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

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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

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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)

Image source: courtesy of geralt on Pixabay

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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

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Facing the Fear Within

We have explored the R.A.I.N. meditation process in a preliminary manner.  Now we will look at how R.A.I.N. can help us deal with those deep-seated fears that take control of us, reduce our capacity to live life fully and prevent us from showing others loving kindness.

The disabling effects of fear and anxiety

Jaak Panksepp, author of Affective Neuroscience, discovered that young rats who had played and frolicked together became totally inhibited when a piece of cat’s hair was introduced into their cage – creating an immediate fear response and disabling anxiety.  Jaak believed that in-depth insight into the behaviour of animals helped us to better understand human emotions.

Anna Steinhenge explored whether fear and the associated anxiety induced a similar inhibiting effect in humans.  She found that in competitive situations where people viewed the outcome with positive anticipation, they were readily able to access clear thinking and creativity; in contrast, where people were anxious about the outcome, their creativity and critical faculties were impeded, and they tended to engage in cheating or unethical behaviour to win.  One only has to look at the behaviour of the leadership group in the Australian Cricket team during the third test in South Africa to confirm this perspective – they were anxious that they could not win the third test, when the score was tied at one test each, so they engaged in ball tampering.

Using the R.A.I.N. meditation process to face and conquer the fear within
Recognise the fear

The first step is to recognise the fear for what it is – to face it fully, understand how it impacts our body and impedes our mind.  Avoiding facing the fear only makes it stronger and weakens our capacity to manage the fear and its disabling effects.

Kayakers, for example, have shown that when caught up in a whirlpool that is sucking them deeper into the water, they need to relax and go with the direction of the sucking force, rather than fighting the whirlpool which only saps their strength.  They need to go to the bottom of the whirlpool to survive.  So too with fear, we need to access the depths of the fear itself before we can be freed from its inhibiting effects.

Accepting the existence of fear

We need to accept that the fear is part of our life but learn how to gradually disassociate from it so that we are not identified with it.  Tara Brach tells the story of a woman suffering from PTSD who, while sitting on a park bench, envisaged her fear beside her while she continued to explore her connectedness to nature – to the birds, flowers and trees surrounding her.

Investigating our fear

Tara suggests that we explore the nature of our fear and even question what it is like, where it lies within us, how deep and dense it is.  She suggests that we explore our relationship with fear and determine what fear is expecting of us and how we want to relate to our fear.  We could question where fear resides in our body and how it manifests itself through pain and physical disturbance – headaches, muscle soreness, cramps, twitching or shaking.

Nurturing ourselves through fear

Trying to discount fear by purely rational processes will not remove the fear but only make it go underground, away from our consciousness.  We need to see the fear for what it is in all its manifestations but treat ourselves with kindness.  This may mean pulling away temporarily from facing our fear and its intensity to rebuild our resources and strengthen our resolve.  This is a gentle way to treat ourselves if we become overwhelmed when facing the depth of our fear.  After rebuilding our resources, we can resume the P.A.I.N. meditation process by again grounding our body and mind through mindful breathing.

Plumbing the depths

Tara Brach suggests that the P.A.I.N. meditation process can be employed to handle any deeply-felt, negative emotion such as grief, anguish or self-disgust, as well as fear.  In the course on the Power of Awareness, Tara discussed Leaning into Fear and highlighted the process of facing fear by quoting David Whyte’s poem, The Well of Grief, which also uses the analogy of “plumbing the depths”:

Those who will not slip beneath
the still surface on the well of grief,

turning down through its black water
to the place we cannot breathe,

will never know the source from which we drink,
the secret water, cold and clear,

nor find in the darkness glimmering,

     the small round coins,
thrown by those who wished for something else.

As we grow in mindfulness through the P.A.I.N. meditation process, we develop the courage to plumb the depths of our fear and enable ourselves to be free of its inhibitions and disabling effects.  This process of inner exploration will gradually unearth the depths of our internal resources and capacity to handle deeply-felt emotions such as fear and grief.

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

Image source: courtesy of AdinaVoicu 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.

What is Required to be A Mindfulness Meditation Trainer

Jack Kornfield and Tara Brach in a recent video session, Answering the Call, discussed their advanced training for people who want to become certified mindfulness meditation trainers and identified what is required to be a trainer in this area.

