Being Joyful for the Joy of Other People in Your Life

In a previous post I explored ways to cultivate joy in your life and provided a guided meditation on this practice.  The foundation for letting joy into your life is gratitude and the associated savouring of what is good in your life such as your achievements, friendships or your child’s development.  Genuine appreciation and gratitude displace the tendency to be envious of others’ success and joy.  However, we can work positively towards valuing and rejoicing in the good fortune of others, which in turn increases our own joy in life.

Diana Winston offers a meditation podcast, Taking Joy in Others’ Joy, designed to help us to be joyful for the joy of other people in our life.  This guided meditation is offered as one of the many weekly podcasts provided by MARC at UCLA and available through their online archive.

Barriers to being joyful for others

Diana points out that it is natural to experience barriers to being joyful for others.  These may take the form of feeling envious of their success, coveting what they have (whether a possession or a person) or feeling an inexplicable sadness when we become aware of another’s joy.  One way to address these blockages is to identify what we are feeling and to name the feeling so that we can control it.  What we will often find is that our sense of shame (for experiencing strong negative feelings) will cause us to hide these feeling from our self (not own up to them) and/or to camouflage them when interacting with others.

Michelle De Kretser, in her book The Life to Come, gives a very good illustration of this camouflaging of feelings of envy.  Michelle, when discussing the relationship between Cassie (a creative writing student) and her friend, Pippa (a successful, published novelist), highlighted how we can avoid confronting the unwelcome feeling of envy:

Cassie had hit on the strategy of dousing the envy that flickered up in her around Pippa with a stream of (fabricated) compliments.

While this approach may hide our true feelings from others, it does not address the underlying barrier to being joyful for the joy of other people in our life.  Being honest with our self about our true feelings, naming them and understanding how they reflect in our behaviour can help us to reduce the barrier.  Diana offers a supportive approach in her guided meditation podcast mentioned above.

A guided meditation on empathetic joy

In addition to addressing negative feelings that act as barriers to being joyful for others, it can be helpful for us to take a constructive approach through regular meditations designed to develop empathetic joy – appreciating the joy of others resulting from a specific accomplishment or the experience of good fortune.  The joy of others may arise through their concerted efforts to develop a skill, overcome a difficulty or achieve something that is important to them. 

The starting point of this meditation is to become grounded through your posture, mental focus and the process of using an anchor to maintain your attention and relaxed state of mind and body.  Once you have achieved this groundedness for a reasonably sustained period (e.g. 10 minutes), you can shift your focus to cultivating empathetic joy.

Firstly, you focus on the good fortune or enjoyment of someone who is close to you, with whom you have a strong relationship.  You can then picture their joy or enjoyment over a specific accomplishment or piece of good fortune and extend the desire for their joy to be increased and sustained, e.g. “May you continue to be happy and joyful and experience further success and happiness in your life.”

The next focus in your meditation is on a person with whom you experience some degree of discomfort over their success (avoid focusing on someone whom you are totally envious about) – you might have a twinge of envy that you do not entertain or dwell on to any significant degree.  In your meditation, you then apply a similar expression of good will towards this other person, moving beyond negative thoughts or feelings (as you bring them into focus), to a genuine expression of good will – wishing them increased, sustained joy and happiness.

Reflection

Being joyful for the joy of other people in your life, can be very challenging in some situations.  Where we have strong negative feelings towards them (e.g. envy or covetousness), we will experience barriers to rejoicing in another’s joy.  Being honest with our self about these feelings, their origin and strength, will help to remove these barriers.  The regular practice of the empathetic joy meditation can serve as a supportive practice to cultivate the capacity to be joyful for the joy of others and to experience vicarious joy.  As we grow in mindfulness through these types of loving kindness meditations and reflection on our behaviour, we can increase our self-awareness; develop self-regulation of our thoughts, feelings and behaviour; and build our connectedness to others around us.

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Image by Johannes Plenio from Pixabay

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

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

Developing Kindness through Meditation

Neuroscientists tell us that we become what we focus on because the act of focusing and paying attention creates new or deepened neural pathways in our brain.  So if we are constantly obsessed with criticism – finding fault – then this stance begins to pervade our whole life, and nothing will ever satisfy us.  So too if we develop kindness through meditation, our thoughts and actions become kinder towards ourselves and others.

Diana Winston, Director of Mindfulness Education at the Mindful Awareness Research Center (MARC) at UCLA, offers a specific guided meditation designed to develop kindness.  This meditation podcast is one of the weekly podcasts offered by Diana or one of her colleagues on a weekly basis through MARC – drawing on personal experience, dedicated research and the wisdom of the global mindfulness community.  The kindness meditation as with most MARC meditations begins with being grounded and then moves to offering kindness to ourselves followed by kindness to others.

