How to Build Leadership Agility

Ginny Whitelaw maintains that there are four energy patterns that leaders can adopt that enable them to achieve organisational change and influence outcomes.  She explains that the four patterns operate not just at a behavioural level but are reflected in thoughts, emotions, movement and the nervous system.  While the patterns identified reflect the four key factors in other forms of psychometric assessment, what is different in this approach is a whole-body orientation that acknowledges the mind-body connection and moves beyond self-awareness to self-regulation.  Ginny has jointly developed an instrument, the FEBI (Focus Energy Balance Indicator), which enables a leader to assess their preferred pattern of behaviour.  She offers a free mini-FEBI survey on her website as well as in her book.

The four energy patterns

The four energy patterns described in her book The Zen Leader are identified as Driver, Organizer, Collaborator and Visionary.  The Driver is characterised by intensity and an unerring focus on outcomes; the Organizer is contained, orderly and disciplined; the Collaborator emphasises connection, fun and free movement; and the Visionary is the big picture person who readily sees patterns and takes quantum leaps in imagination.  Ginny provides a detailed explanation of each pattern in her book and gives examples of how they operate in practice for a leader.

Ginny maintains that we each have a preferred energy pattern that reflects our personality and that represents our comfort zone, an energy pattern in which we have acquired a level of unconscious competence.  Therein lies the problem – much of this patterned thinking, feeling, movement and behaviour operate at a sub-conscious level.  Our strengths can become our “derailers” in times of stress or new role demands.  Ginny maintains that to achieve leadership effectiveness and to lead fearlessly, we need to develop agility in our capacity to choose an energy pattern that is appropriate to the situation, e.g. in a CEO role we need to be able to adopt the energy pattern of the visionary.

How to build leadership agility

Ginny argues in her book that as a leader you need to flip “from playing to your strengths to strengthening your play”.  She uses the analogy of a team to represent the agility involved and suggests that you need to “build your bench” – have the full range of skill sets at your disposal so that you can lead effectively in any situation.  This means progressively developing energy patterns that are different to your preferred pattern.  She provides a simple exercise to help you identify your strengths as well as “one thing that you often wish you were better at” – a potential starting point for building a new energy pattern beyond your preferred mode (p.110).

In a previous post we discussed the importance of leadership agility on one dimension, namely emotional agility.  Ginny’s whole-body approach, reflected in the four energy patterns and measured by the FEBI instrument, offers a multi-faceted way to develop leadership agility.  In her book (pp.122-123), she offers many examples of three key areas that can be worked on to develop any of the four energy patterns:

  1. Work Behaviours – recognises that energy patterns are manifested in workplace behaviours; examples for developing a particular energy pattern include identify top 3 priorities (Driver); set aside time for planning (Organizer); build your network (Collaborator); make time for reflection (Visionary).
  2. Physical Activities – the four energy patterns also have physical manifestations that can be cultivated as a way to develop patterns other than your preferred pattern, e.g. using the pushing motion and focus of “hard and fast” bicycling (Driver); adopting the movement of shaping and structuring through organizing a space (Organizer); using the rhythmic movement of ballroom dancing (Collaborator); engaging the expansive movement of Tai Chi (Visionary).  Ginny contends that different physical behaviours can lead to “different patterns of energy” and she illustrates this in her video explanation of the FEBI assessment.
  3. Sensory Support – the energy patterns find expression in the things that we value, that create a positive feeling in us and that build our energy; examples of ways to develop a particular pattern using sensory support can involve office design – stark and sparse (Driver); neat and tidy (Organizer); fun and colourful (Collaborator); harmonious with nature (Visionary).  It is relatively easy to conceive how pictures or images could help to develop sensory support for an energy pattern that you are attempting to develop to increase your leadership agility. 

Ginny also suggests that another way to reinforce the development of a new energy pattern is to use a symbol that could be placed on your desk.  For example, she used a playdoh figure to remind her to move beyond her preferred Driver orientation to the playful energy of the Collaborator.  Others have used crystals, pictures, sculptures or a poem to serve as a reminder of a focus for personal development.

Reflection

As we grow in mindfulness through meditation and reflection, we can increase our self-awareness by understanding our preferred energy pattern and its many manifestations in our daily life. We can also adopt Ginny’s suggestions re self-regulation through the development of new energy patterns.

