Doing That Meaningful Work You Have Been Avoiding

Leo Babauta, creator of the blog Zen Habits, reminds us that we each invariably have one meaningful task, endeavour or initiative that we keep putting off.  We find excuses, maintain our busyness, visit the fridge, go out for coffee or adopt any number of tactics to avoid facing up to the challenge of doing the one meaningful thing that we know we ought to do.  Leo describes this process of procrastination as our “habituated avoidance.”

What meaningful work are you avoiding?

Your avoidance may relate to developing a solution to a seemingly intractable problem; doing that significant blog post about a controversial topic; engaging with a particular ethnic group; volunteering your services to a charity; offering a special service to a group in need; joining a Men’s Shed; or undertaking any other meaningful work. 

Factors that could contribute to your habituated avoidance of the meaningful work can be many and varied, e.g. the work takes you out of your comfort zone; there is a chance you could be embarrassed; you may “fail” in what you are setting out to do; it could require significant courage to undertake the work; you could be perceived to be an “upstart”; or you might be challenged because you lack specific professional qualifications.

One of the things that I have been putting off that would fall into this category of meaningful work is the development and conduct of guided meditations via an online conference platform.  The reality is that through this blog (with over 350 posts) and its numerous hyperlinks to resources, I have what I need to create these guided meditations.  I also have experience conducting online conferences and have access to an online conference platform.  But what is stopping me from developing these valuable events?  I know that part of the reason is my uncertainty about the reliability of the online conference platform (or is this just an excuse?).  I find that even in the downtime between meetings with clients, planning training activities, facilitating workshops and writing this blog, I do not embrace the challenge of creating these online guided meditations – even when I have surplus time in my life.  To me, an important first step is to revisit the reason why the avoided “work” is significant or meaningful.

Revisiting your intention

Why is the work/task/endeavour meaningful?  What group or individual (family member, friend or work colleague) will benefit from your undertaking this work?  What are their needs that you can meet or partially address? In what way would your activity make a difference or improve the quality of their life? 

For example, The process of online guided meditations would enable me to help people who are experiencing anxiety or depression, mental health conditions that have reached epidemic proportions.  It would provide a way for them to connect with other people, use mindfulness to address some aspect of their adverse mental health condition, become aware of resources and support that are available to them and learn techniques and mindfulness practices that they can use outside the guided meditation experience.

Revisiting your intention in doing the meaningful work is important to tap into the motivation and energy needed to take the necessary steps to make that meaningful endeavour happen.  Spending time meditating on this intention can help to energise you to take action – and overcome the internal objections, self-doubts and excuses for inaction.  Leo offers three easy ways to translate this intention into action.

A simple Three-Step Method for getting your meaningful work done

Leo offers a 3-step method that is simple, time efficient and workable (he uses it himself with great effect! – you don’t create a blog with 2 million readers without successfully pushing through the inertia or the procrastination barrier).

  1. Create a space (a brief period that you can free up) – Leo suggests that this can even be 15 minutes, but it  is important to start now (or very soon so you don’t put it off).
  2. Meditate on meaning and feelings – tap back into your intention and what gives the planned work meaning or significance.  Having captured this meaning in your mind, do a body scan to tap into any fear, resistance, tension, anxiety or worry that you may be experiencing as the meaningful work comes clearer into focus – in the process release the tightness, pain or soreness.  Then really focus your attention on the people you will be helping – tap into your feelings, sense of loving-kindness, towards them (and experience your own positive emotions that accompany compassionate action).
  3. Do the smallest next step – do something that will progress your meaningful work, no matter how small it seems to you.  Translating intention into action, however small, sets your momentum in the right direction.  Small actions build to larger steps which, in turn, increase energy; provide reinforcement; develop motivation; and offer personal reward.

As you adopt these techniques for advancing your meaningful work, you will grow in mindfulness (internal and external awareness) and build your capacity to pursue creative endeavours to make a real difference for individuals or a group.  The insights gained will help you overcome inertia in relation to other things that you need to get done and the experience of overcoming procrastination in relation to your meaningful work, will flow into other arenas of your life.

