusive leadership – the ability to manage the complexity, uncertainty and disruption of the diversity that is growing on every front.

Traits of inclusive leadership

Juliet Bourke and Bernadette Dillon produced an article published by Deloitte titled, The six signature traits of inclusive leadership: Thriving in a diverse new world.  I will discuss each of these six traits and relate them to the diversity issues identified above.

Commitment– according to Bourke and Dillon, research shows that inclusive leadership is more sustainable when it involves a personal commitment to the underlying values of “fairness” and “equity”.  While acknowledgement of the business case for inclusion can encourage leaders to be more inclusive, a commitment of heart and mind is necessary to sustain the desired behaviour.

Courage – it takes courage to challenge prevailing norms, structures and policies in the defence of inclusion.  Going against non-inclusive thinking and behaviour can lead to isolation and conflict and requires a courageous stance over a sustained period.  It also implies vulnerability and readiness to acknowledge our own mistakes and weaknesses.

Cognizance of bias – we all suffer from unconscious bias in our perception of others whether the bias is based on age, sexual preference, culture, economic position or employment status.  Bias leads to words and behaviour that undermine inclusion.  Unconscious bias creates blind spots resulting from a lack of awareness of the hurt we cause through our non-inclusive perceptions, words and actions. Inclusive leadership thus demands both self-awareness and self-management to prevent bias creeping into our actions and decisions. It also entails understanding of, and support for, people who are experiencing mental illness.

Curiosity – inclusive leadership entails openness to, and curiosity about, other ideas and perspectives.  It involves not just recognising differences but also valuing them and learning from them.  Curiosity fuels life-long learning – an essential requirement for inclusive leadership.  Bourke and Dillon argue from their research that inclusive leaders deepened their understanding of diverse perspectives by “asking curious questions and actively listening“.

Culturally intelligent – cultural intelligence has emerged as a critical leadership trait because of the global mobility of the workforce.  Now termed “CQ“, cultural intelligence involves “the capability to relate and work effectively in culturally diverse situations”.   It goes beyond cultural sensitivity and entails sustained interest in cultural diversity, a willingness to learn and adapt in culturally diverse situations and ability to plan for associated inclusive behaviour.

Collaborative – as the world of work changes with considerable rapidity and in unpredictable ways, the need to collaborate is paramount for effective and inclusive leadership.  This involves creating space and opportunities for sharing of ideas and different perspectives by diverse groups and personalities.  Synergy can result from such connections and collaborative efforts. My own research reinforces the fact that collaboration is motivational and engenders engagement, energy and creativity.

As we grow in mindfulness we can develop our emotional commitment to the value of fairness, strengthen our courage and resilience to pursue this commitment, cultivate self-awareness and curiosity and enhance our capacity to collaborate.  Mindfulness then will support our efforts to cultivate inclusive leadership in our own thoughts, words and actions and those of others.

 

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

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Developing Leadership Capacity for the Digital Age

In the previous post, I discussed the challenges posed by the digital age and shared Sky Jarrett’s perspective on how mindfulness can enable a leader to thrive in the new world of work.  Rich Fernandez, in his presentation during the Mindful Leadership Online Conference, provided a complementary perspective on what leaders need to do to cultivate “future-ready” leadership capacity.  Rich was formerly Director of Executive Education at Google, a Master Teacher for SIYLI and founder of Wisdom Labs .

Rich described future-ready leadership as “having the mental and emotional clarity and balance to meet all of life’s challenges, situations and people that you might encounter”.   His presentation focused on how to develop these leadership characteristics.

Developing mental and emotional clarity and balance

Rich identified the following ways to develop these core leadership characteristics for the digital age:

Mindful listening – being present enough to focus on what the other person is saying and sufficiently open to understand their message and be influenced by it so that common ground can be developed.  Rich suggested that the American Senator John McCain was an exemplar of mindful listening because he sought “constructive bipartisan dialogue” and enabled continual conversation to reach that elusive middle ground.  Mindful listening requires a preparedness to avoid reacting mindlessly, prematurely offering a solution or pursuing an agenda.

Response flexibility – to engage in mindful listening you also need to have what Rich calls “response flexibility”- which is the agility to be able to respond appropriately and in respectful way to the other person’s communication.  I have discussed a way to develop response ability in an earlier post.