Becoming grounded in meditation

There are multiple ways to become grounded – becoming focused, still and fully present.  Often, we can start with deep breathing to enable our body and mind to relax and increase awareness of our bodily sensations.  This enables our focus to move inwards and away from the distractions and intensity of the day – away from the anxiety, negative thoughts and worries associated with meeting deadlines, doing presentations, dealing with conflict or challenging interactions with colleagues or salespeople in stores and supermarkets.

Once we gain some sense of balance and ease with deep breathing, we can move on to undertake a body scan.  This entails progressively noticing the various parts of our body and related bodily sensations, releasing any tension and tightness as we progress.  We can observe the firmness of our feet on the floor, straightness of our back, weight of our thighs on the seat, the pressure on our back from the chair and the tingling and warmth from energy flow in our fingers.  Observation will lead to awareness of tension which we can release as we go – tautness in our shoulders and arms, rigidity in our stomach, stiffness in our neck or tightness in our jaw, forehead or around the eyes.  It is important to focus on tension release and not seek to work out why we are so uptight or tense or, even more importantly, to avoid “beating up” on ourselves or being unkind towards our self because of the “failing” or deficiency” represented by our tension.

Finding our anchor in meditation

The next stage of the meditation is to find an anchor that we can continuously return to in the event of distractions or loss of focus – an anchor to stop us from being carried away by the tide of our thoughts or emotions.  An anchor is a personal choice – what works for one person, may not work for another.  Typically people choose their breath, sounds in the room or some physical contact point.

You can focus in on your breath – bringing your attention to where you most readily experience breathing – in your chest, through your nose or in your abdomen. For instance, you can increase your awareness of the rise and fall of your abdomen with each breath and choose to rest in the space between your in-breath and out-breath.

Another possible anchor is listening to the sounds in your room – listening without interpreting, not trying to identify the nature or source of a sound and avoiding assigning a feeling, positive or negative, to the sound.  You can develop a personal preference for using your “room tone” as your anchor.

Choosing a physical contact point in your body is a useful anchor because it enables you to ground yourself wherever you happen to be – whether at work or home or travelling.  It can help you to turn to awareness rather than your phone whenever you have waiting time.  An example is to focus on the firmness of your feet on the ground, the floor of your room or the floor of your car (when it is not moving!).  My personal preference is to anchor myself by joining my fingers together and feeling the sensations of warmth, energy and strength that course through the points of contact of the fingers.

Whatever you choose as an anchor, the purpose is to be enable you to return your attention to the focus of your meditation and, in the process, build your awareness muscle.  As Diana reminds us, “minds do wander” – we can become “lost in thought”, distracted by what’s happening around us,  planning our day, worrying about an important meeting, thinking of the next meal, analysing a political situation or indulging in any one of numerous ways that we “live in our minds”.

Throughout the process of grounding, it is important to be kind to our self – not berating our self for inattention or loss of focus, not assigning negative labels to our self, such as “weak”, “distractible”, or any other derogatory term.

Kindness meditation

The kindness meditation begins with focusing on someone who is dear to us – our life partner, a family member, a work colleague or a close friend.  Once you have brought the person into focus, the aim is to extend kind intentions to them – you might wish them peace and tranquillity, protection and safety, good health and strength, happiness and equanimity, the ease of wellness or a combination of these desirable states.

You can now envisage yourself receiving similar or different expressions of kind intentions from the same person.  This can be difficult to do – so we need to be patient with this step and allow our self to be unsuccessful at the start (without self-criticism or unkindness towards our self).  We can try to become absorbed in, and fully present to, the positive feeling of being appreciated and loved. Drawing on our memories of past expressions of kindness by the focal person towards us, can help us overcome the barriers to self-kindness.

You can extend your meditation by focusing your loving kindness meditation on others, particularly those people you have difficulty with or are constantly in conflict with.  We can also extend our kindness meditation by forgiving our self and others for hurt that has been caused.

Reflection

Kindness meditation helps us to grow in mindfulness – to become more aware of others, the ways we tend to diminish our self, our bodily sensations and our thoughts and feelings.  It assists us to develop self-regulation – learning to maintain focus and attention, controlling our anger and criticism (of our self and others) and being open to opportunities and possibilities.   Through the focus on kindness, we can become kinder to our self and others (even those we have difficulty with).

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Image by John Hain from Pixabay

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

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

Creating a Positive Future in a Climate-Changed World

Diana Winston recently provided a meditation podcast entitled, Envisioning a Positive Future in Our World.  The podcast was timely given the devastating fires across Australia in the months preceding and following the presentation and the ongoing challenge of gaining control over fires that continue to rage.  Diana’s guided meditation was a part of the weekly podcasts offered by MARC, UCLA.  Diana emphasised the need to draw on mindfulness for strength and resilience, to envisage a better future and to collaborate to achieve a better world.

