How to Build Mindfulness into Leadership Development

Wendy Saunders, Senior Member of Leadership Development at YMCA of USA, presented at the recent Mindfulness@Work Summit on the topic, Embedding Mindfulness and Compassion in Leadership Development.  She discussed the principles her organisation employed to build mindfulness into leadership development.  In the process, Wendy identified the challenges the leadership development group encountered along the way and the strategies they employed to overcome them.

YMCA of USA is a diverse, massive organisation comprising women, men and children amongst its 20,000 staff and hundreds of thousands of volunteers.  Besides the central resource centre responsible for activities such as leadership development, there are 2,700 YMCAs spread across the country.  The areas of focus of “the Y” are “youth development, healthy living and social responsibility”.

Wendy explained that YMCA of USA offers layered leadership development programs comprising the following:

  • Executive Development Institute
  • CEO Preparation Institute
  • Leadership Certification courses covering three levels – (1) team leader, (2) multi-team managers and (3) organisational leaders.

The fundamental challenge was how to build mindfulness into ongoing leadership development activities that were built on a “cause-driven leadership” model incorporating experiential learning.

Principles and strategies for building mindfulness into leadership development

During her presentation, Wendy identified some key principles and strategies that helped YMCA of USA integrate mindfulness into the existing suite of leadership development offerings:

  • have patience – a fundamental requirement for success. Wendy explained that the leadership development team had been working for 5 years to get to where they are now with mindfulness integration and they still had a long way to go to achieving the goal of embedding mindfulness into all leadership development programs of YMCA of USA
  • make small insertions – in line with the patience principle, a starting strategy is to make “small insertions” into existing leadership programs, adopting a gradual approach to building mindfulness integration
  • offer short meditations – while experienced meditators practise meditation for 30 minutes or an hour a day, meditations incorporated into leadership development programs should be brief so that they can be experienced as realistic and achievable
  • build on what already exists – e.g. mindfulness was built onto the emotional intelligence focus of the Executive Leadership Institute. This is in line with the approach of the two-day Mindful Leadership training provided by the Search Inside Yourself Leadership Institute which incorporates the three pillars of mindfulness, emotional intelligence and neuroscience
  • make it experiential so that participants can experience the benefits of mindfulness through different meditations and mindfulness practices
  • offer an introduction to mindfulness workshop on an optional basis and when mindfulness integration is bedded down, make some elements compulsory (e.g. the online Introduction to Mindfulness Workshop is now mandatory for participants in the Executive Development Institute)
  • assist people to discover the “faith inclusive” nature of mindfulness – YMCA of USA set up a task force of people who practise different religions to help them explore the compatibility of mindfulness with their religions
  • offer ongoing related workshops – to enrich the conversations about mindfulness, assist mindfulness practice and encourage reflection
  • match the mindfulness content to the focus and level of the leadership program – e.g. for CEO development the YMCA of USA has focused on mindfulness for creativity to assist CEOs to build a culture of innovation; for the team leader development course they are planning to introduce basic level mindfulness approaches and concepts such as mindful breathing, how to reduce stress and increase productivity, how to build intention
  • complement development courses with extensive resources such as books, articles, podcasts, links to guided meditations, mindfulness blogs.

As leaders in organisation grow in mindfulness through the progressive and carefully planned integration of mindfulness into leadership development programs, the organisation can experience the benefits of improved productivity, increased levels of staff engagement, better organisational integration and improved outcomes for clients and customers.

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

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

Resilience is Not Endurance or Acceptance of a Toxic Situation

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

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

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

Resilience and compassion: building motivation and capacity for action

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

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

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

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

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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.

Practical Mindfulness for Profound Effects

In the recent online Mindful Healthcare Summit, Jon Kabat-Zinn spoke about the profound effects of practical mindfulness. While the context he spoke about was the healthcare arena – doctors, nurses, allied health professionals and related roles – his comments have universal application because they relate to us as human beings and are built on the latest neuroscience findings.

Getting out of our heads

Jon describes us as “perpetually self-distracting” – we continuously distract ourselves from the task at hand through our thoughts which are incessantly active. Disruptive advertising in social media aid and abet this self-distraction to the point where mobile devices are now described as “weapons of mass distraction“.

Jon encourages us to be awake to the world around us – to the people and nature that surround us. He suggests we need to move out of the “thought realm” into the “awake realm”. He comments that when we are in the shower in the morning, we are more likely to be mentally at a meeting rather than aware of the sensation of the water on our skin. When we arrive at work, we are likely to be thinking about, and talking about, the traffic we encountered on the way.