Personal prerequisites to become a mindfulness meditation trainer

Tara and Jack discussed a number of prerequisites including heartfelt intention and an experience base to enable sharing realised, personal benefits from mindfulness practice.   To start on this journey, potential meditation trainers must have a genuine desire to share their knowledge, skills and experience for the benefit of others who may be dealing with difficulties in coping with everyday life. So, the starting point is a desire to share in an understanding and compassionate way.

A related prerequisite is experience of daily meditation practice and its benefits.  This is critical as genuine sharing can motivate others.  The experience base of personal meditation practice is essential to be in a position to guide others and respond knowledgably to penetrating questions.

Personal skills and perspectives required for Meditation trainers

It takes courage to set out on this journey, together with trust in your own capabilities to teach meditation practice.  Self-awareness, gained through daily meditation practice, is important to enable you to monitor what you are thinking, feeling and doing and what impact these are having on others. Associated with this, is a willingness to be vulnerable in the course of teaching meditation.   Forgiveness meditation, as taught by Diana Winston, can be very helpful in this regard.

A fundamental skill in any form of coaching or training is the ability to listen for understanding.  Effective listening builds trust and relationships and is a basis for credibility as it demonstrates that you have your “ego” under control, do not push your own agenda and can effectively manage your own emotions.  Listening communicates that you value the relationship, are open to the needs of others and are willing to help them explore possible solutions to problems they are experiencing.

Self-management, then, is critical to become an effective mindfulness meditation trainer.  This extends to issues of money, power and sex.  It is easy to become carried away with the power of influence that you will enjoy (particularly if you do not have your ego under control).  Having unresolved needs can make you more vulnerable to the temptation to misuse your power to gain favours, whether sexual or monetary.  Therefore a strong commitment to ethical practice is essential.

As you grow in mindfulness through your own daily meditation practice, you will develop the desire to share the benefits with others to help them cope with the pressures of modern life.  You will be well placed if you have developed self-awareness and self-management and have a depth of experience to enable sharing in a confident and trusting way.  The process of teaching meditation, in turn, will build your own mindfulness, confidence and trust in your capacity to teach.

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

Image source: courtesy of diwou on Pixabay

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Be Brave, Be Creative

In the previous blog post I discussed the need for boldness to take action on a creative idea – to be willing to break with tradition and act on a different way of conceiving something, e.g. Karen Quinlan’s innovations based on a new conception of an art gallery.  I also explained how mindfulness can help us to be bold enough to initiate action on a creative idea – by helping us to build calm, clarity, focus and self-belief.

To sustain creative activity, however, also requires bravery.  It takes courage to explore new terrain, persevere despite setbacks and maintain your energy and enthusiasm when the going gets rough.

Creativity and bravery

Bravery can be defined as “having or showing mental or moral strength to face danger, fear, or difficulty”.   Invariably, there will be setbacks when you set out on a creative endeavour.  For instance, Karen Quinlan found that some gallery directors she approached refused to loan her artwork for her gallery.  However, she was able to persist with her creative ideas and enlist the help of others who supported her ground-breaking ideas.

While Karen was prepared to take risks, like many successful entrepreneurs, she took only calculated risks.  This required considerable research and planning.   Amanda Sinclair explained that Karen, for example, knew that women make up 80-90% of visitors to art galleries in Australia and that very few of the male-dominated, art gallery directors made any effort to satisfy the interests and needs of this demographic group.  So, she was able to draw on her own interests, training and experience to identify these needs and develop creative ways to meet them.

When you encounter a setback, you often cannot see the way forward but you are able to persevere because of your strong belief in the creative idea, its potential contribution and your capacity to see it through to completion.  Mindfulness builds the persistence and resilience required to overcome difficulties and fears along the way even when the way ahead is becoming increasingly unclear.

As you progress your creative ideas and implement your new approach, you will encounter increased resistance from those who have a vested interest in maintaining the status quo.  Reg Revans, the father of action learning, who met considerable opposition to his creative approach throughout his life, quoted the German philosopher Nietzsche to explain how new ideas are opposed:

If you think you have a new idea, see what happens.  Unless it is opposed by the stupid and ridiculed by the clever, it can have nothing new in it.

