active listening – Grow Mindfulness

Enhancing Receptivity through Mindfulness

Jamie Bristow and Rosie Bell maintain from their research that mindfulness enhances our receptivity thus enabling us to reclaim our attention and sense of agency – our sense of the ability to positively influence our relationships and our external environment. According to their research, mindfulness increases our receptivity in a number of ways – widening the “bandwidth of perception”, overcoming unhelpful habituated responses, reducing our distorted perceptions, improving our relationships, and developing our “don’t know mind”.

Widening the bandwidth of perception

Mindfulness increases our capacity to take in information through its emphasis on acceptance of “what is”, consciously noticing bodily sensations and heightened development of our senses. Acceptance is a precondition for action, not inaction – if we cannot accept what is happening to us (e.g. through internal dialogue such as “Why me?”, “What have I done to deserve this?” or “This can’t be happening to me”), then we cannot move forward and take constructive action to redress our situation.

Mindfulness meditation often focuses on our bodily sensations – we are encouraged to notice what is happening in us bodily when we experience difficult emotions. By noticing our bodily sensations, we are better able to name our emotions and tame them. Our bodies are windows to our feelings – by paying attention to them we widen the bandwidth of our perception and gain better access to our inner landscape.

Mindfulness expert Jon Kabat-Zinn, in his book, Coming to Our Senses, shows us how to access all our senses – e.g., our seeing, touchscape, soundscape, smellscape, tastescape – to enable us to heal ourselves and act positively on our world. Being open to our senses enhances the depth and width of our perception and increases our sense of connection with nature – developing a sense of empowerment and resulting in healing ourselves.

Overcoming unhelpful habituated responses

As we come to understand our inner landscape through mindfulness, we gain insight into our negative triggers and their origins. This leads to awareness of our reactivity and habituated responses. Often, we are triggered by our distorted perceptions that arise because of our bias, projections, prejudice, and unfounded assumptions. As we unearth these distortions in perception through mindfulness meditation, we are better able to understand their influence over us and what we perceive, and to exercise control over our reactions.

Improving our relationships

Through mindfulness, we not only reduce our perceptual distortions but also emotional baggage that can destroy relationships. We are able to bring to the relationship increased self-awareness and self-regulation. For example, by reflecting on any resentment we carry towards another person, we can come to see their side of the story, understand where they are coming from and reduce our self-absorption and hurt – thus healing our relationship. Through mindfulness we can also bring to the relationship an increased consciousness of our inner landscape, a sense of personal empowerment (not disabling dependence) and a growing capacity to feel and express empathy. We are better able to engage in active listening because we can be present in the moment of the conversation, attentive to non-verbal cues and less defensive and self-protective. Mantra meditations, as one form of mindfulness, can increase our capacity for deep listening.

Developing our “don’t know mind”

Jamie and Rosie write about the “beginner’s mind” developed through openness and curiosity – which are hallmarks of mindfulness according to the Mindful Awareness Research Center (MARC). In discussing the lessons from death and dying, Frank Ostaseski encourages us to develop what he calls, the “don’t know mind” which has the same characteristics of openness and curiosity and he suggests that these characteristics can be developed through mindfulness meditation. The result is that we are able to enter conversations with others not trying to be “interesting” but demonstrating being “interested in” the other person – a stance that enhances trust and relationships. Mindfulness enables us to listen for understanding rather than attempting to always persuade others to our point of view – in the process, developing our influence and strengthening our relationships.

Reflection

As we grow in mindfulness, we can strengthen our sense of agency by developing our receptivity – to information and to others. We can gain better awareness of our distorted perceptions and their impacts, develop greater self-control over our reactions to negative triggers, improve our relationships and grow our influence through our curiosity and openness. Our enhanced perceptual bandwidth developed through paying attention to our senses gives us uncluttered access to our inner landscape and the healing power and sense of empowerment of our natural landscape.

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

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

Cultivating Healthy Confidence

Rick Hanson, in his podcast interview – Confidence or Narcissism? – reinforced the concept of a narcissism spectrum. He indicated, from his clinical experience, that the extreme end of the spectrum – narcissistic personality disorder – is rare (less than 1% of the population). However, narcissistic tendencies exist in all of us to a greater or lesser degree. Rick provides examples, for instance, of what a 70% level of narcissistic tendencies in a person would look like behaviourally, compared to a level of 20%. He suggests that at the 70% level, a defining characteristic is self-absorption to the point of harming others; while at the 20-30% level, a sense of entitlement is involved that results in others feeling subtly devalued.