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Image by Anemone123 from Pixabay

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

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

How To View Stress to Improve Health and Happiness

Kelly McGonigal presented a talk on How to Make Stress Your Friend that challenged the way we think about stress and the bodily response to stress. Her talk could have been subtitled, How to think about stress to improve your longevity. Kelly draws on research that demonstrates how we think about stress can impact negatively or positively on our physical and mental health during the experience of stress and beyond.

How we can view our bodily responses to stress

When we experience stress our bodies respond in predictable ways. Our heart may be racing or pounding, we tend to breathe faster, and we can break out into a sweat. How we view these bodily responses to stress determines the short-term and long-term effects of stress on our wellness, heart condition and longevity.

If we view these bodily responses as a positive response to stress, we are better able to cope with the current stress and future stressors. Kelly argues that our perception of these responses makes all the difference. We can view them as an indication that our body is preparing us and energising us for the perceived challenge that precipitated our stress. World-famous aerialist Nik Wallenda maintains that this positive perception of the bodily stress response enabled him to walk on a tightrope across a 400 metre gap in the Grand Canyon.

Kelly argues that we should view the pounding heart as readying us for constructive action; the heightened breathing rate is providing more oxygen to the brain to enable it to function better. The net result of viewing these bodily responses as positive is that we can experience less anxiety in the face of stress and feel more confident in meeting the inherent challenges.

Kelly points out that what is particularly amazing is that instead of the blood vessels in your heart constricting (as they do when you view stress negatively), the blood vessels actually remain relaxed when the bodily stress response is viewed positively. She notes that the relaxation of the blood vessels in the heart is similar to what happens when we experience positive emotions of joy and courage.

Stress makes you more social

One of the key effects of stress is that the pituitary gland in your body increases your level of oxytocin (known as the “cuddle hormone“) which tends to move you to strengthen close social relationships. This facet of the stress response prompts you to seek and give social support. Kelly maintains that your stress response “wants you to be surrounded by people who care about you”. It also stimulates you to reach out and help others in need – which, in turn, can increase your oxytocin levels. Thus stress can help us to accept compassion make us more compassionate.

As we grow in mindfulness, through meditation, research and reflection, we can learn to view our bodily response to stress in a positive light, reduce the negative physical and mental impacts of stress on ourselves and strengthen our commitment to compassionate action.

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Image: Sunrise in Manly, Queensland, taken on 1 July 2019

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

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

A Reflection: Seeing Our Self in Our Children

In our leadership/management development workshops, my colleague and I often have participants identify what their staff say or do that annoys them. Then we ask them to think about what they say and do that would annoy their boss. They are frequently surprised that their staff’s words and actions often reflect their own annoying habits. They are surprised too that this process of using their staff as a mirror opens up the possibility of their being honest with themselves. So too, we can use our children as a mirror into our own behaviour.

Seeing our self in our children

When we look at our son or daughter, we might acknowledge that they regularly withhold information or only provide information that puts them in a good light – and we might think of them as deceitful. They might regularly lie to us or mislead us – and we might think of them as dishonest. They might never clean their room or leave things lying around the house for us to trip over – and we might think of them as thoughtless. They might throw tantrums or angry fits when they don’t get their way – we might think of them as manipulative. They might be self-absorbed, ignoring your needs at any point in time – we might think of them as inconsiderate. They might carry grudges or disappointment for a very long time – we might think of them as resentful. They might accuse us of something they do themselves – we might think of them as incongruous.

Whatever negative characteristics we attribute to our children can serve as a mirror into our own words and behaviour – as reflecting who we really are. Often our self-reflection is full of “shoulds” and self-deception as we hide our real self behind a mask. Again, we may judge others by their actions and ourselves by our intentions, rather than by what we say and do.