He suggests that a very simple practical exercise when we wake up is to be consciously aware of our body – to “really wake up” and feel the sensation in our legs, our feet, our arms. He urges us not to start the day by getting lost in thought but to start by inhabiting our own body. When we do so, we open ourselves to the profound effects of being present in the moment, of being open to our capacity for focus and inner creativity.

Listening to others

Jon maintains that “listening is a huge part of mindfulness practice”. To truly listen, you need to be present to the other person – not lost in your own thoughts. When you attend to the other person through active listening, they “feel met, seen and encountered”. Jon draws on the work of Dr. Ron Epstein to support this assertion. Ron, the author of Attending: Medicine, Mindfulness and Humanity, established through his research and medical practice that “attending” achieved improved health outcomes for both the patient and the doctor.

Being fully present

Jon maintains that while meditation and other mindfulness practices build your awareness, the essence of mindfulness is to be fully present whatever you are doing. He argues that “the kindest thing you can do to yourself is to be present in the moment”. Jon reminds us that “tomorrow is uncertain, yesterday is over” so to live in the past or the future is self-defeating, disabling and potentially harmful to our health and well-being. He encourages us to meet each day (which is all that we have) with a clear intention – a commitment to make a positive and caring contribution to whatever is our life/work endeavour. This will have the profound effect of enhancing our own mental health and resilience, while creating an environment that is mentally healthy for others.

Tapping into our inner resources

Sometimes we can be so focused on the needs (or expectations) of others that we overlook the need for self-caring in the face of the stresses of life and work. He challenges us to befriend our self by tapping into our deep inner resources and “boundaryless awareness“. He contends from his own research and practice in Mindfulness-Based Stress Reduction (MBSR) that our bodies are “intrinsically and genetically self-healing” and that we are our own “deepest resource for health and well-being”. We need to access these healing inner resources through the practice of mindfulness in our daily life and work.

As we grow in mindfulness through mindful action in our life and work and mindfulness practices, we can tap our limitless inner resources, become increasingly self-healing, develop mentally healthy environments for others and achieve a higher level of fulfillment and happiness.

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

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

Developing Mindful Cities

The Search Inside Yourself Leadership Institute (SIYLI) conducts 2 day mindful leadership courses around the world based on the three pillars of mindfulness, neuroscience and emotional intelligence. Participants in these courses tend to be motivated to practice mindfulness and spread the learning and ideas to various local arenas such as schools, organisations and community settings. There are now movements underway to integrate these initiatives on a local level by developing “mindful cities”.

The Mindful City Project

One of the initiatives designed to aggregate local mindfulness activities is the Mindful City Project established by co-founders Deb Smolensky (CEO), Michelle Spehr and Ellen Rogin. Their approach is based on the three pillars of awareness, compassion (including self-compassion) and generosity. These pillars are underpinned by the knowledge, practices and insights emerging from neuroscience and emotional intelligence research.

In an interview with Jen Arnold, Deb and Michelle discussed their own background and experience with mindfulness and the motivation and purpose for the Mindful City Project. Deb mentioned that she had been introduced to mindfulness at age 10 by her drama teacher who taught his class to use body scan to overcome nervousness. In her twenties, she resorted to meditation to deal with her anxiety attacks.

Deb, Michelle and Ellen each have experience in the wellness arena, with Ellen’s experience focused on financial wellness. They saw the need to help communities to become more connected, collaborative and compassionate – to adopt a holistic approach to enable the whole community to thrive. The Mindful City Project initiative sets out to develop a framework that will enable both a common language and a set of practices (encapsulated in checklists). The aim is to provide education, resources and funding to enable leaders in city communities to progressively develop their own mindful city and to share their relevant knowledge and experience with leaders in other cities.

A beta mindful city project

Deb and Michelle discussed a pilot project in the city of Highland Park Illinois where they are working with three community groups – schools, businesses and public services such as hospitals and the military. A key intervention strategy is the development of a “layered form of education and practices” for each type of participant group.

For example, different seminars are conducted for students, teachers and parents – enabling reinforcement in all directions and exponential growth in the use of mindfulness practices. Schools are provided with a checklist of practice options that they can adopt – the practices covering each of the three pillars. A school, for example, could inculcate the practice of taking a mindful breath when the bell rings and/or instituting mindful pauses in classrooms.

A key pillar of the mindful city project is generosity. Schools can choose the level and breadth of their generosity endeavours, e.g. supporting a charity or adopting a pay it forward program. Deb and Michelle gave the example of a school that raised USD160,000 for childhood cancer.