In the face of this kind of irrational and emotive opposition, you need support to sustain yourself and your energy.  Karen was able to gather a creative team to support the development and implementation of her ideas.  This collaboration helped her to maintain motivation, develop creative solutions to problems encountered and build external support.  Karen found, as often is the case, that local businesses came on board with her ideas with cross-promotions when they started to see the increase in tourist traffic and international acceptance and accolades for the Bendigo Art Gallery being developed by Karen.

Bravery and mindfulness

Mindfulness helps you to be more conscious of, and grateful for, the internal and external support you receive and to develop the relationships involved through awareness, empathetic listening and loving kindness.

Mindfulness develops calm and clarity in the face of stressors that would undermine confidence or cloud your vision.  It helps you to strengthen the courage of your convictions, overlook sustained opposition of fearful people, build resilience and develop new ways around roadblocks and impediments to the way forward.  As you grow in mindfulness, you become braver in the pursuit of creative ideas and less fearful of the risks, dangers and difficulties involved.

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.

Writing: A Pathway to Mindfulness

Albert Flynn DeSilver has written a book titled, Awakening through Writing:  The Space Between the Words, as a wake-up call to the power of writing as a means for exploring our inner landscape.

In an interview with Tami Simon, Albert identified some of the key messages in his book and I want to reflect on them here.

Time as a Construct

The concept of time is a human invention to enable us to communicate, collaborate and manage our lives singularly and collectively.  We need this agreed convention to be able to function in our world (and across the world).

However, own own sense of time – “I don’t have enough time”, “there are not enough hours in the day” – is a personal construction.  It is a consequence of choices that we make – the kind and level of work we choose to do, our commitment to the quantity and quality of our work, our family structure and established norms and rituals, and how we choose to spend our leisure or “left-over” hours.  It is a reflection of our prioritising, our sense of self-esteem and empowerment (“my time is not my own”), our goals in life, our need for recognition, our willingness and ability to negotiate “time” to meet our own needs.

When we discussed what you are going to do with the surplus in your life, we highlighted the need to create space in your life.  Albert reminds us that to realise the benefits of writing and meditation in terms of being able to achieve awakening or to grow in mindfulness, we need to look at the way we spend or “expend” our time.  We have to “make time” to engage in writing and meditation on a regular basis.

Assess your motivation – why write?

If your writing is aligned with your personal goals and values, you have a better chance of sustaining the effort through the ups and downs of life and the writing cycle.

I have to constantly remind myself why I write so regularly.  I’ve found that having multiple reasons for writing (some primary, others secondary) enables me to maintain the momentum.  So I have reflected on my motivation and identified the following:

  • to keep mindfulness at the forefront of what I am thinking about and doing
  • to use writing as a journey in self-exploration
  • to learn more about mindfulness and mindful practices
  • to engage my mind in learning new things
  • to share what I learn with others so that they can better handle life stresses and overcome the negative impact of depression and anxiety
  • to integrate what I have learned from my various roles in life – as a student, manager, trainer, educator & consultant
  • to help myself and others realise our creative potential
  • to better understand what I can contribute to creating a better world.

I used to say to my doctoral students, “Do your research on something that you are passionate about, otherwise you will not be able to sustain the effort through the vicissitudes of daily life”.  The same applies here if you are going to write on a regular basis, you need to be passionate about the topic and the audience.  The motivation has to come from you – not from what other people say you should write about.

Reading

Many of the great writers were great readers and this is often reflected in their books or novels.  You will often see writers quote poetry or the works of other authors to reinforce a point or introduce a new idea.

Reading can become a source of personal reflection, offer new perspectives on an issue, illustrate key ideas or points through life stories or act as a stimulus to your own writing.  I would include here podcasts and videos as a source of ideas.

I find that if I am stuck for a topic to write about or for something to say on a topic, I will read an article/ report that is relevant, watch a video or listen to a podcast as a way to stimulate my own thoughts and reflections.

Discipline

Albert stresses the importance of discipline to advance your writing and insights.  He points out that most great writers have a routine that fits their own lifestyle and personal work style.

You need to develop your own writing routine that will enable you to sustain the effort of writing.  Great writers often warn about not just writing when “you are in the mood”, but pushing through the emotional barrier in a disciplined way by sticking to your routine, even if ideas are not flowing.

