Bringing an Open Heart to Work

Susan Piver, author of Start Here Now: An Open-Hearted Guide to the Path and Practice of Meditation, presented recently at the Mindfulness@Work Summit on the topic, Create Open Heart Connections at Work.  She explained that having an “open heart” means “softening towards self and our experiences” – accepting ourselves and our life experiences as they are.  In her view it does not mean only having positive thoughts, just being nice all the time or being overly kind to everybody.  While Susan stresses the “softening” aspect of an open heart, she asserts very strongly that there is nothing weak about having an open-hearted stance – in fact, it takes incredible courage to truly face the reality of ourselves and our experience, not hiding behind a mask.  This openheartedness develops rich workplace relations built on respect and a profound recognition of connectedness – thus enabling creativity and innovation to flourish.

Hiding behind a mask

As mentioned in my previous post, we are constantly projecting onto others by judging them by their actions while thinking positively about ourselves because of our good intentions.  Many times, our judgments are projections of what we do not like about our self rather than an innate feature of the character of the other person.  We are not open to our blind spots or unconscious bias. We can carry resentment that is based on false assumptions and a lack of understanding.

We have this tendency to hold onto a self-image that protects our sense of self-worth and, at the same time, creates distance from others.  In contrast, being open hearted enables “respectful relationships” that are essential for workplace productivity, creativity and innovation.  Susan argues that Western society is obsessed with self-improvement but that the starting position for an individual is often self-delusion, a figment of our imagination rather than facing what is real about ourselves.  Even being perfect at meditation becomes a goal in itself.

Meditation as a pathway to an open heart

Meditation enables us to be with ourselves as we are – our feelings, thoughts, disappointments, hopes, anxieties and fears.  It involves a “softening to self” – a path of curiosity and self-discovery.  We begin to notice what is really there not what we think is, or should be, there.  It helps us to surf the waves of life rather than ignore that they exist.  However, an open heart is not achieved easily – it requires a fierce commitment and the courage to “free fall” without the support of self-delusion.

The resultant openness to our real self is liberating – it can be truly transformative.  Part of this outcome is acknowledgement and acceptance of our vulnerability, rather than a pretence of our strength and invincibility.  Susan points out too that the things that are valued in the workplace such as innovation, creativity, insight, wisdom and compassion all require “receptivity” – an openness to receiving, the capacity to be truly present and the ability to connect constructively.  An open heart helps us to negotiate work and life challenges and to engage with others in the workplace in a helpful and creative way. 

The Open Heart Project

The Open Heart Project, led by Susan Piver, is an international, online community of over 20,000 people who engage in ongoing mindfulness meditation practice and sharing.  It is designed to bring peace and harmony to the world through true self-compassion and in-depth relationships and connection.  Susan also offers free information and guided meditations to individuals who subscribe to her weekly newsletter through her blog page.

As we grow in mindfulness through meditation that facilitates an open heart, we begin to see our self and our experiences as they truly are, develop genuine self-compassion and build constructive, productive and creative workplace relationships.

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Image by Manfred Antranias Zimmer 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 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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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 Do Those Difficult Tasks That You Avoid or Put Off Doing

We all have tasks that we ought to do, or want to do, but that we avoid or put off because they are difficult or challenging. Sometimes our negative self-stories get in the road, other times we may have developed the habit of procrastinating without knowing why. We find ways to distract ourselves from the task or take on other tasks that are not important or time-sensitive. We may have difficulty building up the energy to tackle the task in addition to overcoming the personal barriers we create that prevent us from completing the task.

Leo Babauta, creator of the Zen Habits blog, offers a comprehensive strategy to address this problem of avoiding or putting off tasks. In his article, How to Do Your Scariest Tasks of the Day – with Joy, he introduces an approach that he describes as creating a “training container”. He discusses how to develop the training container and offers a number of steps to encourage you to undertake the associated training in a spirit of joy.

Creating a training container to develop the habit of tackling a difficult task

Leo is an internationally recognised expert on developing habits – he has 2 million readers who seek out his wisdom in this area. The training container (or dedicated block of time) acts as a routine (for a new habit) that can be developed to suit your own personal and work style and that, with persistence, becomes an integral part of your day (just like any other training or gym regimen).