Values alignment – ensuring that your behaviour actually reflects your personal values.  Rich mentioned that Marc Benioff – founder, Chairman and CEO of Salesforce – is an exemplar of values alignment and puts service to the community ahead of profit.  For example, he has built meditation rooms on every floor in the new, towering Salesforce building.  His organisation practises business consciously so that “stakeholder management” is top of mind and is discussed as often as shareholder management – placing the needs of consumers on a least an equal footing with the wants and needs of shareholders.  Rich shared a series of questions that can help a leader check their values alignment – “What are your values?”, “Why are they important to you?”, “To what extent are your words and actions aligned with your values?” [poetic licence used here].

Personal vision – this flows naturally from a consideration of values alignment.  So, this is about a vision for oneself as a leader, not the organisational vision (although it is ideal that there is a strong alignment between the two).  Rich poses some relevant questions from the Search Inside Yourself Program to help clarify a personal vision, “What is your vision for yourself and your life?”, “What will your legacy be – your personal contribution to the world?”, “If your life exceeded your wildest expectations, what would it look like – what is happening and what are you contributing? [some poetic licence here too].   I previously discussed Goldie Hawn as an exemplar of someone who is committed to a personal vision and has aligned her words and actions in pursuit of this vision.

As we grow in mindfulness, we can develop the desired leadership characteristics to meet the challenges of the digital age.  With persistent mindfulness practice, we can develop mental and emotional clarity,  achieve balance in our life, progressively expand our response flexibility, and build alignment between our words and actions and our values/personal vision.

 

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

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Mindfulness for Leadership in the Digital Age

Many of the presentations during the Mindful Leadership Online Conference, 17-26 October 2018, focus on what it means to be a leader in the digital age.  Sky Jarrett, for example, discussed Thriving As a Leader in the Digital Age, and highlighted the role of mindfulness in achieving this goal.  Her presentation drew on her experience with Accenture – a global consulting firm – where she is an Executive Coach and Mindfulness Instructor.

As the digital age continues to advance relentlessly with the advent of artificial intelligence and robotics, leaders are faced with new and demanding challenges and the uncertainty that derives from continuous technological, ecological and economic disruption.  Life and work are becoming more complex with the generational shift and the growth in mental illness in the home and the workplace.

Thriving as a leader in the digital age through mindfulness

Sky identified how mindfulness can assist leaders to not only survive the digital era but to thrive and achieve greatness in their chosen arena of activity:

  • Calmness – mindfulness is necessary to develop calmness and equanimity in the face of organisational and community turbulence.  Sky likens the calmness developed through mindfulness meditation to the calm of the “eye of the storm”.  She suggests that the incorporation of mindfulness practice in the life of an executive is an “imperative” like the change from analogue to digital. It is critical for a leader to be grounded and not unsettled by digital turbulence if they are going to lead effectively.
  • Trust – Sky points to the fact that we are operating in a trust economy as part of the macro environment of the digital age.  Trust underpins relationships which are the lifeblood of an organisation or community.  Trust is built through integrity and consistency.  Increasingly, followers look to leaders for guidance, transparency, support and reliability.  Mindfulness builds self-awareness and self-management which are foundational to integrity and the development of trust.
  • Connection and collaboration – the digital age is the era of connectivity. Individuals, groups, organisations and communities are collaborating locally and globally – even competitors are collaborating to achieve common goals.  The complexity and speed of change means that leaders can no longer be isolates steeped in knowledge and relevant experience – they will become increasingly dependent on collaboration with others as change outpaces their ability “to keep up-to-date”.  Mindfulness helps a leader to experience, understand and value connectedness to themselves, others and the world around them.  It also enables them to build the capacity for collaboration and enlightened action in the world.
  • Self-improvement – for many years now, we have focused on externalities including the continuous improvement cycle in organisations.  The time has come for leaders to focus consistently on self-improvement, to take themselves as the the improvement project.  This will require developing emotional awareness through mindfulness and reflection on their thoughts and actions so that a leader can enhance their response ability.
  • Bodily intelligence – Sky suggests that leaders will need a greater connection to their bodies in the digital era.  Bodily intelligence, also termed kinaesthetic intelligence, will enable leaders to sense bodily when things are not right and to take constructive action.  Somatic meditation will assist leaders to enhance their bodily intelligence and to develop the leader’s capacity to trust their body’s intuition (“gut feeling”).
  • Being present – as we have reiterated in this blog, the capacity to be present is an essential skill of leadership, no matter what the era.  However, the digital era places greater demands on leaders to be genuinely present to others when interacting.  The challenge to being present in a digital era characterised by incessant “noise” and disruptive communication, is potentially overwhelming.  Mindfulness builds the capacity to shut our the noise and to fully focus on the person and task at hand.