It may sound trite, but the reality is to become a great writer, you need to write…write…write.

The immersive element

If you are able to persist with researching and writing about a topic or an area of interest, you gain the benefits of immersion – you see connections that you did not see before, you deepen your knowledge and understanding of yourself and the world around you, you improve your self-management (via discipline & insight) and you are better able to make a significant, original contribution.

You also gr0w in mindfulness and your capacity to be fully present to what is happening in your life and world.   Albert maintained, in his interview, that to make the commitment to develop mindfulness through writing requires courage:

I think for people to look inside, and to pause, and to really show up and be present in the world takes a tremendous amount of courage. And it seems to be more rare than ever, which is alarming. That’s why I’m so devoted to this work. Because I want to keep reminding people this is the most important thing we can do as human beings. Without changing consciousness and awareness, and having that positive influence, we’re really going to be kind of screwed as a species.

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

Image source: courtesy of  Engin_Akyurt on Pixabay

Mindful Leadership: Social Skills – Compassion

Compassion is recognising a person’s pain and suffering and having an active desire to alleviate that pain and suffering.

Dr. James Doty, in his Ted Talk on The Science of Compassion, identifies three components of compassion:

  1. noticing another suffering (realise)
  2. showing empathetic concern (relate)
  3. taking some action to mitigate the pain (relieve)

Hence, compassion differs from empathy in that the emphasis is placed on taking action to redress suffering, not just feeling with and/or for another person.

James Doty suggests that many organisational leaders who seek power and control, lose their capacity to empathise and their willingness to be compassionate.

However, he points out the research in a book by Jane Dutton and Monica  Worline, Awakening Compassion at Work, where the authors show that compassion positively impacts the bottom line.  They contend that the benefits are two-dimensional.  Firstly, trust, cooperation and satisfaction increase; secondly, burnout, turnover and absence decrease.

Shari Storm, in her TED Talk, Building a Compassionate Workplace, maintains that one of the major impediments to developing compassionate organisational leaders and a compassionate workplace, is the metaphors we use to describe work – which become embedded in our language, influences our thinking and shapes our behaviour.  She identifies both the war and sports metaphors as problematic because they promote competition and winning over care and concern.  She suggests that the family as a metaphor for work would open up increased possibilities for nurturing in the workplace.  It would also enable women to flourish and thrive because women would be better able to relate to such a metaphor.

Unfortunately, the sports/ war metaphors tend to be male-centric and feed the desire of men to be seen as “macho”.   What is not easily recognised is that compassion requires courage as well as concern – particularly where you have to break out of the leader stereotypes encapsulated in the sports/war metaphors.

Mo Cheeks, head coach of the Portland Trail Blazers, broke the stereotype at the start of the NBA playoff with Dallas Mavericks.  When 13 year old Natalie Gilbert, through nerves, forgot the words when singing the national anthem, Mo came to her aid, put his arm around her shoulder and gave her a helping hand by singing with her (despite not being a very good singer).  The crowd joined in and Mo has been universally praised for his courageous, compassionate action.  This event shows too that compassion is contagious – if only leaders would realise its power to transform organisations.

How can leaders show compassion?

There are multiple ways leaders can demonstrate compassion – what it takes is a compassionate mindset and the courage to act on it.  Here are just a few examples of compassion in action:

  • providing time off to people who experience trauma in the workplace
  • supporting middle level managers who have to lay off staff to deal with the anger and grief involved, as well as the rupture to the social fabric of the organisation
  • educating managers how to deal with mental health issues in the workplace, for the sake of the managers as well as for those staff experiencing mental illness
  • providing independent expert support to managers and staff who are experiencing difficulties
  • conducting rituals to express grief at the closure of an organisation or a major transition to a new structure
  • allowing staff time to deal with their negative emotions during major organisational change
  • publicly acknowledging the contribution of long- serving organisational members who are retiring – recognising that they will be experiencing mixed emotions including a sense of loss as well as excitement about their future.

As we grow in mindfulness, we are better able to notice when people are suffering, to show empathetic concern and act courageously to alleviate their suffering.

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

Image source: courtesy of WerbeFabrik on Pixabay