The immeasurable impact of the Australian bushfires

The devastating impact of the Australian bushfires and wildfires was brought into sharp relief by the ABC Four Corners© program, Black Summer, aired on 3rd February 2020.  The program incorporated video footage from various areas and stages of the fires along with discussions by people who had survived the fires and lost their homes and/or family members, firefighters who described what it was like to be in thick of the fires, evacuation centre volunteers and elected officials living in areas impacted by the fires. 

Michael Pengilly, Mayor of Kangaroo Island in South Australia, summed up the extent of the physical devastation when he said:

So far this bushfire season, almost 12 million hectares have burned.  At least a billion native animals have died.  More than 3,000 homes have been destroyed and 33 people have lost their lives.

He pointed out that there were still bushfires creating havoc across Australia at the time of the TV program. 

Firefighters and people who had lost their homes and loved ones spoke of the trauma resulting from the fires, the fear of losing their lives, the 48 hours of blackness and the suffocating smoke that burned into your throat and lungs.  Aaron Salway, who lost his father and brother in the bushfires, spoke of the immeasurable impact on themselves and children who have experienced and survived the fires:

This fire I’ll never forget.  I don’t think my kids will ever forget it. It’s something that’s going to be scarred into my brain.  I don’t ever want to see it again.

When you see pictures of 60 metre high flames; raging fires driven by gale force winds (in excess of 80 kph); exhausted firefighters who have just heard that two of their colleagues had died in a fire truck rollover caused by a fallen tree; and flying embers moving at high speed horizontal to the ground, you understand that the emotional scars are deep and very real. 

Some of the lessons from the Australian bushfires

The fires brought to the fore the courage and resilience of individuals and communities when confronted with a crisis of this scale.  One such inspiring example was that of members of a Muslim Community who travelled for five hours to cook for exhausted firefighters in East Gippsland in Victoria and arranged five truckloads of donated goods to be delivered to people in fire-affected communities.

The firefighters (many of whom were volunteers) who risked their lives, and in some cases lost their lives, showed incredible commitment to helping others to deal with the frightening challenge of the fires raging out of control.  

One of the key lessons of the fires was what people could achieve when they pulled together, pooled their resources, supported each other emotionally and concerned themselves with the safety of others.  The questions and answers during the video episode highlighted some other key lessons:

  • The climate-changed world is a “new normal”
  • Unless people of different political persuasions can pull together and collaborate, there is no way that the situation can be redressed and the prognosis for the future be improved
  • Leaders at every level need to move beyond petty differences and demonstrate true leadership – marshalling committed followers to work towards creating a positive future
  • Australia must find ways to tap into the indigenous knowledge of landscape management – learning about and respecting the environment and related ecosystems.

Tackling climate change as individuals

In introducing her podcast, Diana highlighted an article by Emma Morris in the New York Times on January 10, 2020.  In the article, titled  How to Stop Freaking Out and Tackle Climate Change, Emma provides a sound five-point plan that individuals can pursue to move beyond paralysis by fear to constructive engagement:

  1. Ditch the shame
  2. Focus on the systems, not yourself
  3. Join an effective group
  4. Define your role
  5. Know what you are fighting for, not just what you are fighting against.

The last point demands moving beyond blaming to collaborative endeavour.  Emma’s plan shows what individuals can do to create a positive future for their children and grandchildren.

Diana draws on this discussion to incorporate a visioning exercise in her guided meditation.  After an introductory period focused on becoming grounded, Diana suggests that people engaging in the meditation begin to envision what a renewed environment would look like in terms of flourishing trees, clean air, running water, clear skies, happy children, healthy and diverse wildlife, numerous birds and butterflies – a very different picture to one of darkened skies, dense and suffocating smoke, children distressed about their future environment, blackened trees and flora and burned/dead animals (many of them in danger of extinction).  Diana maintains that the future is ours to create.

Reflection

As we grow in mindfulness through meditation and reflection, we can build our resilience; better appreciate our connectedness to others and our natural world; develop our motivation to collaborate and take compassionate action; overcome our biases and assumptions; and develop our personal role in helping to shape a positive future in our climate-changed world.

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Image by Johannes Plenio 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.

Improving Your Tennis Performance through Tai Chi

Dr. Peter Wayne, Tai Chi researcher and long-time practitioner, contends that the principles of Tai Chi have a strong synergy with the physical and mental demands of many sports.  In his book, The Harvard Medical School Guide to Tai Chi, he supports this contention with examples and scientific research.  In the book, he strongly suggests that sportspeople adopt Tai Chi as a form of cross-training, especially people engaged in the sports of tennis, golf or skiing where the positive impact on performance is more direct.  Throughout the book, he provides specific Tai Chi related exercises for each of these three sports.  

