Being in the Zone to Facilitate or Lead a Team


George Mumford
, Mindfulness and Performance Expert, maintains that effective facilitation or leadership of a team requires the facilitator or leader to be in the zone – a state of mind where we are hyper-focused and are our most productive, creative, and powerful selves. This state is often experienced by elite athletes, racing drivers and scientists – time seems to stand still, and exceptional performance/deep insight is achieved effortlessly.

The team facilitator in the zone

George, as a high-performance coach, spends much of his time working with elite sporting teams – helping them to achieve optimal performance. He makes the point that every team and location is different, and that the facilitator cannot pre-judge the situation. In his view, you can prepare for the facilitation, but you must be in-the-moment when working with the team.

This requires being in a listening and learning mode so that your response to what is happening is spontaneous and insightful – engaging what George describes as a “resourceful state of mind”. This state requires a person who has developed a mindfulness mindset through continuous mindfulness practice – not through a single daily act of meditation but a continuous process of seeking to be mindful, whatever the situation.

George maintains that everything is changing all the time – your own self-concept, as well as the self-concept of the team members you are working with. As you continuously attempt to achieve your own body-mind-emotion alignment, you are increasing your self-awareness, other-awareness and your self-regulation (so that your negative thoughts do not disable your capability).

I find that as an organisational consultant, the more I develop a mindfulness mindset, the more I am able to design innovative facilitation processes that assist organisation team members to have the conversations they ought to have and to achieve a higher level of performance. There are times when the way forward is clouded by anxiety precipitated by an unusual set of circumstances or mix of team members. Being in touch with these feelings through mindfulness can help to dissipate the anxiety and strengthen the insight, intention and faith (in a successful outcome).

The team leader in the zone

George maintains that you need to be a “mindful person” before being able to be in the zone and achieve optimal leadership effectiveness. Mindfulness enables you to achieve self-awareness, self-management and resilience and to influence others through effective active listening. It assists you to be-in-the-moment and to develop relationships that underpin any form of team effectiveness.

Psychologist Mihaly Csikszentmihalyi, in his TED Talk, discusses being in the zone as being in a state of “flow” – a state of “heightened focus and immersion”. In his view, not only does flow lead to effectiveness in whatever arena you operate, but it is also the source of creativity, sustained happiness and fulfillment. He suggests that flow is achieved when you realise a balance between challenge and skill – a challenge that is perceived as extending but manageable together with a skill-set that can be employed adaptively and creatively. Mindfulness helps to achieve the balance between challenge and skill by eliciting self-confidence in your abilities, managing the anxiety associated with new challenges and developing mental and emotional agility. Mindfulness will be essential for developing leadership capacity for the digital age – characterised by uncertainty, ambiguity, disruption and complexity.

As we grow in mindfulness through continuous mindfulness practices, we can be in the zone more frequently and develop optimal facilitator and/or leadership effectiveness. We can be open to the inherent spaciousness of our minds, freed from the anxiety and fear that limits the realisation of our capacities. Being in-the-moment, we are better able to respond adaptably and creatively to changing internal and external realities.

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Image by Gerd Altmann 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.

Being in the Zone Through Mindfulness

George Mumford, Mindfulness and Performance Expert, recently presented during the Embodiment@Work online conference coordinated by the mindful leader organisation, a not-for-profit organisation dedicated to encouraging and supporting mindfulness and compassion in the workplace. George works with elite sports teams and individual elite athletes, business leaders and academics to help them to achieve their very best. He is the author of The Mindful Athlete: The Secrets to Pure Performance.

Flow requires integration of body, mind and emotion

George argues that athletes, leaders and academics only achieve flow when they have achieved integration of their body, mind and emotions. What often stops people achieving their potential is what goes on in their minds which, in turn, negatively impacts their emotions. He gave the example of a young elite basketballer who can achieve a 90% success rate for three-points shots in practice, yet in a game situation her success rate drops to 33%.

We have previously discussed why it is so hard to serve out a match in tennis and how even top tennis players (men and women) often have difficulty with this feature of playing tennis. In both these examples, it is what goes on inside someone’s head that makes the difference – a difference in mindset from a positive outlook to negative anticipation.

Once people can achieve an alignment of body, mind and emotions they are open to the insight, wisdom and high performance that epitomises “being in the zone”. George argues that you can’t wish yourself there, but you can develop mindfulness so that the chances of being in the zone are increased. He maintains that it requires being present in the moment and being in control of your mind and emotions – traits that develop through mindfulness practice.

Once you are in the zone, all that is required is to let it happen. You are typically not in control – things happen spontaneously. You make the right choices, execute perfectly and achieve success. I recall being in the zone on one occasion when playing tennis against a a very good player – everything I attempted worked, stroke play was effortless and choices of shot and strategy were made without conscious intervention. At the time, I said to myself, “Just enjoy the moment while it lasts”. It lasted two sets – after which time my opponent gave up, not having won a game.

George reinforces the fact that there exists a space between stimulus and response and we can learn to use that space to make conscious choices rather than act out habituated, reactive behaviour. This form of self-regulation is achieved through sustained mindfulness practice.

Developing a mindfulness mindset

George contends that is not enough to sit, be still and maintain silence. Mindfulness must become a way of life – a sustained mindset. This can be achieved, in part, by adopting a variety of mindfulness practices in different settings as illustrated in the pausing approach described earlier or making conscious efforts to incorporate practices such as mindful walking, intention forming, open awareness or mindful eating.

George suggests that these regular practices help to develop a mindfulness mindset, but they are insufficient of themselves. He argues that we need to attempt to be fully conscious in the moment by asking ourselves a set of questions as we engage in any activity:

  • What is going on for me bodily, in my mind and with my emotions?
  • How aligned are my words and actions with my goal, my overall purpose and who I want to be?
  • Have I got the right balance of energy and effort, or am I over-exerting myself and being so energetic that it is counter-productive?
  • Do I have a firm belief in my ability to achieve the outcome I am seeking?
  • Am I distracted by negative emotions (fear, anxiety) or the inability to concentrate because of a lack of focus in the situation?

Performance growth through discomfort and mistakes

Being in the zone is more likely to occur when we are in a learning mode – open to alternative ways of doing things and to the vulnerability that comes with making mistakes. Jacob Ham argues that to overcome fear and anxiety in the face of uncertainty and ambiguity, we need to develop a “learning brain” and to quiet our “survival brain”.

George suggests that there is no growth without mistakes – we have to try out innovative ways of doing things but this requires being “comfortable with discomfort” and being ready to be self-forgiving for our mistakes (which are a part of every sport or leadership role). It also entails a readiness to be vulnerable and a willingness to learn from the mistakes we make and adapt to new situations we encounter.

As we grow in mindfulness through various forms of meditation, different mindfulness practices and conscious questioning and curiosity about our mind in the present moment, we can achieve “innovative action” and approach the unique reward of being in the zone (whatever our endeavour).

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Image by Erich Westendarp 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.