Mindful Leadership: Being Present

One of the core skills of leadership is the ability to be fully present when interacting with others – whether with managers, non-managerial employees or other stakeholders.  Being present underpins the capacity to influence.  It is the precondition for effective listening, providing feedback and generating the engagement of employees.

Effective listening

To actively listen, you have to be really present to the person you are attempting to engage with.  It means being able to focus on the person speaking and tuning in to their words, nonverbal behaviour and the emotions underlying their communication.  It also requires the ability to reflect back to the other person not only what they are saying but also the emotions behind the words and the intensity of those emotions.  This enables the speaker to feel truly heard.  Being present in such interactions means effectively that you are open to the influence of the speaker – not shut off from their desire to engender some change in what is happening.

To tune into another person requires you to tune out of your own thoughts and to control your own preconceptions and assumptions.  Reflection following an interaction can help you to identify what got in the road of effective listening.

Providing feedback

Being present is an essential requirement for providing effective feedback – whether positive feedback or corrective feedback.  To be able to give positive feedback that is specific, genuine and timely, you need to be able to observe behaviour that should be acknowledged and rewarded with praise.  You need to be present to notice the desired behaviour in the first place.

Providing corrective feedback for inappropriate behaviour or inadequate performance also requires you to be fully present and to manage your own feelings in the situation.  Once you have spelt out the core behavioural or performance issue, you need to be able to actively listen to understand what is going on for the other person – what is impacting their behaviour/performance.  You may even find, in the process, that you have contributed to the problem through lack of clarity of instructions/expectations or inadequate training.   Openness to these possibilities requires being present and attentive to the person you are providing corrective feedback to.

Engagement of employees

Employees, whether managers or non-managerial employees, respect a leader who can actively listen and provided accurate feedback, whether positive or corrective.  They understand and appreciate that by your being present and attentive, you are demonstrating respect for them, their skills and their contributions – the foundation for true employee engagement.

As we grow in mindfulness through meditation and reflection, we are better able to be fully present to provide effective listening and feedback to engender commitment and contribution of our followers, whether managers or non-managerial employees.  Being present is the outcome of continuous meditation practice and reflection undertaken on a regular basis.

 

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

Image source: courtesy of johnhain on Pixabay

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Action Learning Challenges the Values of Narcissistic Managers

In a previous post, I highlighted the role that self-awareness and agency (control over one’s work environment) play in developing and sustaining mental health in the workplace.  Narcissistic managers undermine self-awareness and block the achievement of agency by managers and staff.

The negative impact of narcissistic managers on self-awareness and agency in the workplace

Narcissistic managers through their distorted self-belief, words and behaviour undermine genuine self-awareness of subordinates by modelling an inflated view of themselves, seeking scapegoats to assign blame even when it is not warranted (and they are to blame) and causing subordinates to doubt their own competence and sanity.

Narcissistic managers also block the development of agency amongst subordinate managers and staff by their micromanagement, unpredictability, unrealistic and unreasonable workplace demands and dishonesty.

The result of this frustration of agency and the underpinning self-awareness, is a toxic workplace that is injurious to the mental health of subordinates and the narcissistic managers themselves.  Action learning interventions challenge the values of narcissistic managers and work to reduce their negative impact on the mental health of subordinate managers and staff in a workplace.

Action learning: a challenge to the values of narcissistic managers

Action learning interventions in toxic work environments can help to reduce the negative impact of narcissistic managers through the development of self-awareness amongst subordinate managers and staff and the growth of managerial and employee agency within the organizational unit involved.   I have previously described an action learning intervention, undertaken by Rod Waddington in an educational institution, designed to reduce the negative impacts of a toxic work environment.

If we examine the characteristics of narcissistic managers, we can readily see that the underpinning values of such a manager are in direct opposition to those of action learning – the former involves destruction of agency, abuse, divisiveness, exclusiveness, resistance to ideas from managers and staff and an autocratic style of management.  Action learning, in contrast, involves increased agency, mutual respect, collaboration, inclusiveness, openness to ideas from managers and staff and a participative style of management.

While the narcissistic manager creates divisiveness through blaming, favouritism and exclusiveness, action learning overcomes this ‘divide and conquer’ approach through the power of collaboration built through mutual respect and inclusiveness.  The contrast in values described above reinforces the need to undertake an organization intervention designed to embed a new set of values where a toxic work environment exists.  In Rod’s action learning intervention, the participant managers undertook a “values advocacy campaign” – designed to replace the existing demeaning value set with values that enrich the working environment and nurture engagement, creativity and commitment.

When you enable agency through action learning, managers must take up the responsibility that goes with it, including the need to let go of control and create opportunities for staff growth and development through delegation of authority.  This grows the manager’sown positive influence while contributing to the sense of agency of staff and the mental health of all concerned.

As people develop self-awareness and agency in their workplace through action learning, they grow in mindfulness and the capacity to act constructively on their environment in the present moment, rather than being focused on the uncertainty, doubt and instability that arises in a toxic work environment.

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.

Grow Mindfulness through Humility

I have been discussing being mindful at work.  It seems appropriate to draw on the lessons from superb leaders who turned their companies into great companies that enjoyed longevity as well as success.

In his book, Good to Great, Jim Collins identified what characterised these highly successful leaders.  It was not, as you might surmise, their outgoing nature, their capacity to “sing their own praises” or their readiness to boast about the achievements of their companies.  These great leaders were characterised by two key qualities, “personal humility and professional will” reflected in their quiet, almost shy, demeanour together with their determination and resilience

I want to concentrate on the “personal humility” quality here.  Humility is closely linked to mindfulness in that genuine humility requires a level of self-awareness that is realistic and accurate and not based on negative self-evaluation.

Developing mindfulness through personal humility

Personal humility is a “road less travelled”.  Most people are either boastful of their achievements (a habit cultivated by our competitive society) or dishonestly “modest”.  The middle road is difficult to achieve but beckons when you want to grow in mindfulness and achieve its attendant benefits.

Shamash Alidina, author of The Mindful Way Through Stress, provides some strategies to develop personal humility in his insightful and comprehensive article on how to be mindful at work:

  1. Develop mindfulness practices  – as we have seen through the blog posts on this site, mindfulness meditations and activities help you to develop a genuine self-awareness that is neither boastful nor involves “beating up on yourself”.  These practices enable you to move from self-absorption (talking about your own achievements all the time in conversations with others) to recognition of what others have contributed to your present success.
  2. Being conscious of who has helped you – at any point in time, you can take a few minutes to focus on who has helped you to be where you are.  Being conscious of what you have it terms of work, colleagues and professional networks, can help you to develop a fine-grained awareness of those who have contributed to making you who you are and what you have achieved.
  3. Show appreciation to those who have helped you – this can be expressed towards people who have done even the smallest thing to help you, e.g. finding a resource for you or linking you to another person or idea.  If you develop the habit of showing appreciation in your everyday life, then it becomes a spontaneous act to do so in your work situation/ professional life.  Often we appreciate someone’s words or actions but fail to communicate this to them – we assume they know.  Expression of appreciation is an act of gratitude that builds mindfulness.
  4. Value the opinion of others – it is so easy to quickly dismiss the perspective, opinions or  views of others as if our stance is the right one all the time. However, being humble demands a recognition of the limitations of our own perceptions, knowledge and skills and an openness to others through respectful listening for understanding.

As we grow in mindfulness through mindfulness practices, being conscious of who has helped us and showing appreciation and respect for their help and alternative opinions, we can progressively develop a true personal humility.

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

Image source: courtesy of Wokandapix 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.