How Tai Chi practice improves tennis performance

Peter’s research led him to identify the eight active ingredients of Tai Chi which are the primary focus of his abovementioned book.  He was able to explain the power of Tai Chi to strengthen the mind-body connection – a key ingredient for effective performance in any sport.  Peter highlighted this connection in relation to tennis by drawing on Timothy Gallwey’s work in relation to the inner game of tennis which I discussed previously.  In particular, Peter focused on Timothy’s emphasis on self-observation, mental and bodily awareness and the need to be non-judgmental when making mistakes in tennis.

Peter also focused on the specific active ingredients of Tai Chi that had a profound positive impact on tennis performance:

  • Awareness (including focused-attention and mindfulness) – Tai Chi builds bodily awareness (positioning and movement), strengthens the capacity to focus (on the ball and the opposition), and develops the ability to be fully in the present moment.
  • Intention (includes expectation and belief) – associated with this is the power of visualization, an important ingredient in improving and sustaining sports performance.  Tai Chi training draws strongly on metaphor and imagery in relation to movement, drawing on images from nature such as the movement of clouds and the wings of a bird.  In his book, Peter draws heavily on the research into “motor imagery” and its positive effects on performance.  The focused attention and groundedness involved in Tai Chi help to reinforce self-belief and shut out the negative self-stories that can impact expectations e.g. “I’m going to lose this tennis set” or “I’m going to do a double fault” or “I can’t possibly handle his serve”. 
  • Grounded Movement – Peter explains that the principles of Tai Chi state that “all movement is started in the feet, steered by the waist, and administered by the hands” and this is reflected in the practice of Tai Chi.  This process of movement is built into tennis strokes such as the forehand and backhand and incorporated in basic tennis training [Early in my tennis playing experience, I would coach very young children in tennis basic steps and the coaching followed this pattern].  Peter provides a basic training exercise in his book that he calls Tai Chi Tennis which mirrors this grounded movement.
  • Balance (both physical and emotional) – Tai Chi involves considerable weight transfer from one leg to the other, from forward to backward.  Weight transfer and the related capacity to maintain balance are essential components of tennis shots, especially volleys and tennis smashes.  Emotional balance is linked to the inner game of tennis mentioned above, including the capacity to manage mistakes and deal with setbacks.

Reflection

Peter’s research and practice reinforces the power of Tai Chi to improve tennis performance. His committed, professional approach to Tai Chi over many years is highly inspirational as is his book that draws all this together in terms of “active ingredients”.  As we grow in mindfulness through the practice of Tai Chi and meditation, we can increase our bodily awareness, emotional and physical balance and draw heavily on the power of mindfulness to strengthen focused attention and intention.  The real benefits will come with regular practice. 

This writing and reflection strengthen my motivation to increase my practice of Tai Chi and other mindfulness practices that will, in turn, improve my tennis performance and increase my capacity to be-in-the-moment and experience all the positivity that this entails.

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Image by marijana1 from Pixabay

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

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

Developing Compassionate Action through Mindfulness and Listening to Personal Stories

Tara Brach recently spoke to Jon Kabat-Zinn on the theme of How Mindfulness Can Heal the World.  This discussion took place as part of the online Radical Compassion Challenge held over ten days in January 2020.  Jon’s central theme was that that it is not enough “to sit on the cushion” and meditate at a time when the world is experiencing such suffering, injustice, racial divisions and hatred; the challenge is to take compassionate action, activated by our growing awareness of our own reality and that of the world around us developed through mindfulness.

Many doors to one room

Jon argued that there are “many doors to the one room” – not only in terms of how we deal with the “agitation” we experience in today’s world but also in terms of how we individually respond by taking action.  Mindfulness can help us deal with our fear and anxiety either through experiencing that fear at a fully emotional and bodily level or by examining the fear conceptually to see its origins and its manifestation in our behaviour e.g. by blaming or judging.  The compassionate action we take will depend on our circumstances, our abilities and our self-awareness.  Jon, for example, stated that the Mindfulness- Based Stress Reduction (MBSR) program he developed was a political and compassionate action designed to relieve suffering at a time when professors at his institution, MIT, were developing weapons of mass destruction for the Vietnam War.  Tara, too, has taken compassionate action in many ways, including the establishment of Sounds True, a multimedia publishing company with a mission “To Wake Up the World”.

The role of personal stories and mindful listening

Both Jon and Tara highlighted the need to hear the stories of people who are less privileged than ourselves (e.g. in terms of their race, education, background, mental health, intellectual and physical abilities, careers, opportunities and overall wellness).  While they acknowledge that mindfulness is necessary to develop awareness of ourselves and the world around us, it is insufficient by itself to stimulate compassionate action.  Personal stories of suffering in its many forms can help us identify how we can take action and provide the emotional stimulus to act.  Stories in the mental health arena, such as What It’s Like to Survive Depression … Again and Again, can stimulate compassionate action.