Rick reinforced the view that there are ways to cultivate a healthy confidence to address our narcissistic tendencies. In the previous post, I highlighted Ash Barty as an excellent role model to aspire to in developing the necessary traits.

Why do we need to develop a healthy confidence?

According to Rick, a healthy confidence involves acknowledging that you are “basically a good person with desirable traits”. Fundamentally, the development of a healthy confidence requires “having and taking in positive experiences” (in contrast to experiencing childhood trauma in its many forms and playing out the trauma in narcissistic tendencies). Rick suggests that deprivation in terms of normal “narcissistic supplies” in childhood, can lead to deficiencies in behaviour as an adult (including attempts to fill the void from childhood). Normal “narcissistic supplies” take the form of physical and emotional availability by carers, accurate reading of signals and needs of a child and a genuine desire to respond in such a way as to cater for, not dismiss, the fundamental needs of the child – the needs for “comfort, soothing and affection” and to have a “sense that they are special”.

How do we cultivate healthy confidence?

Rick reinforced the importance of valuing and fully (mentally and bodily) feeling positive experiences whenever they occur throughout the day. These can take the form of positive “narcissistic supplies” such as:

experiencing active listening (that affirms your worth as a person)
receiving an expression of gratitude for what you have done to help someone
being acknowledged for one of your own special traits such as wisdom, calmness, flexibility
experiencing sensitive understanding and appreciation of what you are feeling in a difficult personal situation (such as a relative who has a mental health issue).

Rick suggests that we should really savour these experiences, dwell on them and “replay the movie of a [positive] conversation” – and do so multiple times a day (as he did to redress his own narcissistic tendencies).

Rick’s interviewer, Forrest Hanson – creator of the Eusophi (Good Knowledge) website – suggests that another way to develop healthy confidence is to work backwards from self-observation – observation of our own narcissistic tendencies at play, e.g. the need to gain others’ attention all the time. He maintains that being aware of these tendencies and their negative impacts (e.g. people choosing to avoid us) can serve as a motivator for us to change. Forrest’s mental frame on healthy confidence versus narcissistic tendencies is his suggestion that the former involves valuing oneself “from the inside out”, while the latter involves valuing oneself “from the outside in” – needing external validation to affirm your own worth.

Reflection

Most of us have experienced some form of deprivation of healthy “narcissistic supplies” in our childhood. As we grow in mindfulness, we can develop the self-awareness and honesty to recognise and acknowledge how these deficits play out in our adult lives. By constantly savouring positive experiences, we can redress the balance and build towards a healthy confidence that can be a more effective guide of how to behave in our daily lives, in a work context and within our intimate/family relationships.

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

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

Valuing Our Work

Michael A. Singer, in his audio program, The Untethered Soul at Work, reminds us of the value of work in our lives. Michael’s emphasis is on how work enables us to grow by removing the internal blockages that disable us in challenging work situations. However, we can value our work on several levels by being grateful for the opportunities it provides for personal expression and interaction with others, as well as for personal growth.

Being grateful for the work we have

Whether we are in paid work, voluntary work or are self-employed, there are many opportunities to value, and be grateful for, all that work provides. At one level, work adds to our sense of self-worth in that we can earn an income and/or provide services to others. If we can keep the end user of our efforts in mind, we can learn to appreciate what it is we do in the form of “work”. For example, in my role as an organisational consultant, I define my work as enabling people in organisations to have the conversations that they need to have about the things that are important to their productivity and mutual well-being.

We often take our work for granted, not valuing the work itself and the opportunities it provides. We can stop ourselves at any time during the day to express gratitude for some small aspect of our work – a simple gratitude exercise. We can precipitate this awareness and associated habit by occasionally making our work the focus of a gratitude meditation. In this way, both our work and ourselves will experience the benefits of gratitude.