There are many demands on leaders in the digital age, but as we grow in mindfulness we can bring calmness and equanimity to any situation, build trust and connectedness, focus on improving ourselves through reflection, more readily access our bodily intelligence and become more fully present in our daily interactions.

 

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

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How Does Mindfulness Impact Our Behaviour?

Research on mindfulness suggests that through meditation practice we become more connected with ourselves and more in control of our thoughts, emotions and resulting behaviour.  In particular, mindfulness improves the frequency and quality of our paying attention in the present.

Research by scientists on the outcomes of mindfulness point to the development of compassion, reduced sense of isolation, increased resilience and ability to handle stress – all of which impact our behaviour.

Exploring how mindfulness impacts our behaviour

We have to ask ourselves how mindfulness practice changes our own behaviour.  Do we stop ourselves from writing that cutting email when we become angry at an email we received?  Do we immediately retaliate with counter accusations when criticised by someone else?  To what extent has our awareness and understanding of another’s pain increased our empathy and become reflected in compassionate behaviour?

One of the challenges we face in translating mindfulness practice into changed behaviour is that our habituated behaviour is very difficult to change.  Even as we develop mindfulness through reflection and meditation, we will still have to deal with negative thoughts and emotions that arise spontaneously despite our best intentions.  However, our capacity to deal with these challenges should develop so that our response ability increases and we can overcome our habit of responding inappropriately to words or actions that trigger us.

If we do feel agitated, we can have the presence of mind to stop and take a breath, observe what is happening inside ourselves and use the gap between the stimulus (the trigger) and our response to manage our behaviour better.

We can begin to see that we are moving towards more kindness in our interactions with others – it could be that we notice people more, stop and talk to people who seem lonely or depressed, demonstrate more thoughtfulness towards others we encounter in daily life.

A meditation to explore the impact of mindfulness on our behaviour

We can explore for ourselves what impact our meditation practice is having on our behaviour by way of checking our progress towards achieving the equanimity of mindfulness.  We can review how often we have used mindfulness as a form of self-intervention to prevent us from saying or doing something that we considered inappropriate.

Tara Brach asks some penetrating questions about the ways in which mindfulness has positively impacted our behaviour.  In the related meditation podcast, Tara encourages us to let go of the past and attend fully to the present moment.  This meditation is particularly useful if you have reviewed your behaviour and found that you did not act mindfully.  It is a calming meditation that is strongly situated in the present moment and in what you are experiencing within and aware of in your immediate surroundings.

As we grow in mindfulness through reflection and meditation, we can begin to see clearly observable changes in our behaviour particularly in moments of stress or when our negative emotions are triggered.  We begin to notice our capacity to control our thoughts and emotions and increase our response ability – to respond in more appropriate ways that build relationships rather than damage them.

 

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

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Insights from Mindfulness

Matthew Brensilver teaches about the relationship between mindfulness and mental health based on his many years of research into treatments for addiction and resultant behaviours.  In one MARC meditation podcast he offers two key insights that derive from mindfulness.

In the podcast, he suggests that meditation practice itself is a form of training that opens us up to the potentiality of mindfulness.  It enables us to pay attention to our everyday experiences, getting in touch with our sensations and thoughts.  Matthew describes mindfulness as accepting our human condition in all its facets with openness and equanimity.  He maintains that this mindful stance generates two key insights.

Insight 1 – the difficulty of being human

If we learn through meditation to accept whatever comes our way, taking things as they are, we come to realise how difficult it is to be truly human.  This openness to experience from one moment to the next means accepting what is with equanimity – even if this involves challenges to our sense of self, career disappointment, interpersonal conflict or ill health.