Mindfulness can help us to develop our life purpose, build resilience and develop creativity but the real challenge is to channel these into compassionate action.  We are sure to encounter blockages such as our unrealistic expectations, biased assumptions, fear of failure and mistakes, but our growing awareness can help to overcome these.  The challenge is to find the momentum to begin and to revisit our motivation to sustain our effort and have a real impact on some aspect of the suffering of others.

Reflection

As we grow in mindfulness, we become more aware of the suffering and pain of people in the world around us.  This awareness can translate into compassionate action if we listen mindfully to the stories of people who are less privileged than ourselves.  Self-awareness can heighten our acknowledgement of how much we are privileged in so many ways and help us to identify both an arena for personal action and a point of intervention.  This will demand overcoming procrastination and the fears that hold our inaction in place.

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.

“Transformative Pyramid” Applied to Meeting the Needs of Customers

Chip Conley developed the “transformative pyramid” as a reflective framework for his leadership philosophy and approach.  He had created it by adapting the work of Viktor Frankl and Abraham Maslow who focused on the hierarchy of human needs.  Applied to employees, the Transformative Pyramid translates into leadership action to meet basic security needs (such as adequate and fair pay), recognition for contribution to the organisation and providing clarity around the meaningfulness of their work.  Chip was very focused on enabling leaders to grow and develop through reflection and to develop a growth mindset in their transition to midlife.  Associated with this mindset change is the need for leaders in midlife to learn through curiosity from millennials in their organisation.

Chip not only applied his Transformative Pyramid to employees but also to investors and customers.  He suggested that in relation to customers, businesses too often benchmarked against the lowest common denominator which in his model represents the security needs of customers.  His pyramid, however, suggests that great companies can move up the pyramid of need and really engage customers to the point where they become intensely loyal and market the company themselves by their word-of-mouth “advertising – sharing their great experience with others in their family and social networks.

Transformative Pyramid applied to customer needs

Chip explained in a podcast interview with Tami Simon that the Transformative Pyramid when applied to customers, involved the same three levels as when the pyramid is applied to employees – survival, success and transformation.  However, each of the levels has a different meaning when applied to customers.  “Survival” relates to meeting customers’ expectations (a basic need also for business survival); “success” in this context involves meeting the desires of customers; and at the highest level, “transformation”, means to differentiate and expand through meeting an “unrecognised need of the customer”.

Identifying and meeting a need of customers that has been unrecognised and unmet is the basis of Chip’s approach to marketing as explained in his book, Marketing That Matters.  Chip gives the example of one of his boutique hotels, Hotel Vitale, that developed a yoga studio on its top-level floor and provided free morning yoga classes.  This met an unexpressed and unrecognised need of travelling businesswomen who wanted to maintain their health to counteract the wear and tear of business travelling.  The convenience of being able to do yoga before work without leaving the hotel premises was a real selling point.  Up until this point, boutique hotels were very much designed as “men’s clubs”- meeting the needs of male business travellers.

Innovation and transformation

Chip drew on his experience as owner and CEO of 52 boutique hotels to put forward what he described as The Three Key Rules Around Innovation and Disruption.  He spoke about (1) foreshadowing that occurs before an innovation (some companies begin to move in the direction of the innovation but their early efforts are incomplete or inadequate); (2) innovators fulfill “an underlying human need that has not been met” adequately or comprehensively; and (3) established companies eventually catch up and adopt the innovation (and we can see this happening daily in the growth of “gluten-free” and “vegan” products in our major supermarkets, previously the province of specialist (organic) stores). 

However, being innovative and creative by departing from established practice takes courage and bravery.  An Australian example is Karen Quinlan who introduced fashion as a key differentiating theme of the Bendigo Art Gallery.  Karen recognised that over 80% of visitors to art galleries were women and they were very interested in fashion and its history.  She set about meeting this “unrecognised need” – a need that art galleries around the world had not met because they were almost exclusively managed by male Art Directors who were blind to this need of their predominant customer base.  Bendigo Art gallery now enjoys global recognition for its innovative approach and theme-based fashion exhibitions.

Chip points out that deep listening to customers can lead to identifying needs that have not been met.  He suggests that what is important in innovation is understanding customer psychographics – their interests, passions, values and who/what they identify with.  He suggests that the great companies develop the capacity to effectively “mind-read” their customers.  To do this their leaders have to be fully present to customers and notice their inclinations, behaviours and self-expression.

Reflection

As we grow in mindfulness, we can develop curiosity, creativity and innovation and begin to understand our own needs and those of our customers/clients.  We can progressively move from trying to make ourselves appear interesting to being genuinely interested in our customers and their unmet needs.  This requires mindful listening, an openness to new ideas (from whatever source) and the courage to act on our insights and avoid procrastination through fear of departing from the established norm.