In developing awareness in businesses, Deb and Michelle stated that they found the foundations for mindfulness already present in organisations in a number of forms:

  • emotional intelligence incorporated in leadership training
  • a focus on “unconscious bias” within diversity and inclusion training

Unfortunately, these mindfulness initiatives are often segregated and lose the opportunity for mutual reinforcement and the synergy that comes from a holistic approach. In the Mindful City Project approach, mindfulness training covers both internal and external elements:

  • internal – emotional intelligence and inner awareness
  • external – compassion and generosity

As people grow in mindfulness through education and mindfulness practices in schools, businesses and homes, the potential exists for leaders to build mindful cities that thrive on connection, collaboration and compassion. The Mindful City Project provides the resources and funding to enable cities to create their desired future.

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

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

What Does Neuroscience Tell Us About the Benefits of Mindfulness?

Continuous neuroscience research into the benefits of mindfulness has revealed supportive evidence that should encourage you to persist with mindfulness practices. While the neuroscience research into the power of mindfulness, and meditation specifically, is in its infancy, there are enough studies and research review articles to point to some real, measurable benefits.

Scientists still do not fully understand how the mind works but they have been able to identify the impact of meditation on the physical brain through Magnetic Resonance Imagining (MRI). Dusana Dorjee warns us, however, that science is a reductionist approach to the study of the mind and cannot effectively measure the whole range of states of awareness that can be achieved by the long-term meditator. Dusana is the author of
Neuroscience and Psychology of Meditation in Everyday Life: Searching for the Essence of Mind (2017).

How meditation changes the physical structure of the brain

A comprehensive review of neuroscience research into the impacts of mindfulness meditation undertaken by experienced meditators showed that eight regions of the brain were altered. Significantly, the regions of the brain that were positively impacted relate to:

  • capacity to be introspective and manage abstract ideas and, importantly, the ability to be aware of our own thinking
  • body awareness including touch, pain and proprioception
  • attention, self-control and regulation of emotions
  • ability to communicate effectively between the hemispheres of the brain (between right and left hemispheres).

Mindfulness meditation and happiness

Happiness can be developed as a skill and mindfulness meditation has a key role in its development. Well-being is increased, according to scientists at Wisconsin-Madison University, when the following capacities are enhanced:

  • ability to maintain positive emotions
  • rapidly recover from what is experienced as negative
  • engage in actions that manifest empathy and compassion
  • sustain attention in the present moment (and avoid mind-wandering).

Richard Davidson and Brianna S. Schuyler (2015) in their chapter, The Neuroscience of Happiness, draw on their mind research to argue that these capacities can be developed through training, especially mindfulness training and kindness/compassion meditation.

Research on the Neuroscience of Mindfulness Meditation by
Tang, Y. Y., Hölzel, B. K., & Posner, M. I. (2015) demonstrates that meditation can reduce stress and increase performance because it switches off the brain’s anxiety- riddled, default-mode network (focused on the past/future) and activates the task-positive network. This latter network focuses on the present moment. As the brain can utilise only one of these networks at any one time, meditation – through creating the task of focusing on the breath, body scan or some other aspect – can activate present mindedness which leads to physical and mental health, while deactivating the default-mode which would otherwise lead to stress and ill-health.

As we grow in mindfulness through meditation and other mindful practices, we can enhance our performance and the wellness-generating structure of our brains and move from the stress-creating default mode to the task-positive mode of operating in our daily lives.

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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.

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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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 Present to the Power of the Now

Jon Kabat-Zinn, international expert in mindfulness and its positive effects on mental health, provides some important insights about being present in-the-moment.  Jon, author of Wherever You Go, There You Are,  presented on Mindfulness Monthly, and focused on mindfulness for living each day.  His emphasis was on the fact that mindfulness meditation is not an end in itself but a preparation for, or conditioning for, everyday living.

He argues that through mindfulness we develop the capacity to cope with everyday life and its challenges and demands – whether emotional, physical, economic or relationship-based.  He urges mindfulness practitioners to avoid the temptation to pursue the ideal meditation practice or the achievement of a particular level of awareness as a goal in itself.  He argues that the “Now” is the practice ground for mindfulness – being open to, and fully alive to, the reality of what is.  Being-in-the-moment can make us aware of the inherent beauty of the present and the creative possibilities that are open to us.

Dropping in on the now

Jon suggests that we “drop in on the now” as a regular practice to keep us in touch with what is happening to us and around us.  This involves being willing to accept whatever comes our way – whether good fortune or adversity, joy or pain.  

