agency – Grow Mindfulness

How to Build Team Resilience: The 10 C’s

After writing multiple posts about personal resilience over the past five years, I have turned my attention to the task of building team resilience. This has always been a challenge for managers but the issues have been compounded by the challenging times we are experiencing at the moment (with the global pandemic, war in Ukraine and elsewhere, economic uncertainty and the differential impacts of climate change and associated global warming). Managers and staff are increasingly facing discontinuities in the way work is done, in where they work and in the nature of internal and external environmental changes.

How then do we go about building team resilience as we are confronted with multiple assaults on many fronts – e.g., on physical and mental health, economic welfare, working conditions, supply and demand, and relationships? More recent writing and research point to a number of factors that contribute to team resilience in these challenging times. I have summarised these as the 10 C’s for ease of access and recollection.

The 10 C’s for building team resilience

Team resilience has been described as “the capacity of a group of people to respond to change and disruption in a flexible and innovative manner”. Even if adverse conditions result in a temporary loss of productivity, the resilient team can restore its balance, take care of affected members and find new ways to work and achieve their goals. They are able to revise their goals, too, where necessary. The 10 C’s of a resilient team are described below:

Congruence: This is the cornerstone of a productive, mentally healthy and resilient workplace culture. Managers need to ensure that they share their values and align their actions with their words. Congruent leadership inspires, motivates and engages others in the task of personal improvement and innovation. Lack of congruence on the part of a manager adds to environmental uncertainty, derails personal resilience and undermines team cohesion. Team members don’t know what to believe, question their own self-worth and lose confidence in the face of the ambiguity created by incongruent behaviour. Managers need to develop managerial mindfulness so that they are constantly aware of the impact of their words, actions and omissions on the welfare and resilience of their staff.
Connection: Dr. Erin Raab maintains that “resilience is rooted in relationships” which enable trust and flexibility to develop and grow. Without trust in a team, there is no resilience – individuals withhold information, protect themselves and withdraw (both psychologically and physically). Managers need to be proactive in building connection through established rituals – e.g., regular, productive and focused meetings; celebrations of birthdays and personally significant events such as cultural or religious days; on-boarding and “off-boarding” practices; and regular occasions of eating together (e.g., enjoying shared lunches that reflect the multicultural nature of a team). Foundational to trust and a sense of being valued for contributions to a team, is expression of appreciation given as positive feedback in a way that is sincere, specific, timely and personal. This builds personal self-efficacy, reinforces team values and develops overall team competence and capability.
Clarity: Along with relationships, Dr. Erin places considerable emphasis on the role of clarity in building team resilience. She maintains that clarity “facilitates communication, increases intrinsic motivation and engagement” and contributes to a team’s capacity to handle change adaptively. At a fundamental level, this involves ensuring that each person understands the specific requirements of their job and are trained and resourced to achieve them. For the purposes of this discussion, clarity includes not only roles and structures but also team values. Lack of clarity around roles/structures can lead to role overlap, role conflict and role ambiguity – each of which can undermine alignment of individual effort with team goals. Clarity about team values is critically important to team resilience. If team values are developed collaboratively, along with the explicit behavioural expressions of those values, they provide agreed guideposts and enable individual and collective alignment with the ethos of the team, facilitating working together productively within an ever-changing environment.
Collaboration: This includes being conscious of contributing to a team effort (rather than solely absorbed in one’s own tasks) and a willingness to work together and to help out where needed. It also involves moving beyond competition to “committing to build each other’s competence” to enable other team members to be the best they can be. In line with an action learning approach, this can entail providing “supportive challenge” to assumptions or negative self-talk that are holding an individual back and undermining their personal resilience and capacity to contribute to the team. Managers can proactively build collaboration through cross-functional, action learning project teams, establish reverse mentoring (e.g. where new, young staff with specific technological skills mentor older staff in those skill areas) and/or engage in team-building activities such as collaborative problem solving using change tools (e.g., Force Field Analysis or Brainstorming). These activities build overall team competence and capacity to effectively manage change as a team. They also develop a sense of agency amongst team members – the ability to influence their work environment and how their work is done.