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Image by Angelo Esslinger 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.

A Framework for Reflection for Organisation Leaders

Chip Conley, author and hospitality entrepreneur, emphasised the importance of reflection, wisdom and lifelong learning for leaders.  He created the Modern Elder Academy to further that end.  He was especially interested in making the workplace a place for fullment, inspiration and self-actualization for employees – which he maintained was the means to achieve a sustainably successful organisation.  Chip acknowledged that his leadership philosophy was heavily influenced by the writing of two men Viktor Frankl and Abraham Maslow.

Viktor Frankl through his book, Man’s Search for Meaning, impressed on Chip the importance and power of a meaningful life for leaders and the critical role of leaders in providing an environment that is conducive to employees developing a “sense of purpose and meaning”.   Research has confirmed that a meaningful life is foundational to a person’s health, happiness and overall well-being.

Abraham Maslow and his work on developing a Hierarchy of Needs had a very profound effect on Chip and his approach to leadership, both as an owner/entrepreneur and a mentor to other leaders, especially the young founders of Airbnb.  Maslow’s work gave Chip an insight into how to develop a reflective framework to guide his own role as a leader and to assist other leaders to create meaningful work for employees.

A framework for reflection for organisational leaders – the transformative pyramid

Chip explained his reflection framework in a TED Talk© given in 2010 titled, Measuring What Makes Life Worthwhile.  He elaborated further on the evolution of the framework and how to put it into practice in a podcast interview with Tami Simon of Sounds True.  He was particularly concerned about the challenge of applying Maslow’s hierarchy of needs to business and the management of employees.

What Chip realised is that, for employees, meaning provided inspiration which in turn developed intrinsic motivation.  He came up with the idea of a framework which he called the “transformative pyramid” – built on Maslow’s hierarchy of needs which was illustrated as a five-level pyramid with physiological needs at the bottom of the pyramid and self-actualization at the top.

To simplify things and make his framework easy to implement, Chip developed his transformative pyramid as a three-level pyramid with “survival” at the bottom, “success” in the middle and “transformation” at the top.  He pointed out that many leaders focus only on the bottom of the pyramid, the survival needs, by using all their energy to create non-sustainable, extrinsic motivation in the form of pay, bonuses and financial rewards while ignoring what truly influences and shapes employee motivation.

In Chip’s model, “success” relates to recognition that an employee is achieving their role and contributing to the organisation.  He understood that positive feedback was a powerful motivator and that people often left their jobs because of the way they were treated, including feeling a sense that they had been “taken for granted” and their efforts were unrecognised.   Chip explained, by way of example, that during the dot-com crash, he introduced a process of recognition at his weekly managers’ meetings that not only provided some positive element to what was a relatively sober discussion but also helped to spread recognition and positivity throughout the organisation. 

The initiating process for giving recognition was simple – he introduced a ten-minute period at the end of each meeting where a manager would mention someone in one of the teams who “deserved recognition” for something they had done in the workplace or in the field.  This recognition was communicated personally to the individual involved who felt that they were “noticed” and respected, and their contribution was appreciated.  Chip suggested that great companies are differentiated by the fact that they are “first-class noticers”.

At the highest level of the transformation pyramid is personal reframing of work from “just a job” to something that is meaningful and worthwhile.  Chip suggested that this can be achieved by helping employees to understand the higher purpose of the organisation – the inspirational “why”,  and to find meaning in what they do by understanding the connection between their daily work and something broader that makes a difference in people’s lives.  

Chip indicated that he learned this lesson from a maid who had worked for a  long time in one of his hotels.  When he asked her why she seemed so happy doing mundane work every day (such as cleaning the toilets), she said that she was able “to create joy” for people who stayed in their hotel away from their home and often without their family or partner.  She was able to mentally connect what she did every day to a “noble purpose”.  This realisation and reframing were “transformative” for her – putting her mundane work in a totally different light and acting as a source of intrinsic motivation.

Chip encapsulated his “transformation pyramid” and its underlying principles in his book, PEAK: How Great Companies Get Their Mojo from Maslow.  He encouraged leaders to use his framework to reflect on their relationships with their employees, customers and investors.  Since the first edition of the book, many organisations worldwide in different industries have used his framework to transform their businesses. In particular, they have found innovative ways to recognise the contribution of their employees.

Reflection

It is often the simplest ideas that have the greatest impact.  Chip demonstrated that focusing on intrinsic rather than extrinsic motivation was the way forward to transform companies and he proved this through his own roles as founder and CEO of Joie de Vivre and as mentor to the founders of Airbnb.  In the process, he addressed one of the key underlying problems associated with the growth of depression – the loss of connection to meaningful work.  As we grow in mindfulness, we can increase our understanding of leadership and what is meaningful in life for us and others, and notice, appreciate and provide recognition to people we encounter who contribute in whatever way to our own welfare and that of our organisations.  Noticing, appreciating and giving recognition require us to be present in the moment – a key aspect of mindfulness.  Being present builds awareness of our self and others.