I completed the min-FEBI survey in her book and found that my dominant energy pattern was “Visionary” which was supported by three less-developed (but relatively equal) patterns of Driver, Organizer and Collaborator.  This result aligned with my personal knowledge and experience.  I have frequently chosen leadership roles requiring visionary energy over other roles.  I have also been able to partially develop the other three energy patterns through the variety of roles, physical activities and workplace behaviours I have undertaken over the many years of my working life.

On reflection, I realised too that I am developing my Driver energy pattern by maintaining my focus when writing and by setting myself the task of completing three or four blog posts per week.  However, I have come to realise that pursuing this relentlessly to a set time deadline (a Driver pattern) has limited my time for other physical activities that build alternative energy patterns (Tai Chi for my visionary energy; meditation and walking for my Organizer energy).  The key seems to be to find the right balance between these energy patterns as well as to be able to use the right pattern at the right time (or to adjust if a pattern is not working in a leadership situation).

I have also realised that my lack of Organizer energy is reflected in my untidy and messy office.  While this office “design” (many stacks of paper making it difficult to find things) manifests my Visionary energy orientation, it makes it difficult for me to function efficiently.  So, this is an area that I must work on for this year (it will take that long to get organised!!).  I will also need to seriously adopt the Bullet Diary Method (of course, I have the resources for this already). I can console myself that I am building towards increased Organizer energy by listening to Mozart while I write this blog (as it helps me to organise my thoughts and writing).  P.S.  I have not been able to readily see my reminder symbol, a symmetrical crystal, because of my messy office – there is a lesson here!

__________________________________________

Image by mediamonk 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.

Developing Our Inner Life as a Leader

As we grow in mindfulness, we develop our inner life – realising a deeper self-awareness, developing increased understanding of the nature and strength of our personal triggers and building a greater understanding of, and tolerance for, other people’s differences.  This enriched inner life builds our capacity for insight, resilience, creativity and integration of our words and actions with our life purpose – all essential traits of effective leadership.  Ginny Whitelaw, in her book The Zen Leader, describes this reframing and reorientation of a leader as a flip from “Out There” to “In Here”.

We create our world “out there”

Ginny explains that what we consider to be “out there” (external reality) is, in fact, a projection of our inner world.  Drawing on her study of biophysics, martial arts and Zen philosophy, Ginny marshals her arguments to demonstrate that our external world as we perceive and experience it, is mostly of our own making.  Her argument revolves around several key insights:

  • Limited perception – Ginny points out that our human capacity is to perceive external reality in two or three dimensions (the latter achieved mainly by artists and architects).  She maintains that our external world exists in ten dimensions, most of which are outside our awareness.
  • Cultural filters – our national culture, the world we are raised in, creates filters that shape our perceptions, beliefs, words and actions.   Naomi Osaka (Japanese tennis star), for example, explained in an interview for the Brisbane International that she was bemused by the enthusiasm, boisterousness and naturalness of Australian tennis spectators – which she pleasantly experienced as a sharp contrast to the “politeness” of Japanese tennis spectators.
  • Personal triggers – what we experience individually and differentially as negative triggers is shaped by our early life experiences which heighten our sensitivity to different interactions – a sensitivity that can be reflected in a constant need for control, an overwhelming drive to prove that we are “better than”, an obsessive need to please so that we are liked, or the continuous perception of criticism of ourselves by others.  These negative triggers are often the result of distorted perception of our external world – for example, we see criticism where none is intended or where the opposite is intended.
  • Expectations – our expectations reflect our self-image and influence how we experience others’ interactions with us.  Ginny maintains that through our expectations “we’ve pre-tuned our senses to notice only certain things and to place certain interpretations on them”.  Our expectations that reside “in here” create the world we experience as “out there”.

So, what we experience as “out there” is highly subjective and is of our own creation – we are constantly making our own world.  There are inherent deficiencies and dangers for leaders in assuming that what we perceive and experience, is “real” and is the only reality.  Reg Revans, the father of the action learning approach to leadership development, warns us that if we assume that we know what is real we are going to cause trouble for ourselves and others.  Politicians frequently attempt to shape our perceptions of reality by stating unequivocally that “the reality is…” (invariably something of their own making that serves their purpose).