He maintains that being present entails embracing the “full catastrophe of human living”- the theme of his book, Full Catastrophe Living: Using the Wisdom of Your Body and Mind to Face Stress, Pain, and Illness.  This means accepting whatever is unfolding in the moment, whether “challenging, intoxicating or painful”.  It also means not seeing the present through the prism of our expectations, but through an open-heartedness.  As we have previously discussed, so much of what we see is conditioned by our beliefs, unless we build awareness of our unconscious biases through meditation and reflection.  Being mindful at work through short mindfulness practices can assist us to drop in on the now.

Taking our practice into the real world

Jon challenges us to take our practice of mindfulness into the real world of work, family and community.  He expresses concern about the hatred and delusion that is evident in so much of our world today – a state of intoxication flowing from a complete disconnection with, and avoidance of, the human mind and heart.

Jon urges us to do whatever we are able, within our own realms of activity, to treat ourselves with kindness and compassion and extend this orientation to everyone we interact with – whether in an official/work capacity or in a personal role interacting with people such as the Uber driver, the waiter/waitress, checkout person or our neighbour.  We are all interconnected in so many ways and on so many levels – as an embodied part of the universal energy field

Jon reminds us that increasingly science is recognising the positive benefits of mindfulness for individuals and the community at large. He stressed that neuroscience research shows that mindfulness affects many aspects of the brain – level of brain activity, structure of the brain and the adaptability of the brain (neuroplasticity).  Mindfulness also builds what is termed “functional connectivity” – the creation of new neural pathways that build new links to enable parts of the brain to communicate with each other.  Without mindfulness practice much of this connectivity remains dormant.

As we grow in mindfulness, we can become more present to what is happening now in various spheres of our lives, become more aware of latent opportunities and creative possibilities and more willing and able to extend compassion, forgiveness and kindness to others we interact with.  We can progressively shed the belief blinkers that blind us to the needs of others and the ways that we could serve our communities and help to develop wellness and happiness in others.

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

Image source: courtesy of SalvatoreMonetti on Pixabay

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Developing as a Mindful Leader

Bill George presented at the recent Encore of the 5th Mindful Leadership Summit.  Bill is a co-author of The Discover Your True North Fieldbook which explores ways to become an authentic leader.  He was formerly Professor of Management Practice (now Senior Fellow) at the Harvard Business School and Chairman & CEO of Medtronic.

Bill highlighted the fact that we are all leaders in whatever context we operate in – whether in work, family, community or in a nursing home.  We each have the capacity to positively influence others by our presence, our words and our actions.  Science confirms that even our smile can create a positive vibe in those we interact with throughout the day through the processes of mimicry and “emotional contagion”.

What is mindful leadership?

When explaining mindful leadership, Bill drew on the explanation of Janice Marturano, formerly Vice-President of General Mills and founder and executive director of the Institute for Mindful Leadership:

A mindful leader embodies leadership presence by cultivating four things – focus, creativity, clarity and compassion.

Bill stresses that these traits are employed by mindful leaders in the service of others through sharing clarity, modelling self-compassion and compassion for others and bringing focus and creativity to their endeavours to enable collaboration, inclusion and the achievement of desired outcomes.

Developing as a mindful leader

Janice Marturano, author of Finding the Space to Lead: A Practical Guide to Mindful Leadership details mindfulness practices that can be embedded into every aspect of our daily life to improve our overall wellness and enhance our performance in all our endeavours.

Bill argues that in this day and age the emphasis in leadership is on inclusion and empowerment of people to enable them to be the best they can be.  This approach of power with, and through, people engages their commitment and energy, supports mental wellness and achieves results far beyond that of the traditional approach of “power over” people which induces compliance and disengagement.  People need a sense of agency as a precondition for mental health and wellness – they need to know that they can influence their environment and the way things are done.

The mindful leader brings to any situation self-awareness (how they impact people and the situation) and self-regulation (the capacity to monitor their cognitive, physical and emotional reactions and to exercise flexibility in their responses).

Bill mentioned that he has been meditating daily for 40 years and that this has been transformational.  He argued that mindfulness meditation builds self-awareness and self-regulation and the traits that differentiate a mindful leader.

As we grow in mindfulness through meditation and reflection, we can develop self-awareness and self-regulation along with the traits required for mindful leadership – focus, clarity, compassion and creativity.

 

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

Image source: courtesy of cocoparisienne on Pixabay

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Ways to be More Mindful at Work

Shamash Alidina, in a very recent article on mindful.org, offered multiple ways to be more mindful at work.  I want to discuss one approach which entails short mindfulness exercises and expand on what Shamash has written.