It is a revealing and challenging reflection to apply the negative attributes that we ascribe to our children to our own self. We could ask our self for instance, “In what way do my words and behaviour in my relationships show that I am deceitful, dishonest, thoughtless, manipulative, inconsiderate, resentful or incongruous?” The adjectives themselves carry such negative connotations that we are reluctant to ascribe them to ourselves, yet we might ascribe them to our children. Facing up to the reality of ourselves as both meeting our own expectations and falling short is very challenging – but it is the road to an open heart and all the happiness and effectiveness that this portends.

Extending the reflectionlooking deeper into the mirror

It is challenging enough to acknowledge our own negative attributes; it is even more challenging to extend the reflection to look at how our words and actions impact or shape the words and behaviour of our children. We can readily deny that we have influence, either directly or indirectly, on what they say or do, but we are part of their learning environment – an influential force in shaping their character for life. Owning up to this impact takes considerable courage, insight and self-awareness.

However, whatever negative traits we attribute to our self through this reflective exercise does not define who we are – we are much more than the sum of these negative attributes. We have to move beyond the shame we feel (with the self-realisation from this reflection), to the genuine exploration of our inner depth and extend self-forgiveness and loving kindness to our self as we move forward.

As we grow in mindfulness, through meditation and reflection on seeing our self in our children, we can progressively overcome our self-deception, develop inner awareness, build understanding and tolerance and develop an open heart. We need to nurture ourselves through self-forgiveness and loving kindness if we are going to be able to deal with the emerging self-awareness.

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Image by Alexandr Ivanov from Pixabay

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

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Bringing an Open Heart to Work

Susan Piver, author of Start Here Now: An Open-Hearted Guide to the Path and Practice of Meditation, presented recently at the Mindfulness@Work Summit on the topic, Create Open Heart Connections at Work.  She explained that having an “open heart” means “softening towards self and our experiences” – accepting ourselves and our life experiences as they are.  In her view it does not mean only having positive thoughts, just being nice all the time or being overly kind to everybody.  While Susan stresses the “softening” aspect of an open heart, she asserts very strongly that there is nothing weak about having an open-hearted stance – in fact, it takes incredible courage to truly face the reality of ourselves and our experience, not hiding behind a mask.  This openheartedness develops rich workplace relations built on respect and a profound recognition of connectedness – thus enabling creativity and innovation to flourish.

Hiding behind a mask

As mentioned in my previous post, we are constantly projecting onto others by judging them by their actions while thinking positively about ourselves because of our good intentions.  Many times, our judgments are projections of what we do not like about our self rather than an innate feature of the character of the other person.  We are not open to our blind spots or unconscious bias. We can carry resentment that is based on false assumptions and a lack of understanding.

We have this tendency to hold onto a self-image that protects our sense of self-worth and, at the same time, creates distance from others.  In contrast, being open hearted enables “respectful relationships” that are essential for workplace productivity, creativity and innovation.  Susan argues that Western society is obsessed with self-improvement but that the starting position for an individual is often self-delusion, a figment of our imagination rather than facing what is real about ourselves.  Even being perfect at meditation becomes a goal in itself.

Meditation as a pathway to an open heart

Meditation enables us to be with ourselves as we are – our feelings, thoughts, disappointments, hopes, anxieties and fears.  It involves a “softening to self” – a path of curiosity and self-discovery.  We begin to notice what is really there not what we think is, or should be, there.  It helps us to surf the waves of life rather than ignore that they exist.  However, an open heart is not achieved easily – it requires a fierce commitment and the courage to “free fall” without the support of self-delusion.

The resultant openness to our real self is liberating – it can be truly transformative.  Part of this outcome is acknowledgement and acceptance of our vulnerability, rather than a pretence of our strength and invincibility.  Susan points out too that the things that are valued in the workplace such as innovation, creativity, insight, wisdom and compassion all require “receptivity” – an openness to receiving, the capacity to be truly present and the ability to connect constructively.  An open heart helps us to negotiate work and life challenges and to engage with others in the workplace in a helpful and creative way. 