The key elements for creating a training container are:

  1. Set aside a time of the day when you train yourself to do the task. It’s important to allocate a set time that suits your lifestyle and/or work pattern that you can dedicate to the training. I’m a morning person, so I find that mornings are best for training myself to complete a difficult task. You can let others know about your dedicated time and even set up a reminder through the alarm on your mobile phone. The time set aside may change as your circumstances change, e.g. when I was writing my PhD, I used to write at 4am for two hours before our baby woke up and before the phones started to ring.
  2. Set aside a place for this training. You can find a space that is different to your normal place of working so that you break free of environmental blockages associated with your procrastination. If I have a difficult task to work on, I go away from my office and work at the kitchen table (with a view) or go to a tolerant, coffee shop. If you have a recurrent difficult task, you can go to an alternative space daily and treat it as your training space.
  3. Set up a ritual for starting your scary/difficult task. Leo, who happens to be a mindfulness expert among other things, encourages you to develop a ritual at the start to focus on your intention and commitment to dedicate your attention fully to your task. This helps you to undertake your task mindfully, fully utilising the opportunity that the training container provides.
  4. Focus on a single task during your training session, do not multi-task. I learnt early on that if I start the morning with reading emails, I get side-tracked very easily and hours can pass before I get back to my difficult task or have to put it off to another day. If you find that you feast on the news, you will have to develop the discipline to put off chasing the news until you have finished your training session. This discipline of undertaking a single task during your training session, not only builds your capacity to focus but also enhances your productivity.
  5. Revisit your “why”. You need to get in touch with the fundamental reason you want to do the difficult task – Who are you doing it for?, Who will benefit from it? In my case, I try to keep my focus on my readers who come from all walks of life but who share many common personal difficulties that impact negatively on their lives. Richardo Semler suggests that you ask yourself three “why’s” to get to your deeper purpose. Focusing on purpose builds motivation.
  6. Express gratitude at the completion of your training session. Leo suggests that initially you set a timer for your training session. He urges you not to rush off to something else when the session is completed, but to take the time for a brief gratitude meditation. As he puts it, “Bow to the practice, and to yourself, out of gratitude.” In the long run, you will certainly be grateful for having set aside the time, place and focus for your training container.

I have found these tactics very useful in creating the discipline and focus to write this blog. Yesterday, I completed my 300th post. I now have a set time and place every second day when I write my blog and maintain a single focus throughout the research and writing involved. I have found, too, that some preparatory work in the form of thinking or research before my writing day also helps me to start writing because I am not starting from a blank sheet. So, jotting down some notes during the day may be helpful when you come to tackle your task within the training container.

Training with joy

Leo provides a number of ideas to help you bring joy to the challenge of completing your training session. Two of these steps – dropping into your body & staying with your sensations – are consistent with my previous discussion on managing anxiety with mindfulness.

Leo also suggests that playing some music can help to achieve the mindset and focus necessary to realise joy in undertaking your difficult task. I play classical music when I write this blog. I find that Mozart’s music strengthens my concentration and increases my relaxation. I have yet to follow Leo’s final step, “Dance with the chaos- let your body move to the music”. He also suggests that the dance can be figurative in the sense of having fun while you are encountering uncertainty and venturing into an aspect of your life that you used to avoid or put off.

As we grow in mindfulness – by bringing a disciplined, mindful, focused, curious, grateful and joyful attention to a difficult task – we can experience greater productivity, energy and sense of achievement. Overcoming procrastination takes time and persistence but having a plan like the “training container” can help us to remove the blockages that get in the road of achieving our tasks and associated, meaningful endeavours.

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Image by rawpixel 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.

Overcoming the Tyranny of Email

Every time I facilitate a manager development course, the topic of email arises along with an expression of hopelessness – people are suffering from the tyranny of email. They often feel out of control, overwhelmed by the volume of email and stressed by the “implied” deadlines involved. People sometimes perceive their inbox as a “ticking timebomb” if they don’t immediately process email as it arrives.

The emotional burden of email

Our communication patterns and related expectations have accelerated since the days of “slow mail” – the hand-written letter. The expectations of a timely response have grown with the increased speed of communication – how often are you asked, “I just sent you an email (or text message), didn’t you receive it?” The expectation of a speedy response is implied along with the underlying assumption that their communication is the only thing you have to deal with during the day.

Leo Babauta, author of the Zen Habits blog and related eBooks, found that reading his email before he got out of bed was actually a procrastination habit – putting off getting out of bed and also delaying doing something productive like researching, writing or planning his day. I have found that if I focus on writing a blog post before I read my email, I am much more productive and less distracted. I can relegate email to the role of a secondary, rather than primary, priority.

Recent research has shown that if you access your phone first thing in the morning (to check emails, texts and Instagram notifications), you are limiting your productivity and capacity for creative problem solving, adding stress to your life and making yourself unhappy.