Developing our inner life (as a leader)

In her book on Zen leadership, Ginny offers some penetrating exercises that address our individual distortions of “out there” and enrich our inner life (what is “in here”) thus empowering us to “lead fearlessly” but attuned to others’ reality and own purpose.  These reflective exercises fall into several categories:

  • What World do You Make? – this exercise built around personal skills and traits as well as values that you hold strongly, develops an insight into how you shape your world in a typical week. (p.86)
  • Turning a Difficult Relationship – involves reflecting on an interaction with curiosity and openness to ascertain what you personally brought to the interaction (in terms of perceptions and triggers).  It entails looking into the mirror, discovering the fear at the root of your perception and behaviour and “claiming your power” by naming and facing your fear. (p.97)
  • Sitting Meditation as a Core Practice – Ginny offers a guided meditation based on sitting and grounding that releases tension, develops deep body-mind relaxation and provides the opportunity to gain greater awareness of what is “in here” and “out there” for you. (p.101)

Ginny’s book is rich with insights and personal exercises and reflections to deepen self-awareness, enhance self-regulation and develop ways to empower yourself to take your place fully in the world (not constrained by distorted perceptions, unfounded assumptions and projections or unexposed fears).

Reflection

Our life experience and our personal responses provide a rich store for reflection and insight.  Developing our inner life is not a luxury for a leader – it is an imperative because leaders are able to influence others and to enrich their lives.  The starting point is acknowledging and accepting that the world we experience is something of our own making and that we can remake our world (and help others to do likewise) by growing in mindfulness through meditation (such as the sitting meditation proposed by Ginny), by reflection (such as focusing on what we brough to a difficult interaction) and by open exploration (seeking with curiosity to identify our personal “imprint” of our world).

__________________________________________

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.

How to Let Go of Tension as a Leader

In her book The Zen Leader Ginny Whitelaw explains that to achieve real change in the way we lead, we need to make a number of “flips” (10 in fact), and one of them is “from tension to extension”.  Each of the flips involve reframing – changing the way we think about our self, others and our situation. 

Tension is mirrored in the body

When we are tense, we contract our body, blocking the flow of energy and our capacity to make a real impact.  The words we use to describe a tense person convey this idea of contraction – “uptight”, “wound up like a spring”, “ready to pounce”.  Tension affects not only our thoughts, emotions and behaviour, it is mirrored in our bodies through muscle pain, a stiff neck, headaches, swollen and sore ankles or back pain.  Sometimes tension can be experienced as overall body pain or fibromyalgia.

The paradox is that we need the process of tension and muscle contraction to be able to move – to move the bones in our arms and legs for instance.  So physical tension and contraction are natural processes and Ginny explains how they function for body movement through her in-depth biophysical knowledge.  She also points out, however, that the problem arises when the process becomes stuck, just as we can become stuck through our tension – unable to move forward, resistant to change, unwilling to explore new ways or unable to see a way ahead.

Impact of tension in a leader

Research has consistently confirmed that our mood as a leader is contagious – if we are negative, we develop a negatively oriented team.  Some of the impacts of tension in a leader are disengagement of staff (through poor leader modelling), withholding of information (for fear of an angry reaction), conflict between staff (a lack of cohesion and common goals) and inertia (absence of positive leadership energy).  So, there are very real costs for the tense leader, including staff avoidance.

Extension: how to let go of tension as a leader

The concept of extension (or expansion) builds on Ginny’s earlier discussion of the flip from “coping to transforming”.  She points out that the concept of moving from contraction (tension) to extension underpins much of Eastern philosophy and martial arts such as Tai Chi.  Contraction constricts, extension releases energy.  The challenge for a leader is to be able to move beyond the feeling of being “stuck” to achieving flow and productivity and engagement.

Ginny illustrates the power of extension by a brief physical exercise that involves contracting the muscles in the arms to create movement and then extending them to realise the flow of energy through the extended arm and hand.  She suggests that there are three principles underlying the flip from tension to extension:

  1. Rhythmic movement not relentless pushing or forcing – when we are tense, we break our natural rhythms of sleep, breathing, regeneration and relaxation and we fail to find time to unwind.  Ginny argues that we need to recharge ourselves like we do our phone battery – by plugging into our internal and external energy sources.  She suggests that we take brief breaks of two minutes every 90 minutes (others suggest every hour) supplemented by extended breaks of 30 minutes to undertake exercise or meditation (or Tai Chi) once or twice a day.  We have previously offered the practice of making awareness (and not your phone) your default when waiting, enabling you to tap into the natural rhythm of your breathing and the flow of universal energy that surrounds you.
  2. Develop downward energy flow to offset the tendency to move energy up – the words we use reflect this redirection.  When we are tense, we are “uptight” in more ways than one, when we are opening to expanding and redirecting our energy, we are grounded, calm and begin to “settle down”.  Ginny maintains that we can direct our energy downwards to our hara, our energetic center, through deep breathing and centering exercises that she offers on her Zen Leader website.
  3. Direct energy out, not in – outwards energy is needed to generate a vision, develop and implement a strategy and pursue achievement of goals.  Ginny describes a simple physical exercise to illustrate this energy flow and develop the practice of energy alignment. 

Building on these three principles, Ginny offers a series of reflective questions designed to help us to generate more energy and achieve a better alignment of our energy with our purpose.  She reinforces the power of mindfulness practices to “free up energy”.

Reflection

Many of us are tense as a result of time pressures, work and family challenges and/or the demands of caring for a relative or friend.  We intensify this tension through trying to live up to the assumed expectations of others and own unrealistic expectations.  Tension affects our thoughts, feelings, behaviour and our bodies.  It constricts and diverts our energy leading to exhaustion, frustration and feeling drained.  Extension practices build energy, achieve resonance and encourage engagement.  As we grow in mindfulness, we can free up our energy flow and progressively build our energy alignment.

___________________________________________

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.

Developing Resonance through Listening: Leadership in Action

In a previous post I discussed leadership as resonance, drawing on the work of biophysicist Ginny Whitelaw.  Fundamental to this concept is the role of a leader as an “energy concentrator” – capturing, focusing and amplifying energy.  This process is a two-way street.  The leader generates energy alignment and amplification through developing a vision, shaping team culture and enabling the transformation of creative energy into innovation.  On the other hand, the leader captures the energy of his or her followers through listening – being in tune with their energy vibration, removing political and organisational blockages and providing energetic support.  This is very much a form of bottom-up management, in contrast to the former way of concentrating energy through vision and culture which is a top-down approach.  Listening, then, is a means of achieving resonance – aligning with and amplifying energy vibrations from followers.

Listening as resonance

A common expression used to describe the act of listening is to say that people who are actively listening in a conversation are on the “same wavelength” – their energy vibrations are aligned.  Ginny, drawing on neuroscience research, maintains that this statement is both metaphorically and literally true – if the leader is actively listening, they are matching the brain waves of the communicator, making a map of the other person’s energy vibrations within their own brain.  This is what Ginny calls “connected communication”.  As she points out, when we are on the same wavelength, we have access to a deeper level of understanding and information exchange.  This is in direct contrast to parallel conversations where there are no connections and people are “talking past” each other.  In Ginny’s words, listening involves a sensitivity to the point that the conversation changes us and has a healing effect.

Disconnected communication – a lack of listening and dissipation of energy

Communication is a form of energy exchange that can be either employed to make things happen or dissipated through failure to listen by either party in a conversation.  In organisations, it is all too common for staff to lose heart and energy when their leader fails to listen, to be in tune with what they are saying.  This can happen in communications about ideas for improvement, expression of dissatisfaction about some aspect of the workplace or work practices or identification of potential risks.  Leaders can tune out through a need to maintain control, through their own busyness or habit of interrupting the speaker or diverting unpleasant or challenging conversations.  Leaders often attempt to solve the problems of followers before they have heard and understood what the real problem is.

Developing resonance through listening

Leaders can develop their capacity to listen effectively and develop resonance – energy alignment and amplification – through mindfulness practices.  These can take many forms as discussed in this blog – such as meditations to address fear, the need for control, resentment or negative self-talk.  A very useful strategy is to reflect on a situation where you failed to listen effectively.  You can ask the following questions in your reflection:

  • What was the situation and the nature of the conversation?
  • What was happening for me in terms of my thoughts or feelings?
  • To what extent was my need for control involved?
  • How did the exchange impact my sense of self-worth or self-identity?
  • What was my mindset in the interaction?
  • What intention did I bring to the conversation?
  • What words or actions did I use to curtail, redirect or end the conversation?
  • What negative impact did I have on the energy of the communicator?

Honest answers to these penetrating questions can enable you to increase your self-awareness, remove blockages to your listening and open the way to develop resonance through effective listening.