The Open Heart Project

The Open Heart Project, led by Susan Piver, is an international, online community of over 20,000 people who engage in ongoing mindfulness meditation practice and sharing.  It is designed to bring peace and harmony to the world through true self-compassion and in-depth relationships and connection.  Susan also offers free information and guided meditations to individuals who subscribe to her weekly newsletter through her blog page.

As we grow in mindfulness through meditation that facilitates an open heart, we begin to see our self and our experiences as they truly are, develop genuine self-compassion and build constructive, productive and creative workplace relationships.

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

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Resilience is Not Endurance or Acceptance of a Toxic Situation

Resilience is very much about “bouncing back” from adversity or setbacks. Richard Davidson in his research has shown that resilience can be measured in terms of the rapidity with which the body returns to its “baseline” – measured in terms of level of cortisol and the level of activation of the amygdala. He maintains that resilience is not acceptance or endurance of a toxic environment that is unjust or inappropriate.

Resilience can be built through developing life skills that enable you to move beyond significant adverse life events. Richard and his colleagues have identified conscious ways to build resilience by using meditation and mindfulness practices focused on developing bodily awareness, social connection, personal insight and life purpose.

Resilience does not lead to acceptance of a toxic situation but rather builds motivation and skill to address the situation effectively. Mindfulness practices designed to build resilience also strengthen your capacity to manage stresses experienced within a toxic situation by increasing self-awareness, enhancing self-regulation, improving clarity and calmness and releasing creativity.

Resilience and compassion: building motivation and capacity for action

In the previous post, I discussed social connection as one way to build resilience and compassion meditation (loving-kindness meditation) as a way to develop social connection. Professor David DeSteno, renowned psychologist and author of The Truth About Trust, maintains that the ability to build social connections through compassion (through assisting those in need) makes us more resilient over the longer term. 

Kelly McGonigal, in her presentation on The Science of Compassion during the Mindful Healthcare Summit, maintained that compassion benefits everyone in a system – the person who shows compassion, the recipient, colleagues and witnesses (e.g. the hundreds of thousands of people who have witnessed the compassionate action by Mo Cheeks).

Kelly’s research and that of her colleagues suggests that people who undertake training in compassion (such as Compassion Cultivation Training [CCT] offered by Stanford University) become strong and resilient advocates for system change where people are suffering. She maintains that participants in CCT are more able to effectively change a toxic situation through their hope, courage, renewed energy and strong social connection. She suggests that this “very work of change is a form of compassion”. On reflection, compassion appeared to be the driver in an earlier reported case where participants used action learning to redress a toxic work environment.

As we grow in mindfulness through meditations designed to build resilience, we can increase our motivation and capacity to act effectively to change a toxic situation that is causing suffering for people. By building social connections through compassion, we not only strengthen our resilience, but also enhance our capacity to act effectively with hope and energy to address the suffering experienced within the toxic system.

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Image by Bruno Glätsch from Pixabay

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

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Our Self-Stories Perpetuate Anxiety

We live in an anxious world where the prevalence of anxiety disorder has reached epidemic proportions in Australia, even in primary school children. This increasing level of anxiety disorder is mirrored in the reported experience in America. Underlying this growth in anxiety are self-stories that have a significant, negative impact on relationships. A core problem encountered when trying to eliminate these negative self-stories is the range of forces that keep them in place and cement their hold over us.

Tara Brach, in her course on overcoming negative beliefs and patterns of thought, argues that fear-based stories dominate our mental maps. In respect to our relationships, these stories suggest what we should be and what others should be – an impossible realisation that generates anxiety because of the gap between our self-perception/ perception of others and some idealised reality.

How self-stories are maintained

Tara argues that there are three factors that sustain our self-stories and perpetuate our anxiety:

  1. Our self-stories involve “deep groves in the psyche” – we continuously repeat an inner dialogue that creates neural pathways that deepen over time as the cycle of thought- fear-manifestation becomes more deeply embedded through repetition. Fear generates a biochemical reaction which becomes an automated response and maintains the experience of anxiety as a persistent state.
  2. We are reticent to share our self-stories that betray our uncertainty, anxiety and inability to cope. We keep them to ourselves and, because we do not expose them to the “light of day” by sharing them with others, we become more and more captured by them and identified with them over time.
  3. We cling to these negative self-stories because they give us a semblance of control which is illusory. We maintain these stories because they are reinforced by our distorted perception of our past experience. As Tara points out, we prefer to have “a deficient map rather than no map at all” – even though this gives us a false sense of security. The “disease to please” is one such deficient map.