The tyranny of email – capturing your attention

Besides adding to your stress, the volume of email and its implied deadlines serve to capture your attention and distract you from more important things that you are doing or have to do. Email is a form of disruptive technology more often driven by people who are actively trying to gain your attention to pursue their own ends. If you let it, email takes over your life, determines your priorities and undermines your capacity to focus.

Frequent checking of email takes you off-task and reduces your productivity because you have to take time to reset your brain when you return to your task at hand. Research has found that people who check their email only three times a day (instead of the average of 15 times per day) experience less stress, are more productive and achieve a greater sense of satisfaction during the day because they are better able to accomplish desired results.

How often do you find yourself following a “link-chain” in an email and going completely off-task to explore the latest news, social media post or “lifestyle” comment? Some people are driven by the desire for the latest news and pursuit of this desire consumes time and energy. If you find that you have no surplus in your life, you might find that your email-reading habits consume much of the space in your life.

A mindful way to handle email

Leo Babauta provides an approach to handling email which he calls, A Mindful Guide to Email in 20 Minutes a Day. The essence of his approach is to avoid starting the day reading email, allocate 20 minutes for reading email, have a system for sorting through your daily inbox, take action appropriately and reduce your inbox flow by unsubscribing from electronic newsletters, notifications, etc.

His system identifies three kinds of action that you can take:

  1. delete (or store in a folder for future reference if you are going to use it later)
  2. action in two minutes (brief responses where required)
  3. add to your to-do list (if you need to take action that will be longer than 2 minutes).

One of the problems with email is that we become indecisive and put off action on individual items, only to return later and repeat the process – this is a waste of time and a major source of distraction. Having a clear system enables you to regain control from the tyranny of email, so that you are in the “driver’s seat”.

Leo’s final piece of advice is to treat the process of email as a mindful endeavour – undertaken consciously, thoughtfully, with compassion and kindness. It is important to realise that email amplifies the message because of the proximity of the screen – so, for instance, writing in all capitals is effectively experienced as shouting. Mindfulness, too, is developed if we express gratitude for the opportunity that email provides, especially being able to connect with others and maintain valuable relationships.

As we grow in mindfulness by treating email as a conscious, mindful endeavour undertaken in a systematic (rather than chaotic) way, we learn to overcome the tyranny of email, regain control over our priorities and improve our productivity.

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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.

Creating a Journal to Declutter Your Mind

Ryder Carroll in a TEDx Yale Talk titled, How to declutter your mind – keep a journal, highlighted the role a journal can play in helping you to overcome the busyness in your life and lead what he calls an “intentional life” – a life lived with intent, focus and purpose. He maintained that we cause ourselves stress and anxiety by cluttering our minds with things that are not important and as a result lose sight of things that matter to us.

Our thoughts are discursive – one thought follows another in an endless stream. These thoughts and our busyness are often driven by expectations – our own and those of others in our life. As discussed previously, expectations can hold us captive and erode our freedom of choice. In some organisations, busyness has become a sign of importance – where the expectation is to be “seen-to-be-doing”, rather than being and achieving.

Ryder states in his presentation that today we suffer from “decision fatigue” resulting from “choice fatigue”. At every moment of the day we are confronted with choices and decisions – you only have to try to buy a simple product at a supermarket to experience this at a micro level. Decisions take time and energy and time is a non-renewable resource – the very words, “take time”, indicate that we consume time in our lives as we live out our choice-making and act on our decisions.

Create a journal to declutter your mind

Journalling has been shown to be beneficial for many reasons – not the least of these being to improve our overall well-being. Ryder, however, emphasises the necessity of a journal to help declutter our minds and free our thinking to focus on the things that are important to us. He suggests that a journal can serve the purpose of a “mental inventory”, where you record your tasks, events and notes as a way to better manage the present, track what has happened in the past and plan your future.

He provides a simple approach to journalling that he calls a “bullet journal” and provides a very brief video to explain this approach. The name derives from the methodology of creating different forms of bullet points to identify tasks, events and notes.

Ryder highlights the importance of reflection to underpin his approach to mind management. He suggests that it is not enough just to record the relevant information but also to review what has been written. He offers three considerations that can form the basis of a daily, weekly or monthly review of your individual journal entries:

  • does it really matter?
  • is it important to achieve or realise?
  • is it merely a distraction?

Recording without reflection is just reinforcing busy behaviour – without review there is little development of self-awareness and self-management. The review can be strengthened by consciously developing a focus for our time and energies.