It takes real courage to face the reality of our lives with full awareness, not hiding in denial or diverted by resentment.  Life often turns out to be very different to what we imagined or hoped for. Matthew states that mindfulness demands that we “make peace with the human condition” and live our lives with genuine acceptance moment to moment.  This is hard to do, even if we are able in the midst of things to express gratitude for what we do have or for the positive experiences we have had in our lives.

Insight 2 – we underestimate the capacity of our hearts and minds

Matthew suggests that our innate capacity is often obscured by aversion to difficulties, striving for “success” or the negative emotions generated by the everyday challenges of work and life.  Fear, for instance, can stop us from being creative and pursuing opportunities for personal growth and development.

Matthew argues that “sustained intention and attention” that develops with mindfulness enables us to tap into our real potential, including the ability to offer unconditional love and appreciation.  If we are able to maintain “continuity of awareness” we are able to access our full potentiality.

For Matthew, mindfulness involves not only being aware of our thoughts and emotions from moment to moment but also the ability to “pour awareness into our body” so that we are in touch with our bodily sensations as well.  He suggests that meditation helps to build this awareness because it offers the opportunity to “experience the dignity of upright posture” while, at the same time, feeling “the pull of gravity” on the rest of our body.

As we grow in mindfulness, we come to realise the difficulty of facing our human condition with equanimity, while at the same time experiencing the depth and breadth of our human potentiality.  Meditation practice helps us to accept what is and to more readily realise our full potential.

 

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

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What Is You Unique Purpose in Life?

In the previous post on Finding Your True Purpose, I drew on the interview podcast by Stephen Cope.  In that post, I explored what Stephen refers to as the “four-stage path of action”.  The first stage, however, discerning your true purpose, is where people often become stuck and unable to move forward, for multiple reasons (including doubts).

Stephen suggests several ways to help you progress in deciding what is your unique purpose in life – what best utilises your knowledge, skills and personality for the greater good.  This can be a challenging task and may take some time to discern – it could involve immersing yourself in an area of interest to establish the needs that are present in that arena.  Research may precede action.

What is your unique purpose in life?

Some of Stephen’s suggestions may help with gaining clarity about your unique purpose.   He suggests that you can focus on three areas to gain further insight into any “unconscious obstacles”.

  1. What lights you up? – what in your life generates positive energy, captures your commitment or engages you over lengthy periods?  The way to access this is to write a list of things that light you up, without censoring the list.  Look for themes or connections amongst items on your list, and you may find a pointer to your unique purpose.
  2. What is your deepest duty right now? – you will have duties as an employee, friend, colleague, parent, citizen, partner.  What duty flowing from any of these roles is felt so deeply that if you do not fulfil it, “you will feel a profound sense of self-betrayal”?
  3. What personal challenges do you face? – do you have a health issue, relationship challenge, a problem involving your child or children or a workplace issue?  What do these challenges inspire you to do? It may mean helping others to show self-care or establishing a support group for parents who have lost a child or for people experiencing work stress.  Some people have established a foundation or committee to enable them to engage others in supporting them in their endeavours to do something for the common good.

Famous people such as Gandhi and Robert Frost found their unique purpose and proceeded  to develop what Stephen calls “unified action” – where you increase your focus on the area of interest and peel away anything that is not contributing to your unique  purpose.     Extraordinary people have achieved extraordinary outcomes but there are many more “ordinary people” who have excelled at what they do because they have realised a singular focus and a commitment to act in accord with that focus.

As we grow in mindfulness through meditation and reflection (particularly on our interests, our duties and our challenges), we can gain clarity about our unique purpose, find creative ways to fine tune our actions and increase the integration of that purpose into our daily lives.

 

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

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Identifying Our Assumptions through Mindfulness

One of the aspects of self-awareness that is important to master is the assumptions we carry with us that impact our thoughts, perceptions, interpretations, emotions and behaviour.  We can be aware of the negative impact on us of the assumptions of other people but be blind to our own assumptions and their negative impact on others.

Earlier I wrote about the impact for me of my social tennis partners making assumptions about my capacity to play tennis, given my age.  Last week I fell into the same trap through my assumptions about another player.

I was playing social tennis with three other players, one of whom was a woman.  She offered to play with the weaker player and I found this hard to accept initially because I assumed that she would be a weaker player, despite her size.  This proved to be a false assumption as the woman player turned out to be the best player of the four of us.