Breaking the cycle of anxiety-producing self-stories

Tara maintains that it takes a lot of courage, persistence and self-compassion to break down the anxiety-inducing, negative self-stories. The more difficult self-stories to counter are those that are based on a perception that our life situation will only worsen not get better – a precursor to depression.

It takes courage to face up to the self-stories that negatively impact our relationships and to look beyond the stories to what underlies them, e.g. fear of rejection. It takes persistence to continue this self-exploration despite relapses brought on by self-recrimination over beliefs such as “this should not be happening to me” or “I should not be like this”. In the final analysis, it requires self-compassion and self-forgiveness to break out of the vicious cycle of self-talk that perpetuates anxiety.

As we grow in mindfulness through meditation, reflection and other mindfulness practices, we can throw some light on our self-stories that negatively impact our relationships. With courage and persistence, we can break the anxiety-producing cycle of these stories by accessing self-compassion and self-forgiveness.

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Image by skeeze on Pixabay 

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

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Overcoming Our Defences: Opening to Vulnerability

Tara Brach provides an extended, profound and thought-provoking talk and meditation on the topic of vulnerability and intimacy. She highlights the fact that our innate tendency to protect ourselves from vulnerability is something that we share with nature. Tara discusses the elaborate defence mechanisms that humans develop to ward off vulnerability and argues that these defences become a barrier to intimacy, creativity and a life lived fully. While it takes courage to let down our defences, the starting point is to deepen our awareness of our own individual defences through meditation and mindfulness.

Vulnerability – our common condition with animals and nature

Tara highlights the fact that experiencing vulnerability is part of our evolutionary condition – a condition we have in common with animals and nature. Cats for example hiss or spit when they are fearful and feel threatened. Hope Ferdowsian in her book, Phoenix Zones, emphasises the vulnerability we share with animals and highlights the need to “value vulnerability”. Joanne Kennell discuses some of the very strange ways plants protect themselves from predators to reduce their vulnerability. One of the more fascinating defence mechanisms is the complex defences created by the Bullhorn acacia tree which Joanne explains “house and feed aggressive ants” that, in turn, protect the plant from anything – plant, animal or fungi – that will threaten the plant.

It is natural for us as humans to feel vulnerable and just as natural for us to develop our own defence mechanisms. Tara points out, though, that what served originally as a productive defence mechanism can soon become an unhealthy habit that proves injurious to us. She mentions self-protecting defences such as pretences (pretending to be what we are not), hiding our feelings such as disappointment (to prevent exposing ourselves and our vulnerability) and withdrawing (physically and/or psychologically).

Our culture reinforces our innate tendency to hide our vulnerability because of the emphasis on being strong, competitive and independent, along with a focus on external things such as looks, dress and status. We want to be seen to be “cool”, “with-it” and confident.

Accessing our vulnerability


To overcome this innate and environmental conditioning to hide our vulnerability requires insight and courage. Tara explains that, because of the extent and depth of our conditioning, willpower alone will not remove our self-sabotaging defence mechanisms. What is needed is a deeper awareness of our individual defence mechanisms, insight into how they impact us and openness to the vulnerability that they hide.

Tara suggests that one way into our defences to achieve “de-armouring” is to answer a number of questions that are summarised below:

  1. Do I recognise my unique knowledge, skills and experience and am I prepared to use them to help create a better, healthier world?
  2. Am I aware of the many ways that I protect myself from being vulnerable?
  3. How do I relate to a sense of vulnerability when it arises in me?