Competence: Conscious efforts to build individual and team competence are an essential element for moving a team beyond its current level of capability. This not only involves providing externally facilitated individual and team training opportunities but also building competence through internal, prioritised knowledge sharing processes, multi-skilling activities and related learning-on-the job opportunities. If people in a team are not developing their knowledge and skills, they are going backwards in terms of a changing environment and its concurrent demands for upskilling. The wider the gap between the present level of team members’ knowledge and skills and that demanded by the internal and external environment, the less resilient the team will be. In contrast, relevant competence building develops a team’s resourcefulness and the process of continuous learning builds a team’s resilience. Having a debrief or reflection process after a mistake or setback, without trying to apportion blame, can provide team members with new insights, ideas, tools and increased capacity to avoid or manage such adverse situations in the future.`
Candor: LHH and Ferrazzi Greenlight, through their research, identified candor as one of the four critical characteristics of a resilient team, along with compassion , resourcefulness and humility. Candor can be understood as “tell it like it is”. It entails honesty, openness and transparency on an individual as a well as a team level. It is the manager’s role to keep the workplace “businesslike and professional” and a key element of this is providing corrective feedback to an individual where they fail to meet communicated performance and/or behavioural standards. Honesty in this interaction is essential to develop the receiver’s self-awareness, create the opportunity for their skill development and reduce the possibility of disharmony in the team. On a team level, the manager can openly share with the team where they are placed in relation to the team goals and elicit team members help in attaining the goals and/or setting new goals.
Challenge: Keith Ferrazzi, Mary-Clare Race and Alex Vincent argue that helping team members to own, and share, their workplace challenges, builds trust and openness. This is important on a team level as well as individually. Managers can be open about the challenges facing the team as a whole. I worked with a CEO some years ago who managed an aged care operation with 23 different residential facilities on the one site, each with a separate manager and providing services ranging from respite care to palliative care. What the manager found is that the level of care required by residents was increasing in need, complexity and cost, at the same time that Government funding was reducing dramatically. The manager openly shared this financial situation with his team of facility managers and enlisted their aid in resolving the challenge. The facility managers came up with a number of innovative solutions which enabled the installation to overcome substantial losses. Managers, where possible, can share information about impending organisational changes to build change readiness in the team and to prevent team members from being blindsided by the changes when they occur. In the absence of information, team members fear the worst and start to share rumours that undermine individual’s confidence and the team’s resilience. Sharing information about forthcoming changes can enable a team to collaboratively develop strategies to effectively manage the changes, thus building resilience.
Compassion: It is important that managers show that they care – not only expressing empathy for staff needs, but also taking compassionate action. This may entail making reasonable adjustments for people experiencing mental or physical health issues. It could involve developing mental health awareness programs that facilitate people effectively managing their own mental health. Another approach involves offering workplace mindfulness training to enable staff to manage stress and build personal resilience in the face of multiple workplace stressors. Mindful organisations develop compassion in all their interactions, including actively listening to each other in the workplace and helping each other through the challenges they experience. Overall, it entails cultivating a care and concern culture where peoples’ welfare comes before task achievement – a culture that can be developed by regular, non-invasive check-ins by the manager as well as by workplace colleagues. Involvement in the RUOK? movement can facilitate the development of this cultural orientation.
Communication: “Information is power”, so sharing information is sharing power – empowering others to achieve. This involves moving from sharing information on a “need-to-know” basis (often arbitrarily determined by the manager) to a “need-to-enable” basis. People need information to do their job, to understand the organisational context and to align with the organisation’s strategic direction. Managers are interpreters of the organisation’s vision, values and goals and have a critical role in ensuring their staff know where the organisation is headed and why. They can enhance their role in engaging the minds and hearts of staff by enabling collaborative development of a local statement of the team’s vision in line with the organisation’s direction. What mangers say and how they say it can create a positive or negative culture and contribute to team resilience or undermine it. Research has shown that a manager’s mood is contagious. This emotional contagion impacts how a team responds to challenges and setbacks. Managers are encouraged to be positive and avoid cynicism and negativity if they want to build team resilience. They need to be conscious about the impact of their communication and monitor their own talk
Celebration: Celebrating successes in terms of goal accomplishment or achievement of project milestones, deepens the memory of team members in terms of how they have overcome obstacles and setbacks and serves as a fall-back when future challenges or setbacks arise. Mind Tools provides the research behind the value of savoring team success and offers multiple ways to celebrate team achievements. Celebrations open up the opportunity to share success stories, build cohesion and reinforce positive emotions associated with belonging to the team – all of which adds to a sense of connectedness and team resilience. Another way into savoring team achievement is to engage in an “appreciative inquiry” process with a team. This strengths-based approach works from what is good about the present (revisiting achievements) to envisioning an even better future and innovating to realise this vision.

