How to Resolve a Dilemma or Conflicting Polarities as a Leader

Often a leader is faced with resolving a dilemma or deciding between two different options that represent opposite polarities and are supported by different groups of people.  Each of the parties, too, that support opposite perspectives are very ready to highlight the deficiencies of the other party’s perspective and ignore the deficiencies of their own option.  The leader then is confronted with an “either or” situation.  Both options have advantages and disadvantages.

The tendency is for the leader to come down on the side of one option or other because it might appear as the “lesser of two evils”.   But even this solution depends on what priority the leader is assigning to the adverse impacts of the options – for themselves, the opposing groups, for consumers/clients or for the wider community. 

Ginny Whitelaw in her book The Zen Leader suggests that each of us resolves the tension of a dilemma on a very regular basis when we are breathing.  The actions of inhalation and exhalation are polar opposites, and each has advantages and disadvantages.  For example, when we inhale, we can take in oxygen and refresh our blood; when we exhale, we can remove carbon dioxide and relax our body and mind.  Each action – inhale or exhale – when taken to extremes (like holding our breath for too long) can have serious adverse effects on our health and wellbeing.  Neither action is sufficient of itself to sustain life.

Ginny points out that for a leader to lead effectively and in a fearless way, they must move away from “either or” thinking and reframe the issue or problem.  She argues that this involves a flip “from Or to And”.  Ginny suggests that in the tension of a dilemma or opposite polarities lies a creative solution.

How to resolve a dilemma or conflicting polarities

Ginny maintains in her book that the real impediment to moving to the And position (resolving the dilemma), is when a leader or a group becomes locked into one option by overstating the benefits of their solution and highlighting the deficiencies of the opposing solution, while simultaneously underplaying the deficiencies of their own solution and the benefits of the opposing solution.  This occurs frequently in organisational settings when leaders and their managers are engaged in strategic planning involving decisions re product/service offerings, pricing, place of operation, marketing approach or target customers/clients.

Ginny proposes a process she describes as a “paradox map” which has four quadrants that participants can work through to find a solution that encompasses the best of both options, while reducing the downsides of each.  This process entails seeking out the resolution of the tension between opposites by focusing on the And.

My colleague and friend Bob Dick has described a similar process over many years which he calls “option one-and-a-half”.  Bob provides a detailed process for a leader to work with a group to resolve conflicting polarities or opposing positions on an issue or problem.  His group process entails identifying the advantages and disadvantages of each option and then employing a creative group problem solving process and voting to come up with a solution that incorporates the best of each option.

As I was thinking about this challenge of moving “from Or to And”, I encountered a situation where my partner and I were trying to decide how to arrange a meeting with a mutual friend who lived on an island about 45 minutes by sea from our location.  I was strongly of the view that we should take a car across in the car ferry because it was convenient, provided independence and enabled flexibility when we were on the island.   My friend argued that the cost of the car ferry would be exorbitant considering we were only attending a lunch meeting and would not need the flexibility of our own car while on the island. 

After exploring the advantages and disadvantages of each solution we came up with the idea of having our friend travel to a location on the mainland that involved a similar travel time for each of us, reduced the costs for us and fitted in with other reasons our island friend wanted to come to the mainland.  The final solution incorporated the best of both initial, opposing options – reduced cost, flexibility, independence and a bonus of being able to extend an invitation to another mutual friend to join our “catch-up” meeting on the mainland.

Reflection

Being able to flip from an “either-or” position to what Ginny describes as a position of “And“, enables us to resolve dilemmas, reduce conflict and identify creative solutions incorporating the best of opposing options.  Underlying the process involved is the ability to move from a fixed position of “being right” to being able to explore the perspective of the other person or group.  This entails mindful listening and the capacity to be open to alternative perspectives and solutions.  As we grow in mindfulness through meditation, mindfulness practices, reflection and exploration of alternatives, we can develop the necessary self-awareness, self-management and creative capacity to have the openness and curiosity to achieve the personal flexibility required.

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Image by Dirk Wouters 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.

Re-energise through Meditation

In this day and age of hectic living, people are constantly tired or exhausted – basically drained of energy. In the absence of a conscious effort to re-energise ourselves, we can become prone to all kinds of physical and mental illness. Meditation provides multiple ways to re-energise and restore physical and mental balance.

The daily pressures at home and work can leave us drained. Added to this are increasing financial demands, adverse environmental conditions (e.g. extreme weather reflected in floods, cyclones and bushfires), increasing violence in communities and the growth of terrorism.