A short meditation practice for accessing vulnerability

Tara offers a short meditation practice (at the 22.30 min mark) that can be undertaken at any point during the day – e.g. when you park your car or while you are walking. The basic process is to “stop and pause” to get in touch with your feelings of vulnerability – an approach you can use to get in contact with your “everyday vulnerability”.

You begin by closing your eyes or looking downwards and using your breath as a pathway to your vulnerability. As you breathe in, ask yourself “What is happening for me now?; In what way am I feeling vulnerable?; “How am I relating to this sense of being vulnerable?” As you breathe out release any physical tension associated with feeling vulnerable and open yourself to your potentiality.

Tara maintains that as we learn to “relate to” vulnerability, rather than “relate from” vulnerability, we are able to free ourselves from the limitations created by these feelings. Part of the power of this process comes from naming our feelings.

As we grow in mindfulness, through meditation and accessing our vulnerability we can become more aware of what makes us feel vulnerable and how we experience and relate to this vulnerability. We can begin to create an openness to being vulnerable and learn to relate to this feeling with understanding and acceptance of what is. This will enable us to move forward more courageously and creatively.

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

Image source: courtesy of ulleo on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog. 

Gratitude – a Reflection

In my last post I wrote about simple gratitude exercises.  There was one in particular that resonated with me – reflecting on your day.  As a result, I reflected on a specific event that occurred the day before.  It was a cafe meeting I had with two of my colleagues.  Reflecting on this event brought home to me how much I take for granted in my life.  I will share my reflections about my gratitude for this interaction in the following post.

Gratitude for colleague 1 – occasional colleague

I last worked with this colleague about six months ago.  Despite this elapsed time, I found we virtually took up the conversation “where we left off”.  I often marvel at how this occurs – when you are with real friends, you seem to be able to resume “where you left off” even after 6 months, a year or even many years – it’s almost as if you communicate in the ether over time, even when you are going your separate ways.

Underlying this ease of conversation, is a common value system and belief about the inherent goodness of people.  In our case, it also relates to an approach to organisational consulting which sets a lot of value on respecting people and seeking to create positive, productive and mentally healthy organisations.  It is a rich source of support when you have a colleague, however occasional, that you can relate to so easily and share a common paradigm about people and organisations.  I am very grateful for this rich relationship, developed more than three years ago, which has provided me with such professional support.

Gratitude for colleague 2 – weekly collaborator

Over more than a decade now, I have worked weekly with a colleague with whom I collaborate on manager/executive development and organisational reviews and development.  While we may not be working specifically with a manager or organisation all the time, we are regularly sharing resources, planning workshops or interventions, reflecting on our activities and following up with clients.

We have in common a shared set of values which among other things encompasses working continuously to develop mentally healthy organisations.  We do this through the Confident People Management Program (CPM), a longitudinal, action learning program we conduct with managers and executives in Government agencies throughout the State.  In all, we have worked with over 2,000 managers in the past decade or so.

Additionally, we have undertaken organisational interventions at the request of clients who want to increase leadership effectiveness, undertake collaborative strategic planning, develop a positive and productive culture, heal divisions or act on aspects of organisational life identified by managers and/or staff as unsatisfactory.

My colleague has the contacts, the persistence and energy to generate this work – and I regularly express appreciation for this collaborative work and the rich experience and learning that this provides (not to mention the revenue involved also).

I appreciate her courageous commitment to her values and willingness to challenge others when their words and actions do not align with their stated values.  Associated with this is the readiness to question her own words and actions through ongoing reflection.   This personal commitment to continuous improvement in herself and others is foundational to the success we experience in engaging managers and organisations.  It is underpinned by her absolute commitment to meet the needs of our clients, whether they are individuals, groups or organisations as a whole.

There is also an underlying courage and willingness to “have a go” and try something different which is both refreshing and encouraging and has taken us into consulting realms and activities that I thought would not eventuate.  This is the inherent developmental aspect of our professional relationship, as we stretch our boundaries to meet the needs of our clients – managers and organisations.