Reflection

The way we listen as leaders can build resonance or dissipate energy.  As we grow in mindfulness through meditation, mindfulness practices in our daily life or reflection on our words and action, we can better attune ourselves to what others are saying – both in terms of the content and significance of their communication. We will be better able to match and amplify their energy and facilitate the transformation of ideas into action.  Mindfulness enables us to be present in the moment, aware of our own emotions and that of others and builds the capacity to self-regulate our words and actions.  Connected communication is a challenge but it is essential to leadership effectiveness as research and our own experience continuously affirms. ___________________________________________

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.

Leadership as Resonance

Ginny Whitelaw, biophysicist and global leadership coach, understandably frames leadership in terms of energy and resonance.  She explains that as humans we are made up of matter and energy – matter in the form of blood, skin, bones and energy in the form of our mind.  Ginny notes that the leadership function entails concentrating energy, your own and that of your followers, to create an organisational vision (capturing emotional as well as intellectual energy); develop the culture of a team (through energy alignment); and promote innovation (turning creative energy into new products, services and structures).  She explains that energy is always on the move, in constant transformation and continuously vibrating.  Her new book, Resonate, to be released in 2010 explores these concepts in depth and their many leadership applications.

Resonance – synchronous vibration

One way to define resonance is synchronous vibration.  For example, a room or a musical instrument is described as resonant when it amplifies sound vibrations and extends them by vibrating at the same time.  Ginny provides the example of making a loud sound over an open grand piano and noticing that some strings vibrate, and others do not – the strings that vibrate match the vibrations in your voice.  When things operate synchronously, we say that they are “in synch”.  So, in Ginny’s perspective, leadership is about creating real change and making a difference by achieving synchronisation of energy, our own and that of our followers – in other words, generating resonance.  She describes a leader as an “energy concentrator”.

Blocks to leadership resonance

Through her study of biophysics and martial arts (5th degree Aikido black belt), Ginny came to realise the very close connection between mind and body and the role vibration and energy play in human consciousness (the resonance theory of consciousness).  Her role as a senior leader in NASA, coordinating the 40 groups that supported the International Space Station, enabled her to understand that coordination involved energy alignment and resonance (vibrating “in synch”).

Ginny’s experience with martial arts and Zen philosophy heightened her awareness of the mind-body connection.  For example, she explains that fear holds back our achievements as leaders because it distorts our resonance – blocks our energy emission and reception.  She suggests that as leaders we need to go beyond our triggers that create fear in our mind and body.  The fears may have their origin in adverse childhood experiences or the negative self-stories that arise through our inner critic.

Ginny likens the effect of fear to the dampening of resonance created when several socks are placed inside a bell.  Even a bell designed especially for resonance will sound dull and clunky when the socks are inside it.  The socks are metaphors for our mental and physical blockages – the things that stop our personal resonance.  Our challenge as leaders is to remove the blockages – so that our voice is “as clear as a bell”.

Removing the blocks to leadership resonance

Ginny discovered through the impact of deep breathing on her asthma that clearing blockages requires being still, mindful breathing, and other mindfulness practices such as meditation, Tai Chi and yoga.  Reconnecting with nature and the multiple sources of energy in the environment also help to rebuild personal resonance.  Ginny explores relevant practices and exercises in her book The Zen Leader.

When you can achieve a level of integration between your thoughts, emotions and body you free up yourself to become your more “resonant self’.  Ginny explains that by achieving this integration we can emit a “clear signal” and “bring our one clear note to achieve our purpose” as a leader.

Reflection

I can relate fully to the concept of leadership as resonance having been involved in many minor and major change endeavours as a leader in organisations and in community.  The concept of energy emission and reception resonates strongly with me.  I also find that as I grow in mindfulness, I am better able to tap into my creative energy, enhance my ability to tune into others’ focus and energy and contribute to a purpose that is greater than myself.  Removing the personal blockages to my “one clear note” is a lifetime pursuit – a journey into mindfulness through meditation, Tai Chi and other mindfulness practices.

____________________________________________

Image by Valiphotos 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.

When You are Waiting, Have Awareness as Your Default and not Your Phone

When we are kept waiting, we typically grab our phone to “fill in the time”.  We might check emails or social media or the latest news; our default is our phone, not taking the opportunity to develop awareness.  One of Diana Winston’s students told her that when he was waiting or had time on his hands, he no longer defaulted to his phone, but “defaulted to awareness”.  Diana Winston addresses this process in her book,  The Little Book of Being (p.184).