Being grateful for the opportunities work provides for personal growth

Work, whatever form it takes, provides us with the opportunity to express ourselves; to use our knowledge, skills and experience to benefit others (and ourselves); and to be motivated to build our capabilities. As Michael points out, it also provides the learning environment for us to overcome the personal blockages that get in the road of our inner growth. Difficult tasks provide us with opportunities to understand ourselves better, develop discipline and realise a sense of achievement in overcoming personal obstacles that hold us back.

Being grateful for the opportunities work provides for developing relationships

One of the major sources of depression is when people feel isolated, cut off from other people. Work enables us to interact with others in a positive and collaborative way and to build constructive and valuable relationships. This benefit can be fully realised if we continuously work on our own personal growth and the development of mindfulness.

We can learn to value each interaction we have with others in a work context (even if we work from home), if we develop the skill to interact mindfully. This means being fully present, openly aware of the other person and engaging in active listening. If we connect and share through mindful conversations, we can create personal and social transformation.

As we grow in mindfulness through meditation on our work and simple gratitude exercises related to work, we can learn to appreciate the opportunities provided to us for personal growth, self-development and self-expression and meaningful relationships. This can lead to personal transformation and contribute, even in some small way, to social transformation. We can contribute to connectednesss in a world where superficial connection through social media and damaging disconnection abounds.

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

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

Cultivating Inclusive Leadership

Leadership in the future world of work presents many challenges, not the least of these being managing the diversity that will confront leaders. Diversity takes many forms – diversity of markets, of customers/clients, of technologies and of the workforce.

As countries around the world become more strongly interdependent, connected through international trade agreements and treaties, the diversity of issues will expand exponentially. This is reflected in complex market relationships involving very significant differences in economic, cultural, political and logistical make-up. Marketing channels differ radically by country and are constantly evolving.

The growing diversity of customers/clients has forced companies and government agencies to become more customer/client-focused in terms of communications, systems, structures and procedures. Underpinning this responsiveness, is the need for leaders to develop a new mindset that puts the customer at the centre of considerations of policy, strategy, organisational culture, staff training and organisational access.

The emergence of new technologies, such as robots and artificial intelligence, demands that leaders are open to new ideas and ways of doing things and are creative and innovative in the way they create and deliver products and services.

The complex shift in the mix of employees versus contractors and part-time versus fulltime, creates new challenges in terms of workforce management. Added to this shifting complexity is the need to provide flexible working arrangements, a development accelerated by the availability of emerging technologies. The growth in an increasingly educated population, with ready access to information globally, also means that leaders will be increasingly dependent on the knowledge and skills of their workforce. This will demand robust self-esteem and increasing capacity to connect and collaborate. Concurrent with these challenges is the need to manage increasing generational diversity in the workforce and the related inter-generational relationships and conflicts.

Taking these macro changes into account will demand that leaders develop the capacity for inclusive leadership – the ability to manage the complexity, uncertainty and disruption of the diversity that is growing on every front.

Traits of inclusive leadership

Juliet Bourke and Bernadette Dillon produced an article published by Deloitte titled, The six signature traits of inclusive leadership: Thriving in a diverse new world. I will discuss each of these six traits and relate them to the diversity issues identified above.

Commitment– according to Bourke and Dillon, research shows that inclusive leadership is more sustainable when it involves a personal commitment to the underlying values of “fairness” and “equity”. While acknowledgement of the business case for inclusion can encourage leaders to be more inclusive, a commitment of heart and mind is necessary to sustain the desired behaviour.

Courage – it takes courage to challenge prevailing norms, structures and policies in the defence of inclusion. Going against non-inclusive thinking and behaviour can lead to isolation and conflict and requires a courageous stance over a sustained period. It also implies vulnerability and readiness to acknowledge our own mistakes and weaknesses.

Cognizance of bias – we all suffer from unconscious bias in our perception of others whether the bias is based on age, sexual preference, culture, economic position or employment status. Bias leads to words and behaviour that undermine inclusion. Unconscious bias creates blind spots resulting from a lack of awareness of the hurt we cause through our non-inclusive perceptions, words and actions. Inclusive leadership thus demands both self-awareness and self-management to prevent bias creeping into our actions and decisions. It also entails understanding of, and support for, people who are experiencing mental illness.