Using short mindfulness exercises

In the work environment today, everyone tends to be time-poor and under pressure – conditions that can be improved through mindfulness practice.  However, with limited time available, it is important to keep workplace mindfulness practice restricted to short exercises as illustrated below:

Shaping intention – after a brief grounding process, you can focus on what intention you plan to bring to a meeting or interaction with another person.  Clarity around intention can shape positive behaviour even in situations that are potentially stressful.

Checking in on your bodily tension: you can get in touch with your breathing and any bodily tension and release the latter after being grounded.  Tension builds in our muscles often outside our conscious awareness.  Releasing the tension progressively throughout the day can prevent the bodily tension from building up and help to avoid an overreaction to a negative trigger.

Self-regulation – we previously discussed the SBNRR process to identify feelings and bodily manifestations, to reflect on patterns in behavioural response and to use the gap between stimulus and response to develop an appropriate way to respond in a situation that acts as a negative trigger.

Mindful breathing – stopping to get in touch with your breathing particularly if you are feeling stressed or overwhelmed by a situation. You don’t have to control your breathing just notice it and rest in the space between in-breath and out-breath.

Self-forgiveness – we can forgive ourselves and others for the ways in which we hurt them, or they hurt us.  Self-forgiveness requires us to ignore the myths that surround forgiving yourself and to release the burden of our past words and actions that were inappropriate.  Forgiveness of others can be expressed internally and/or externally in words and action.

Gratitude – it is so easy to express gratitude or appreciation whether internally and/or externally.  There are so many things to be grateful for, even when circumstances seem to weigh against us.  Gratitude also has been shown to promote positive mental health and happiness.

Compassion for others – when we observe someone experiencing some misfortune or distressing situation, we can internally express compassion towards them, wishing them wellness, resilience and happiness.

As we grow in mindfulness through mindfulness meditation and reflection, we can develop ways to  practice short mindfulness exercises in our daily work.  We will see many opportunities throughout the day to be more mindful and present to ourselves and others.  We will also learn to be more self-aware and aware of others.  In the process, we can develop better self-management techniques.

 

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

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Mindfulness for Overcoming Resentment

Resentment towards another person, organisation or group can hold us captive and lead us to give away control of our emotions to others.  It also has the ability to linger and smoulder long after the initial catalyst has passed or even been forgotten.

Our resentment may flow from someone or a group that has frustrated our expectations or impeded our goals or done something that we experienced as harmful to us personally.  Unless we let it go and dissolve its power, resentment can eat away at us and negatively impact our quality of life and the quality of our relationships.

Overcoming resentment through mindfulness

There are several mindfulness practices that can help us to let go of resentment.  Here are three processes:

Forgiveness Meditation

Forgiveness meditation is one way to use mindfulness to overcome resentment towards a person and has proven to build understanding and empathy.  It is designed to replace resentment with thoughtfulness and loving kindness

Dealing with conflict

During a two-day course on mindful leadership conducted by the Search Inside Yourself Leadership Institute, I learned a process that related to conflict resolution but was also designed to build understanding and tolerance of others and to dissolve the blocking effects of resentment.  As part of the process, you had to reflect on the conflict incident and put yourself in the place of the other person with whom you had a conflict and towards whom you felt some resentment.

The conflict process acknowledges that for both parties in a conflict there are three levels of issues at play – (1) content, (2) feelings & (3) identity.  So when you begin to reflect mindfully on what is happening for the other person, you ask the following questions from their perspective:

  1. Content (What happened from their perspective?)
  2. Feelings (How do I think they felt?)
  3. Identity (What might have been at stake for them in terms of their sense of competence, their thoughts about their own goodness and lovability?)

By reflecting mindfully about what was going on for the person in the conflict that we felt some resentment towards, we can experience the resentment dissolving and empathy replacing it. As we ask ourselves the same questions, we can begin to realise that we are all very human and that we misunderstand each other and make mistakes which we may later regret.

Being mindful of the potential damaging effects of resentment

If we are able to get in touch with our feelings at a point in time and name our feelings as resentment, we can reflect on what that feeling is doing to us both bodily and emotionally.  If we focus on these damaging effects and project them into the long-term, we will come to realise that we have to let the resentment go and move on, just as Khaled Hosseini described.

Khaled, in his book A Thousand Splendid Suns, has one of his lead characters, Laila, refuse to give into resentment:

But Laila has decided she will not be crippled by resentment.  Mariam wouldn’t want it that way.  What’s the sense? she would say, with a smile both innocent and wise.  What good is it, Laila Jo?  And so Laila has resigned herself to moving on. (p.399)

As we grow in mindfulness through meditation and reflection, we come to realise the damaging power and hold of resentment and to learn ways to overcome it.  In the process, we can develop understanding of, and empathy for, others.

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

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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.