I appreciate too that my colleague does not have “ego” investment in any of the processes we plan for our manager development or organisational intervention activities.  This makes it so much easier to plan, explore alternative options, experiment and change course mid-action.   It also facilitates the ability for collaborative reflection on action as well as in-action.

I am grateful that our relationship has been built on complementary skills – with my colleague contributing a unique depth of understanding of our public sector clients and their history as well as endless contacts.  My contribution focuses on process design and our collaboration has developed my process design skills and provided the support/opportunity to explore new processes and embed different processes into our manager development activities and organisational interventions.  We also share a common understanding of group and organisational dynamics and a commitment to action learning and the values that underpin this approach to manager and organisational development.

Underlying all this however, is a common set of values around respecting and valuing people and seeking to facilitate the development of mentally healthy organisations where executives, managers and staff can develop themselves and their organisations.  We often describe our work as “enabling organisational participants/groups to have the conversations they should be having”- whether that is managing upwards, sharing values, planning together, resolving conflicts or building each other’s capacity and capability.

I have worked with many colleagues over more than forty years of educating and consulting, and it is rare indeed to have a colleague who brings so much to a professional relationship, who values the relationship above self-interest and is willing to collaborate in the very real sense of the word.  My reflection on this cafe meeting brought home to me how much I value this ongoing professional relationship and all that it has enabled me to undertake and achieve.   For this, I am very grateful, but I realise how much of this richness I take for granted.  Reflecting on various professional experiences with my colleague is a catalyst for this expression of gratitude.

As we grow in mindfulness, we learn to take less for granted and grow in appreciation for the many people and things that enrich our lives.  Reflection really aids the development of this sense of gratitude.  Through reflection we come to see what others have contributed to our wellness, growth, mental health, sense of accomplishment and happiness.   In relationships we can become who we are capable of being.  Ongoing reflection helps relationships, professional and otherwise, to develop and grow richer.  There is so much about reflection that underpins gratitude.  Being mindful helps us to reflect, just as reflection contributes to our development of mindfulness and the associated internal and external awareness.

 

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

Image source: courtesy of johnhain on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

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)

Image source: courtesy of geralt on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Forgiving Others

Carrying anger and resentment towards others can be destructive and eat away at you, your tranquility, peace and happiness.  Harbouring grudges only leads to physical illness and negatively impacts your behaviour in every arena – in the home, at work and in the community.

We can see how hatred has affected generations of people in Israel and Palestine, Bosnia and Serbia.  People suffer for hundreds of years because of these conflicts and entrenched hatred.  The practice of forgiveness can lift the “burden of the past from our hearts”.  It can free us from the endless cycle of suffering.

Jack Kornfield tells the story of two ex-prisoners of war who were having a conversation and one asks the other whether they have forgiven their captors.  The other person responds to the effect that there is no way they could forgive their captors.  The first ex-prisoner responded, “So, they still have you in prison, don’t they!” – enslaved by his resentment and hatred.

Jack tells another story that reflects a different outcome resulting from forgiveness by a husband after a very difficult divorce resulting in legal action to keep him away from his children and the mother trying to turn their children against their father.  The husband decided that he had to forgive his ex-wife because as he said, “I will not bequeath a legacy of bitterness to my children.”  This forgiving stance – despite the pain, despair and suffering at the hands of another – took considerable courage and compassion.

Sometimes we hurt, betray or harm someone else knowingly; other times, we do it unknowingly.  There are even times when we numb ourselves to the potential hurt suffered by another because of our actions or inaction.  Hurting others is a part of being human because our perceptions and insight are limited as is our capacity to deal with perceived hurt to ourselves – we often want to hit back by our words, actions or omissions. We are very vulnerable and, while we can be kind and thoughtful at times, we can harbour resentment and anger, even at the slightest provocation.

As we grow in mindfulness through forgiveness meditation, we become sensitized to the impact of our actions and the hurt we cause others, we become more open and free from the burden of guilt from our past actions and more watchful to avoid hurting others in the future.  There is freedom in forgiveness.

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

Image source: courtesy of BenteBoe on Pixabay

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.