Reflection

The factors impacting team resilience – the 10 C’s mentioned above – are not discrete influences. They overlap to some degree and reinforce each other. The relationship between different factors is often bi-directional, e.g., connection inspires compassion and compassion, in turn, builds connection. So, acting positively on any one of the factors identified, can strengthen other factors and enhance the impact on team cohesion and resilience. The factors provide a focus for efforts to build team resilience. If a manager wants to achieve a significant change in an organisational/team context, they need to have multiple points of intervention to shift from the status quo to a desired future.

However, trying to focus on all the resilience factors at once can create overwhelm for a manager. Shelly Tygielski, international mindfulness trainer and trauma counsellor, encourages “chunking” when faced with such a mammoth “to-do list” – that is, grouping tasks into like activities (chunks) and assigning relative priorities. A manager, for example, could engage their staff in a Force Field Analysis (FFA) process to identify the helping and hindering forces impacting the goal of developing team resilience and then collaboratively assign a priority to each force to determine what factor(s) to focus on. The 10C’s and their component elements could be used as a checklist during the FFA process.

When writing about personal resilience, Shelly Tygielski encourages “building resilience one step at a time”. On a team resilience level, this involves beginning with a primary focus and progressively adding activities as one intervention is established and stabilised.

As managers grow in managerial mindfulness, they will see opportunities for improving their own practices and develop creative ways to build team resilience. Proactivity is required on the part of a manager if team resilience is to be developed and sustained. Writers in this area often liken team resilience to a battery – needing continual recharging and reenergising.

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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.

My Brother Pat: Compassion-in-Action

My brother Pat Passfield died at Sinnamon Village Aged Care on the 27January 2022 aged 81. Pat joined the Jacob’s Court community in June 2012, having arrived in a wheelchair after brain surgery. However, “Positive Pat” as he was often called, was determined to be up and about and walking again. So, in January 2013, he began a virtual walk around Australia to improve his health and fitness and to raise funds for charities, including the Wesley Mission who ran Sinnamon Village.

Throughout his early and mid-life, Pat had been a very accomplished athlete – excelling in golf, tennis and squash. Having played A1 Squash, he went on to represent Queensland at Masters level for 5 years and was immensely proud to tell anyone that the Queensland team won the Australian Championship in each of those five years that he played for them. Pat learned early in life to savour his achievements and this contributed in no small measure to his positive attitude, resilience and capacity to bounce back from setbacks.

Pat brought the same determination and discipline to his virtual walking for charity as he did to his sporting endeavours. He was incredibly determined that his kilometres covered were accurately recorded and he knew where he was on any virtual walk. He would even study the towns that he would go through virtually so that he had a clear sense of travelling to a destination. This was borne out beautifully in a video that shows Spencer Howson (612 ABC Breakfast Radio Show) on Pat’s virtual arrival in Cairns – with pictures of Pat crossing the finishing line at Sinnamon Village. He used this particular virtual tour to raise sponsorship funds for Diabetes Australia and frequently mentioned how his walking endeavours resulted in his overcoming his own type 2 diabetes.