Developing focus and productivity through small projects

Ryder’s approach to developing focus is to identify things that are important to us to achieve and to frame them as small projects (breaking down larger projects into smaller parts or milestones). He then suggests that these are incorporated in the monthly plan of your bullet journal, while the relevant tasks that make up an individual project can be collected in a project plan or what he describes as a “collection”.

The small projects act as a point of focus in any given month, serve as a way to channel time and energy, engage your curiosity and build a sense of self-efficacy through achieving identified milestones and project outcomes. Breaking goals down into achievable parts is a proven approach to increasing your productivity. Ryder suggests that the small projects should be something that is within your control – they are free from externally imposed barriers, they are expressed as achievable tasks/outcomes and can be done in the limited timeframe of a month (which lines up with the monthly planning cycle that he recommends). These small projects give us a sense of control and increased agency which serve as a foil to the sense of losing control which comes with endless busyness.

As we develop our journal to declutter our mind and manage our time and energy, we can free ourselves to grow in mindfulness through reflection and meditation and open our lives to less stress and more creative opportunities.

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

Image source: courtesy of raydigitaldesigns 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. 

Barriers Experienced During Walking Meditation

Jack Kornfield and Tara Brach, in the Power of Awareness Meditation Training Course, identified a number of barriers that you could experience during a walking meditation.   These relate to your internal thoughts and feelings and your physical balance.

I discuss three of these barriers below and offer some suggested strategies to overcome them:

  1. Loss of balance – you can experience a loss of balance because of the unusual slowness of the practice of walking meditation.  The way around this barrier is to go a little faster until you find a speed that enables you to walk with ease and maintain your balance.  Over time and with further practice, you will be able to walk more slowly without losing your balance.
  2. Invading thoughts – despite your intention to still your mind and the incessant internal chatter, you may find that, since you have stopped rushing to go somewhere,  your mind will become hyper-active.  You could be invaded with all kinds of thoughts, e.g. thoughts related to planning, negative self-evaluation, problem solving, or anticipation of a future event.  The secret here is not to entertain these thoughts but let them float by and bring yourself back to your focus on your bodily sensations.  This serves as good training for any form of meditation.  In terms of negative self-evaluation, it is important to remember that there is no right way as far as walking meditation goes.  You have to find the approach and location to suit yourself.  The main thing to achieve is slowing down with a focus  on bodily sensations.
  3. Strong emotions – sometimes when you slow down your pace of life through a walking meditation, some deep feelings emerge.  They could be feelings of anger, grief, disgust or any other strong feeling.  It is as if the hectic pace of life has enabled you to hide away from these feelings and avoid noticing them and naming your feelings.  The feelings refuse to stay submerged when your focus turns from rushing  to meet external expectations to focusing on you internal state, both physical and emotional.  In this scenario, it is possible to stop walking and begin a standing meditation where you pay attention to the strong feeling, accept its existence, investigate its impact on your body and nurture yourself by drawing on your internal resources – a process we discussed as R.A.I.N meditation.  When you have the strong feelings under control, you can resume your walking meditation.

As you grow in mindfulness through standing and walking meditations, you will develop strategies to overcome the barriers to your focus and, in the process, acquire a core skill that will positively impact other forms of meditation and your daily life.  Focus is the foundation for awareness,  productivity, creativity and social skills.

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

Image source: courtesy of Skitterphoto 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.

Mindfulness: Enabling Sustainable Agency in the Workplace

In a previous post on agency and mental health, I stressed the need to create healthy workplace environments where employees had a sense of control over their workplace environment and the authority and responsibility to decide how the work is done.

Mindfulness enables worker agency by impacting positively on both the manager and the employee and thus enabling the development of employee agency – which is conducive to mental health.

Mindfulness and the Manager: Enabling Agency

Managers need to cope with their own thoughts and emotions when providing agency (some control and power) to employees.  There is a natural fear of loss of control which can impede the delegation of authority and responsibility to employees.  There is also the ongoing concern when things do not turn out as hoped for or mistakes are made.  Managers need the self-awareness and self-management skills developed through mindfulness, if they are to remain calm and to resist the temptation to curtail employee agency to prevent any reoccurrence.

The more positive and healthy perspective is to encourage honesty when mistakes are made, to undertake a systemic analysis of what went wrong (rather than an inquisition of the individual involved) and enable all concerned to learn from what happened.  This requires robust self-esteem on the part of the manager and a willingness to trust employees – a trust that helps to develop a constructive, mentally healthy environment.  This does not preclude the manager from ensuring that adequate training is provided to employees to undertake the tasks assigned to them.