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Image by Pete Linforth 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.

Lifelong Learning through Reflection

Ortrun Zuber-Skerritt and Richard Teare in their edited book, Lifelong Action Learning for Community Development, highlight reflection as core to action learning and lifelong learning.  Hospitality entrepreneur and author, Chip Conley is an exemplar of lifelong learning through reflection.  In his podcast interview with Tami Simon, he emphasised the role of reflection in his entrepreneurial career.  Chip had a secret process of recording his learnings in a weekly bulleted list based on his reflections about the previous week and what he learned from each significant encounter.  His reflective Wisdom Books in the form of notebooks were developed over many years and provided the ideas for his five published books on leadership, entrepreneurship, peak organisational performance, psychology and marketing.

Mutual mentoring – the Modern Elder

Chip was the founder and CEO of a chain of boutique hotels, Joie de Vivre.  He sold them after 24 years following a near-death experience a few years earlier.  This “flatlining” experience was the catalyst for him to think about what he wanted to do with the rest of his life and also changed his orientation from an efficiency-driven “to do list” person to a “to be list” person who was prepared to slow down and appreciate beauty and aesthetics.

He came to a clearer understanding of the difference between intelligence and wisdom and began to repurpose his life around sharing his insights and encouraging people to develop wisdom.  Reg Revans, the father of action learning, had also highlighted the difference between cleverness and wisdom and pointed out that wisdom, not cleverness, is necessary when confronted with unfamiliar conditions or situations.  For Reg, admitting what we do not know is the starting point for the development of true wisdom.

Acknowledging what he did not know became a critical component of Chip’s new career move after the sale of his boutique hotel chain.  He had been approached by the three founders of Airbnb to work fulltime in the company as a mentor and strategic adviser.  He found himself as someone in his fifties mentoring people in their twenties.  This led to a mutual mentoring arrangement where he shared his knowledge and experience re strategy and marketing in the hospitality industry and gained knowledge from the founders about the digital world and its impact on business management and growth. 

Chip wrote his book Wisdom at Work: The Making of a Modern Elder  to “share his experience of being both a mentor and an intern”.   Jack Welch, when CEO of General Electrics (an action learning-based company), also employed the concept of “mutual mentoring” between senior executives and young technological experts within the company.

The Modern Elder Academy

This experience of mutual mentoring led Chip to establish The Modern Elder Academy to enable people to make the midlife transition in a way that was enriching for themselves and others.  Through his personal experience and insight, he recognised that there was an unmet need to help people in midlife to transition to their new reality (whether that be impending retirement, role as a carer, transitioning to a new career or experiencing the onset of chronic illness).  He maintained that rituals, training and tools existed for other transitions in life (such as puberty, graduation from school or university or marriage) but not exist for those who were transitioning to the midlife stage (35-70). 

The Modern Elder Academy is designed as a “place where people cultivate and harvest their wisdom” and “reset, restore and repurpose” their life.   Chip’s academy, described in a Forbes article as a “Cool School for Midlifers”, is very different to any other academy and incorporates learning entirely new skills such as surfing and bread making and incorporates the development of mindfulness through a “silent contemplation park” and periods devoted to meditation, reflection, yoga, “wisdom circles”, appreciating the beauty of nature, and a desert-based vision quest (in the extended version only).

 One of the core challenges people experience at the Elder Academy is what Chip terms “midlife edit” – letting go of old beliefs and patterns and acquiring a “growth mindset” where the emphasis is on getting rid of baggage, developing a flexible mindset and focusing on self-improvement and personal growth.  Cliff explains that his experience of mutual mentoring led him to adjust his mindset from that of a CEO and industry leader to an “Intern”, to acknowledge that he needed to learn about the digital world of business from millennials and to shift from “being interesting to being interested” – a transition that requires deep listening.  Participants who complete the one-week “curriculum” receive a “Certificate in Mindset Management”. 

Reflection

We can grow in mindfulness at any stage of our life.  However, what Chip offers through the Modern Elder Academy is a structured way of developing mindfulness, processes for changing fixed mindsets and an opportunity to repurpose our midlife in this transition period.  The added advantage is the community dimension – making this journey with others and developing a deep sense of connectedness to nature and others (by sharing our common humanity, midlife challenges and growing wisdom).

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Image by Benjamin Balazs 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.