Pat started off his virtual walking trips with a mobility walker and eventually a walking stick, and in the early stages was doing 4 kilometres a week, which he gradually extended to 10 kilometres a week and then to 12 to 14 kilometres per day. Pat would start his day with early morning walks (5.30 am) along the corridors of Sinnamon Village and then progress to collecting and distributing the mail to residents, taking shopping trips for himself and other residents to Coles (a few hundred metres away) and walking the village dog. He would also take trips by bus to other nearby shopping centres to meet the needs of residents.

Pat constantly expressed gratitude for those who had helped him recover his health and achieve what he had achieved in terms of raising funds for charity. He was a living/walking example of the positive power of gratitude. He was especially grateful to the medical professionals at Sinnamon Village – doctors, nurses, hydro therapists, physiotherapists and staff who provided day care and therapy – and often referred to how they had provided guidance and support. He was grateful, too, to his many sponsors including Coles, Athlete’s Foot and the Jindalee Hotel (where he built up a strong relationship through his frequent visits for seafood lunches and the very welcome steak). Pat frequently expressed gratitude for the little things through micro-gestures – e.g. when I visited him in hospital two weeks before his death, he thanked me a least three times over the course of an hour for “coming all this way” to see him (a 30 minute journey by car).

Pat was not reticent to approach politicians for support of his charitable works. Jess Pugh, MP for Mount Ommaney, recalls that Pat “beat a path to her door” to seek funding for a special project – a MOTOMED Exercise Machine for wheelchair-bound residents of Youngcare Sinnamon Village. Jess was able to report that with assistance Pat was successful in gaining a grant from the Gambling Community Benefit Fund to purchase the machine. My sister recalls that shortly after the election of Milton Dick as Federal Member for Oxley, Pat was on his doorstep encouraging him to visit a “very special place”, Sinnamon Village. When Milton did turn up at the Village, Pat gave him a guided tour of the complex, pointing out its special features. Milton subsequently gave a speech in Federal Parliament about Pat’s “outstanding contribution” to community life and mentioned that the Shadow Minister for Ageing and Mental Health had given Pat a Certificate of Appreciation in recognition for his services to the community. Milton subsequently became a friend of Pat and was very saddened by his death, reaching out to my sister to express his condolences. Pat will be acknowledged further in the future for his contribution of thousands of dollars to the charities he supported. His virtual walking and related fund-raising activities gave increased visibility to the plight of the aged and people with disabilities, especially youth.

Reflection

Pat was forever grateful to Sinnamon Village, CEO and staff, for their support of his charitable activities and his virtual walking. Their efforts reinforce the value of providing agency to people in aged care (that research has shown to be extremely positive in terms of mental and physical health outcomes). Through his developed and supported sense of agency Pat went on to become a Resident Representative, to improve the health quality of meals in the Village, to engage residents in his gardening activities (by having them care for seedlings) and to successfully agitate for a level crossing outside the Village to enable residents to cross a multi-lane, busy road on their way to shopping or eating out. In his last days, Pat’s doctor urged him to return to hospital. Pat’s response was, “If I am going to die, I am not going to die in hospital, I want to die here [Sinnamon Village]”.

Pat demonstrated that focusing on a life purpose can build resilience in the face of setbacks and ill-health, stimulate happiness and joy, facilitate the realisation of personal capacity and creativity and enable the development of compassionate action. He showed by his life in aged care that each of us, despite our physical and mental limitations, can make a contribution to others and the broader community – we each have a unique set of skills, experiences and knowledge that we can use in the service of others. Pat drew on his salesman’s skills (he had sold forklifts very successfully in his earlier life) and his sport’s determination and resilience to engage others in his charity projects – people with power, influence, visibility and resources.