The manager’s calmness, self-control and empathy in an apparent crisis (developed through mindfulness practices), will inspire employees and build their trust, confidence and risk-taking as they move outside their comfort zone and take up the opportunities presented by increased agency – increased authority and responsibility over their work environment and how work is done.

Mindfulness and the Employee: Building Capacity for Agency

Mindfulness builds the capacity of employees to contribute effectively in an organisation by taking up the authority, responsibility and opportunity provided by increased agency.

Like the manager, employees need to develop self-awareness (understanding their own thoughts and emotions) and self-management (keeping their thoughts and emotions under control).  It is natural for employees to feel fearful as they move outside their comfort zone (typically based on dependence) to exercise more independence and judgment.

Some employees are reluctant to agree outcomes and outputs in advance, even while having control over how they are achieved, because this freedom of choice and agency brings with it a new level of responsibility.  Self-awareness and self-management developed through mindfulness, and support of an empathetic manager, can help employees to take on the responsibility associated with increased agency.

Mindfulness, too, enables employees to develop clarity in relation to their role and responsibilities while enabling them to develop creative solutions.  It also helps them to build resilience, not in the sense of endurance of unreasonable demands, but in the sense of being able to bounce back from difficulties and setbacks when pursuing specific goals and outcomes in the workplace.

Relationships in the workplace are enhanced as employees develop social skills through mindfulness training and become better able to contribute to the team effort and collaborative endeavours.

Mindfulness: Enabling Managers and Employees to Build Sustainable Agency 

Mindfulness, then, enables managers to offer increased agency to employees and, in turn, assists employees to take up the opportunities and responsibility that come with increased agency.  These mutually reinforcing outcomes of mindfulness training, not only enhance productivity in the workplace but also employee wellness.

As Tali Sharot points out in her research-based book, The Influential Mind:

Just giving people a little responsibility, and reminding them that they had a choice, enhanced their well-being (p.98).

As managers grow in mindfulness, they are better equipped to provide the psychological and productivity benefits of giving increased agency to employees; on the other hand, employees trained in mindfulness are more able to take up the responsibilities and opportunities entailed in increased agency and to enjoy the satisfaction and well-being that results.

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.

 

The Mindfulness Initiative: Mindfulness in the Workplace

The Mindfulness Initiative is a policy group that developed following mindfulness training for British MPs, peers and staff and now works with politicians from around the world.  It helped UK politicians to establish a Mindfulness All-Party Parliamentary Group (MAPPG).

It is interesting to note that the primary patrons of the policy group are Emeritus Professor Jon Kabat-Zinn and Ruby Wax, comedian, who has completed a Masters in mindfulness-based, cognitive therapy at the Oxford University Mindfulness Centre.

The Mindful Initiative also assisted the MAPPG to undertake a parliamentary inquiry into mental health in a number of arenas, resulting in the production, after 8 parliamentary sittings, of the Mindful Nation UK report.

Shortly afterwards in 2016, The Mindfulness Initiative published a new document, developed by the Private Sector Working Party, which was called, Building the Case for Mindfulness in the Workplace.   This document is the primary focus of my post.

The latter document focused on mindfulness in the workplace and provides an explanation of mindfulness, identifies the potential benefits for business and discusses workplace implementation issues and strategies.  The ideas advanced in Building the Case are strongly supported by reported research and shared experience captured in documented, organisational case studies.

It provides an excellent starting point for any organisation envisaging the development and implementation of a mindfulness program for their executives, managers and staff.  Besides individual mindfulness training, it also touches on organisational mindfulness as a cultural approach.

One significant point that Building the Case makes is that mindfulness is not the province of a particular religion, such as Buddhism.  The report contends, based on the work of Dane (2011) and Kabat-Zinn (2005), that:

mindfulness is best considered an inherent human capacity akin to language acquisition; a capacity that enables people to focus on what they experience in the moment, inside themselves as well as in their environment, with an attitude of openness, curiosity and care.

The problem of course is that with life in our fast-paced world, obsession with social media and concerted efforts by interested parties to disrupt our attention, we are fast losing the power to concentrate and focus – we increasingly experience “disrupted attention” and recent research confirms that our attention span is declining rapidly.  Additional research demonstrates that we spend almost 50% of our time thinking about the future or the past and not being present to our internal or external environment.

We also carry with us memories, emotions, prejudices and biases that distort our perception of reality.  This, in turn, results in workplace stress, mental illness and declining productivity.