Deepening the Mind-Body Connection through Tai Chi

In the very early stages of this blog I discussed Tai Chi as a pathway to mindfulness.  I also highlighted the challenges I experienced in maintaining daily practice of Tai Chi along with meditation and writing this blog, when I still had a range of professional and personal  commitments to fulfill on a regular basis.   I concluded then that keeping the benefits of Tai Chi at the forefront of my mind, aligning my Tai Chi practice with the timing of my highest energy levels (I’m a morning person) and continuously reading and writing about Tai Chi would build my motivation for daily practice.

In 2018, I explored the benefits of Tai Chi for the mind-body connection based mainly on research that had been conducted at various centres of research at UCLA such as those focused on psychoneuroimmunology and East-West Medicine. This current post highlights the work of Dr. Peter Wayne who is associated with the Harvard Medical School.

Peter Wayne, who has spent decades practising, studying and researching Tai Chi, stresses the power of Tai Chi to deepen the mind-body connection.  Peter is the Research Director for the Osher Center for Integrative Medicine and the founder of The Tree of Life Tai Chi Center. 

The eight active ingredients of Tai Chi

In 2013, Peter published a book, The Harvard Medical School Guide to Tai Chi, summarizing the research around Tai Chi and highlighting what he calls the “eight active ingredients of Tai Chi” which he had developed through his own research and the teaching of Tai Chi Masters.   These ingredients focus on the “biological mechanisms” that contribute to the wide-ranging benefits of Tai Chi including those related to cognition, breathing and neuromuscular control.  Peter points out that this focus on active ingredients helps him in multiple ways – in shaping a curriculum for teaching Tai Chi, in communicating with members of the medical profession and in establishing clinical trials.

In an interview with Dan Kleiman about his research and teaching, Peter explained that his early study of evolutionary biology and ecological modelling helped him to develop a systems perspective that is holistic in orientation and strongly akin to Chinese Medicine.  His orientation to integrative medicine and his mind-body perspective on Tai Chi flow from this early academic training and related research experience.  In a technical presentation Neuroscience in the Body: Perspectives at the Periphery, Peter highlights the downside of having multiple medical specialisations that contribute to “reductionist thinking” and blind us to the whole-body benefits of interventions such as Tai Chi.

The eight active ingredients of Tai Chi identified in his book highlight his integrative, systems perspective:

  1. Mindfulness
  2. Intention
  3. Structural integration
  4. Relaxation (of the mind and body)
  5. Strengthening and building flexibility
  6. Freer breathing
  7. Social interaction and community (if done in a group)
  8. Embodied philosophy and ritual.

Deepening the mind-body connection through Tai Chi

Peter explained in his interview with Dan Kleiman that the integrative nature of Tai Chi and its capacity to deepen the mind-body connection is demonstrated in the focus on mindful breathing (which is common to all martial arts).  He pointed out that mindful breathing requires improved posture; positively impacts your nervous system, cardiovascular system and mood; and stills what Seth Godin calls the “Lizard Brain” through enhancing the power of focus.  In Peter’s view, an ecological perspective on health recognises that all these processes of body and mind are intertwined and mutually interdependent.

In his neuroscience presentation mentioned above, Peter described Tai Chi as a “multi-component mind-body exercise”.  He stressed the interaction of mind-body through Tai Chi by stating that it “integrates slow intentional movement with breathing and multiple cognitive skills”. The cognitive skills he refers to include body awareness, focus and visioning using imagery.

He illustrated the benefits of the mind-body connection involved in Tai Chi by mentioning several research studies that show two key outcomes (1) the primary risk factor in falls of people over 65 is “fear of falling” and (2) Tai Chi has been shown to reduce the fear of falling by 35%.  Tai Chi achieves this result not only by strengthening muscles and improving coordination and sensation (especially in the feet), but also by reducing falling anxiety, increasing exercise self-efficacy and improving the “executive function” of the brain.  Peter suggests that Tai Chi is a “gateway exercise” – increasing people’s confidence to try other things that lead to overall wellbeing.

Reflection

Research into the impacts of Tai Chi reinforce its power to improve our mind and body and the mind-body connection that is so critical for daily functioning, quality of life and longevity.  I have already identified the personal benefits that motivate me to practise Tai Chi.  However, Peter’s research and presentation has increased my desire to improve the frequency of my Tai Chi practice. 

As we grow in mindfulness through meditation, research and reflection, we gain a better understanding of the mind-body connection, the impacts of our thinking and self-stories on our intentions and the blockages that impede putting our resolutions into effect, particularly at this time of the year (with the start of 2020).  I can look forward to improved Tai Chi practice and the multiple personal benefits that can accrue (not the least of these being to improve my tennis game!).

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Image by Antonika Chanel 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 Leadership Agility

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

The four energy patterns

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

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

How to build leadership agility

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

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

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

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

Reflection

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

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

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

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

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Image by mediamonk from Pixabay

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

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