The woman player had a particular style of hitting her ground strokes which meant that the ball levelled out when it hit the ground, making it very difficult to get a racquet under the ball.  I spent most of the social game reframing my assumptions about the woman player and trying to counter her game.

The moral of the story is that assumptions can blind us to possibilities and reduce our capacity to cope with reality.  Assumptions are like tunnels – they can distort our perception of others and of everyday occurrences.

Incorrect assumptions are often the cause of conflict in relationships because we tend to make assumptions about the motivation of the other person.  They, in turn, make assumptions about our motivation and act on their own erroneous assumptions.  We respond having confirmed in our own mind that our assumption about them were correct (confirmatory bias).  And so a conflict spiral is created built on increasingly entrenched, but inaccurate assumptions.

As we grow in mindfulness we become aware of the assumptions we hold, how they play out in our thoughts and emotions and how they are manifest in our behaviour.  Through mindfulness we can increase our self-awareness in this area, better deal with the challenges of our life, enrich our relationships and develop our creativity.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

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Being Grounded

So often we can be off-balance, caught up in concerns about the future or worry about the past.  Alternatively, our minds can be racing from one thought to another.

If we lack awareness in the present moment, we will miss opportunities, make poor decisions, create work and  stress for ourselves and find that our productivity, either at work or at home, suffers.

If we are grounded, small annoyances and setbacks do not disturb our equanimity and we can manage larger challenges more effectively because we are able to choose an appropriate response, rather than be caught up in the whirlwind of our thoughts and activities.

Ways to develop groundedness

Being gounded is important and underpins mindful living.  We need to stop our frenetic activity and  take time to get connected with nature or tuned into our body.  Another form of groundedness is to engage in mindful walking where we get in touch with the ground, or the floor if we are walking inside our house.

We can tune into our body through mindful breathing, a body scan or other form of somatic meditation.  Breathing is so fundamental to living that most mindfulness experts praise the benefits of mindful breathing – it has a calming effect, can be undertaken any where and is  a good way to begin most meditations.                                                                                                                                                                                                                                                                                      Another form of meditation that enables you to become really grounded focuses on the energy that surrounds us – in the air, in nature, with people and animals.      Through this approach,  you are able to get in touch with the energy of the universe and experience the connectedness this entails.

As we grow in mindfulness through regular practice of different forms of meditation, we can become grounded more easily when we are in a stressful situation, or exposed to a negative trigger, or are becoming nervous when we have to perform.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

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Building Resilience

Resilience in a work context does not mean being able to endure a toxic work environment or unfair situation – it is not the equivalent of endurance.  Resilience is about our capacity to rebound or “bounce back” from a negative or personally challenging experience.

In a work situation, the negative experience could be the loss of a job, failure to gain a promotion, a conflict with a colleague or supervisor or an adverse experience with a customer or client.

Our life experiences, both positive and negative, shape who we are as does our responses to these experiences.  We can see negative experiences as learning opportunities or wallow in resentment that things did not turn out as we expected them to.

Building resilience

Through reflection and developing acceptance and self-compassion, we can change our perceptions and beliefs about ourselves and undesirable events. I have often found that not achieving the promotion I really wanted at the time, created the opportunity to move onto much more engaging and challenging work elsewhere – new work that took me out of my comfort zone but provided rich rewards.

We can learn to accept the things we cannot change but grow in insight about the things that we can change – including our own learned behaviour and fixed beliefs.  Matthew Johnstone in his short, illustrated book, The Big Little Book of Resilience, argues that we are capable of improving, evolving and developing after the “scar of life-altering events”.

Matthew also reinforces the fact that positive life experiences that we undertake voluntarily (e.g. studying a degree or engaging in a long “fun run” for charity) often involve challenges and setbacks and can serve to build resilience as we overcome the difficulties along the way.

Two mindfulness researchers in India maintain from their research that “mindfulness breeds resilience“:

Mindful people … can better cope with difficult thoughts and emotions without becoming overwhelmed or shutting down (emotionally).

As we grow in mindfulness through different forms of meditation (such as forgiveness meditation and gratitude meditation), we can  build resilience because mindfulness increases our “response ability” – our ability to extend the gap between stimulus and response and to develop a response that is constructive rather than destructive.  It also helps us to gain insight into our own biases, false assumptions and distorted perceptions that could otherwise lead to lingering discontent.

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

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