The Building the Case report highlights the potential business benefits that accrue from the pursuit of mindfulness, focusing on:

  • enhanced well-being and resilience
  • improved relationships and collaboration
  • enhanced performance
  • improved leadership
  • better decision-making
  • growth in creativity and innovation.

To ensure that people approach the implementation of workplace mindfulness programs in a level-headed way, the report challenges a number of myths about mindfulness and addresses the issues involved.

Of particular note, is the emphasis on regular practice of meditation and organisational support mechanisms beyond the initial training to sustain mindfulness within the organisation.

It is clear from the research and case studies cited, that as people in the workplace grow in mindfulness and sustain their meditation practice, they experience real personal benefits that, in turn, flow onto the organisation, work teams and colleagues.

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

Image source: courtesy of Free-Photos on Pixabay

Multitasking or Single Focus?

I drafted my previous post about support for meditation while in Hong Kong en route to Italy.  Now that we are in Lake Como in northern Italy, I have been able to reflect on my experiences in Hong Kong.  This post is a result of those reflections.

During our Hong Kong stay we visited Chi Lin Nunnery which is a functioning monastery for Buddhist nuns. The Nunnery is an exquisite structure and in the cloisters surrounding the central gardens are sculptures made from Yantan Stone, each with an inspirational subscription.

The inscription for the stone sculpture in the image for this blog post highlights the value of a single focus. The text is taken from the Trainings on Landscape Painting written in Dahua in Guangxi Province China – a province famous for its natural beauty and the influence of its artists on the evolution of landscape art in China.  The text can be seen below:

It reads:

The key to everything is that we should focus on one thing at one time.  Otherwise, we will not be able to concentrate on the essence.

It is interesting that the Chinese knew about the deficiencies of multitasking long before neuroscientists demonstrated through research that multitasking is inefficient, consumes vital energy and is counter-productive.

Dr. Daniel J. Levitin, neuroscientist and author, addresses the negative impact of multitasking in his book, The Organised Mind: Thinking Straight in the Age of Information Overload.

He maintains that constantly changing our focus through multitasking drains our neural resources.  In the process, we are consuming our vital glucose reserves which is why multitasking makes us tired.  It also increases our stress levels.

According to Dr. Levitin, multitasking also negatively impacts our capacity to discriminate, e.g. discern the difference between fact and fiction.  He also argues that when we are multitasking we are storing information in a part of the brain that is difficult to access – so information is incorrectly categorised in the brain.

Other neuroscientists have also demonstrated that multitasking is inefficient and impacts negatively on our productivity and creativity.

in contrast, a single focus is an essential element in building creativity. Dr. Levitin, being a musician himself, studied the behaviour of great songwriters and musicians, like Eric Clapton and Sting, and found that their capacity for a single focus and ability to be-in-the-moment were key factors contributing to their creative success.

As we grow in mindfulness, we increase our capacity to maintain a single focus during our daily endeavours thus increasing our productivity and creativity and avoiding the downfalls of multitasking.

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

Start Your Meeting With Reflection Time

When we arrive at a meeting, our thoughts are often elsewhere rather than in the room – with the unfinished task we have just left, the things that we have to do, the work that will not get done as a result of the meeting.

So we do not have a meeting of minds, because the minds of people “present” are elsewhere – we have a physical collection of people.  People are not present in the sense that their attention is not fully on the meeting, its purpose and goals.

What exacerbates this situation is that many people “at” the meeting are checking their phones for their latest emails or social media updates, doing their to-do lists or planning another activity.  This multitasking in itself is both personally injurious (can cause inflammation of the brain) and contaminates the meeting (inattention spreads).

What some organisations are starting to do now is to begin their meetings with a short reflection time (5-10 minutes) so that people can become grounded and really present.  Besides helping people to become focused on the meeting and its purpose, this reflection time reminds people why they are at the meeting and the need to attend to (pay attention to) what is going on.

At a recent mindfulness conference, a group of digital designers from a bank decided then and there that they would start their meetings with a ten minute reflection time.  They realised the power of reflection to develop focus and release creativity.

If you do build in time for reflection at the start of a meeting you will experience a heightened level of focused energy and strengthening of team spirit.  You will also be more productive as a team.  Residual resentments about missed opportunities will be less likely to contaminate the meeting process.

Starting your meetings with time for reflection also helps your team to grow in mindfulness and focused attention so that the benefits flow beyond the meeting.

Image Source: Courtesy of ForMyKerttu on Pixabay