The human impact of these multiple pressures is reflected in constant tiredness and fatigue experienced by people of all ages, even children who are experiencing the demands of exams, parental expectations and university entry requirements. This constant energy drain can be reflected in many illnesses, not the least of these being chronic fatigue syndrome. Alan Jansson, Japanese acupuncturist with more than 30 years experience, has noted that chronic fatigue syndrome, which used to be the province of elite athletes, is now being experienced by managers in large organisations and people of all ages, including teenagers.

Re-energising through meditation

It seems contradictory that meditation, noted for its focus on stillness and silence, should be a source of energy. In fact, there are specific guided meditations that focus on re-energising the body and mind. One such 10-minute guided meditation offers an approach designed to boost energy and build positivity.

Other forms of meditation help us to release tension and trauma, e.g. somatic meditation, remove the energy draining effects of negative thoughts, build positive energy through appreciation and expression of gratitude, and access the energy in the natural world around us through open awareness. Even mindful listening, being fully present and attuned to another person, can energise us through openness to their ideas and passionate pursuits and through the power of connection.

Reasons why meditation re-energises

The Exploration of Consciousness Research Institute (EOC), drawing on the latest resesearch, advances five reasons why meditation increases energy. These reasons are summarised below:

  1. Meditation changes the way we respond to stress: replacing energy-sapping fear and anxiety with resilience through a reduction in the “energy-zapping” chemical, cortisol.
  2. Boosts endorphins thus increasing calm and focus and reducing the need for energy-depleting, temporary stimulants such as “energy drinks” and coffee.
  3. Induces deeper sleep and energy restoration through increased awareness of the present moment (not locked into the past or the future) and through an increase in the sleep-enhancing hormone, melatonin.
  4. Boosts two key chemicals DHEA (develops overall sense of well-being) and Growth Hormone (GH) which increases our strength and energy storage. The overall effect of these two chemicals is a reduction in fatigue and an increase in the energy of motivation.
  5. Upgrades our personal battery and recharges it – by enhancing our emotional control centre (the pre-frontal cortex) and reducing our fear centre (the amygdala).

As we grow in mindfulness through meditation, we can re-energise our personal batteries when they run low, build resilience, reduce energy-sapping emotions and chemicals, and increase chemicals that have a positive effect on our overall strength, the restorative quality of our sleep and our sense of well-being.

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Image source: courtesy of ColiN00B 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.

Developing Leadership Capacity for the Digital Age

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

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

Developing mental and emotional clarity and balance

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

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

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

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

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

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

 

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

Image source: courtesy of pixel2013 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.

Mindful Leadership: Self-Management

Self-management relies very heavily on self-awareness. If we are not conscious of what we are thinking, saying and doing – and the impact of our thoughts, words and actions – we are incapable of managing ourselves.

Self-management, according to the Search Inside Yourself Leadership Institute, is “the process of managing one’s internal states, impulses and resources”.

Viktor Frankl, author of Man’s Search for Meaning, identified the opportunity space for self- management:

Between stimulus and response, there is a space.  In that space lives our freedom and our power to choose our response.  In our response lies our greatest happiness.

There are a number of ways to develop self-management.  I will discuss two approaches in this post:

1. Managing Your Response to Negative Triggers

We all have situations, people or events that “set us off”.  They may stimulate anger, frustration, annoyance or anyone of the multitude of negative emotions.  As Vikto Frankl pointed out, we really have a choice of how to respond.  In a previous post, I discussed the SBNRR process (stop, breathe, notice, reflect and respond) to help you manage your response to your negative triggers.  Reflect is an important stage of the process because it seeks to get us to move beyond the particular negative stimulus and response to gain insight into any observable pattern, e.g. obstinacy when dealing with a person in authority.

2. Mindful Listening

Mindful listening requires us to be fully present to the other person, to understand what they are saying and the significance for that person.  It also means to be able to reflect back their words and feelings, and the depth of those feelings. It requires discipline to stay with the other person’s conversation and to avoid diverting the conversation to yourself and your own experience.  It also means avoiding interrupting the other person mid-sentence.  All of this takes considerable self-management.  Mastering mindful listening is a lifetime pursuit – in the process you will develop self-management and grow in mindfulness.

Self-management contributes to the development of mindfulness; as we grow in mindfulness it becomes easier to manage ourselves and our responses. Both contribute to the development of mindful leadership.

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

Image source: courtesy of moulinaem on Pixabay