Curiosity – inclusive leadership entails openness to, and curiosity about, other ideas and perspectives. It involves not just recognising differences but also valuing them and learning from them. Curiosity fuels life-long learning – an essential requirement for inclusive leadership. Bourke and Dillon argue from their research that inclusive leaders deepened their understanding of diverse perspectives by “asking curious questions and actively listening“.

Culturally intelligent – cultural intelligence has emerged as a critical leadership trait because of the global mobility of the workforce. Now termed “CQ“, cultural intelligence involves “the capability to relate and work effectively in culturally diverse situations”. It goes beyond cultural sensitivity and entails sustained interest in cultural diversity, a willingness to learn and adapt in culturally diverse situations and ability to plan for associated inclusive behaviour.

Collaborative – as the world of work changes with considerable rapidity and in unpredictable ways, the need to collaborate is paramount for effective and inclusive leadership. This involves creating space and opportunities for sharing of ideas and different perspectives by diverse groups and personalities. Synergy can result from such connections and collaborative efforts. My own research reinforces the fact that collaboration is motivational and engenders engagement, energy and creativity.

As we grow in mindfulness we can develop our emotional commitment to the value of fairness, strengthen our courage and resilience to pursue this commitment, cultivate self-awareness and curiosity and enhance our capacity to collaborate. Mindfulness then will support our efforts to cultivate inclusive leadership in our own thoughts, words and actions and those of others.

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.

Payoff from Self-Awareness

Daniel Goleman, in a recent LinkedIn article, discussed How Self-Awareness Pays Off. In the article, he reiterated the fact that self-awareness underpins the other skills of emotional intelligence, such as self-management.

Self-awareness in this context relates to recognising and understanding your own emotions and what triggers them. The payoff for a developed sense of self-awareness is multi-faceted. Here are a number of payoffs identified by Goleman and others:

Space to develop creative options

Goleman discussed the situation of a woman working in a high-powered job that was causing her stress. The result of her lack of self-awareness was that she became increasingly unable to cope. Unfortunately, the effects of stress are cumulative. Work stress, too, leads to poor relations with colleagues and the effects can invade family life. The net result was that the woman decided to seek out a less-stressful but lower-paid job, an action which also had the effect of limiting her opportunities for promotion.

If she had worked at developing self-awareness, she would have been able to break the stress cycle, understood what was creating stress for her and been in a position to have sufficient space in her working life to develop some creative solutions such as delegating some work, exploring ways to reduce her reactions to the things that triggered stress for her or negotiating a change in the allocation of duties or responsibilities.

More effective communication of your needs

People who develop their self-awareness are better able to communicate their emotions and their needs to others. They can thus facilitate an accurate exchange of information with others which, in turn, enables better decision making. Accurate exchange of information, both in terms of content and feelings, is an essential precondition for quality decision making. If you are unaware of your own emotions and what is contributing to your disappointment, anger or frustration, you are unable to communicate in a way that enables others to assist you to address your problems.

More responsive to the needs of others

Judith Glasser contends, following her research with executives, that we often have “conversational blind spots“. These arise as a result of our tendency in conversation to assume that others think and feel what we think and feel – we project onto others our own thinking and emotional responses. This usually arises because we fail to engage in active listening – we end up talking over the other person or interrupting their sentences. We have a strong emotional inducement to prove we are right at the expense of really understanding the other person’s perspective or feelings. These “conversation blind spots” result in parallel conversations and damage, rather than build, relationships.

Glasser suggests that we should get in touch with our own feelings and needs in these conversations and understand what is happening for us – in other words, we need to develop self-awareness to prevent damage to our relationships, both at work and at home. She recommends that once you become aware of your tendency to dominate conversations, you can learn to slow down the process, develop your curiosity about the other person and explore what is the significance, meaning and implication of an issue for them. In this way, you can be more responsive to the needs of others and enrich your relationships.

Goleman suggests that you can build self-awareness by daily meditation practice and/ or by the occasional “personal check-in” (to see how you are faring emotionally). He argues that as we grow in mindfulness, we increase our capacity to see ourselves more clearly and to understand the impact of our words and behaviours on others.

The payoff from self-awareness is a greater capacity to develop creative solutions to our own needs and feelings, improved ability to communicate these needs and feelings to others and an enhanced capacity to be responsive to the needs of others.

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

Image source: courtesy of Bess-Hamiti on Pixabay