Default to awareness

When we are kept waiting for a bus to arrive or to see the doctor/dentist, or are stalled in traffic, we feel bored or ill at ease.  We can become agitated, annoyed or even angry – all of which can negatively impact our subsequent interactions with others. To alleviate this discomfort, we often resort to the phone as our default response.  However, the “waiting time” provides the perfect opportunity to further develop awareness.  The opportunities for this positive response are seemingly endless. During the Search Inside Yourself Leadership Program that I attended in Sydney, one of the participants reported that they practised mindful awareness whenever they waited for the jug to boil when making a cup of tea or coffee.  The participant reported that by building this habit into something he does on a regular basis, he was able to develop awareness as a part of his everyday activities.

Diana suggests that the way to drop into awareness instead of reaching for your phone is to begin by focusing on your feet.  You can feel the pressure of your feet on the floor or the ground and be conscious of this “grounding”.  You can then progress to getting in touch with your breathing and rest in the space between breaths.  This can be followed by a brief or elongated body scan (the duration of the scan depending on how long you have to wait).  You can then explore points of tension in your body and release the tension or soften the muscles involved.  If you are experiencing negative thoughts and/or feelings, you will inevitably feel tense in some part of your body – noticing and releasing tension develops your awareness.  If you begin to adopt these mindfulness practices on different occasions when you are waiting, you will find that you will “default to awareness” naturally – your phone will not be your “first port of call”.

If we use our waiting time as a conscious effort to grow in mindfulness, we can develop the habit of dropping into awareness, instead of reaching for our phone. We can explore either inner or outer awareness and develop our capacity for self-regulation and gratitude, as well as build calmness and equanimity in our lives.  Defaulting to our phone, on the other hand, increases the pace of our life and can intensify our agitation.

____________________________________________

Image by Quinn Kampschroer 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.

Mindful City Initiative: Mindful.Org

In the previous post I discussed the Mindful City Project focused on a pilot in Highland Park, Illinois. This is only one example of the many initiatives being undertaken in the USA to develop mindful cities. Another key approach is the Mindful City Initiative undertaken by Mindful.Org. I will focus on this initiative in the current blog post.

Mindful City Initiative: Flint, Michigan

The Mindful City Initiative is a social intervention that is one of the three high-leveraged projects undertaken by The Foundation for a Mindful Society. The Foundation aims to improve wellness, health, compassion and kindness in all sectors of society through its publications, Mindful.Org and the Mindful Magazine, as well as projects which aim to cultivate and support mindfulness practices based on evidence-based research. It seeks to achieve these outcomes through an authentic approach to mindfulness that reflects the integrity of the not-for-profit Foundation.

Flint in Michigan is a city that has experienced major crises, e.g. reduction in the GMH workforce from 80.000 at its peak in 1978 to 8,000 by 2010 and lead contamination of its water. The Mindful City Initiative in Flint is designed to utilise mindfulness to assist the regeneration of the city so that it can become, once again, a thriving, healthy and resilient community.

In pursuit of this aim, a two-day workshop – developed and delivered by the Search Inside Yourself Leadership Institute (SIYLI) – was conducted for civic leaders encompassing leaders in businesses, education organisations, healthcare, and philanthropy. SIYLI provides leadership training in mindfulness and emotional intelligence, as well as extensive mindfulness resources, including the latest neuroscience research on mindfulness practices.

The leaders in Flint developed a vision of a “flourishing community” and sought the help of the Mindful City Initiative to develop leadership skills that will achieve active collaboration and innovation to realise their vision. Through this initiative, Mindful.org is linking the city leaders to teachers, partners and programs in the mindfulness arena, as well as providing access to their publications and mindfulness practices offered via their major social media site.

A further initiative is planned for Jackson Hole, Wyoming. The focus here is on “bringing together city leaders and neuroscientists” to enhance civic leadership skills to enable leaders in different sectors to work together to create a sustainable, “healthy community”.

Through social innovations such as the Mindful City Initiative, organisations are working to enable civil leaders to grow in mindfulness and transfer their knowledge, learning and experience to the broader community for the health, welfare and sustainability of their communities.

____________________________________________

Image by John Hain 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 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.

____________________________________________


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.

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.