Pat’s influence extended throughout and beyond Sinnamon Village, partly influenced by his extroverted character. Because of his love of gardening and his “green fingers” he had been given responsibility for an acre of vegetable and herb gardens which he tended with considerable loving care. He was very proud of the fact that staff would frequently visit “his” garden to gather tomatoes, herbs and leafy vegetables for their lunches. He also built a relationship with the nearby Creative Garden Early Learning Centre at Sinnamon Park. The relationship had reciprocal benefits – Pat established a children’s garden which the children from the Early Learning Centre would tend weekly and make their own and they, in turn, provided concerts for the residents of the Village.

As we reflect on our life and the lives of others and grow in mindfulness – awareness of the present moment and its potentiality – we come to appreciate all we have in life, develop an increased sense of our life purpose and capacity to contribute to the welfare of others and build resilience in the face of challenging times.

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Image by Larisa Koshkina 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.

Building Cognitive Resilience through Mindfulness

Research conducted by Jamie Bristow and Rosie Bell supports the view that mindfulness builds cognitive resilience – “the ability to overcome negative effects or stress on cognitive functioning” (as defined by Staal and colleagues). In times of stress or serious setbacks, we can experience cognitive confusion and disorientation. When the perceived threat to our wellbeing is considerable our “thinking brain” tends to shut down and our “survival brain” takes over – we can be controlled by our negative emotions and engage in fight, flight or freeze behaviour. In these challenging times we can experience emotional inflammation as we are challenged on many fronts.

The impact of information overload

Information overload is a characteristic of our times with the ever-present and pervasive information highway. With COVID19, we not only have to cope with the emotional strain of illness and death amongst our families , friends and colleagues but also the vast amounts of complex health advice and restrictions – information that is often conflicting and exacerbated by misinformation peddled by vested interests.

The stress of information overload can be compounded by what Jamie and Rosie refer to as a our “digital and media diet” – a bias towards distressing information, rather than information that inspires, uplifts, or motivates. An obsession with the news can be a daily diet of information that disturbs, distresses, distracts and debilitates us and severely limits our effective cognitive functioning.

Unfortunately, our natural tendency is to close down emotionally and avoid facing the pain of negative emotions. We can block out difficult emotions such as fear, anxiety, and depression until such time as they take their toll on our physical health. Liz Stanley, for example, explains how she lost her sight temporarily by “soldiering on” despite traumatic stress.

The role of mindfulness in developing cognitive resilience

Mindfulness practices can help us face raw and difficult emotions such as fear and build resilience through accepting our current reality, rather than denying its existence. Rick Hanson, for example, provides a meditation practice designed to turn fear into resilience. Bob Stahl, meditation teacher and author, offers a mindfulness practice to address fear and anxiety that are exacerbated by negative self-stories.

Mindfulness meditation can be a source of refuge in times of turbulence when we feel our minds and emotions whirling. It enables us to restore our equilibrium and find peace and calm despite the waves of change and challenge crashing down on us. We can build our resilience by taking time out to become grounded and to reconnect with ourselves.

Jamie and Rosie point out the research that demonstrates that mindfulness can enhance both working memory and long-term memory. Working memory constitutes our temporary storage facility that enables us to utilise information to effectively make decisions, act wisely and communicate appropriately. It can become overwhelmed and degraded by stress and trauma and negatively impact our window of tolerance – narrowing it and thus reducing our capacity to cope with further stressors, however minor.

Reflection

As we grow in mindfulness we can increase our sense of agency in the face of stress and setbacks by facing up to our negative emotions and diffusing their impact, accessing our memory and cognitive faculties without the befuddlement of emotional overload, making sound choices about information that we expose ourselves to and developing groundedness despite the turbulent winds of change. In this way, we can progressively build our cognitive resilience by reducing the negative impacts of stress on our cognitive functions and limiting emotional turmoil. Hence, we will be better able to access our creative faculties and take wise actions such as scenario thinking to deal with ongoing stressors.

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Image by Leni_und_Tom 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.

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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Image by yamabon 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.

Reclaiming Attention through Mindfulness

In a recent research paper published by the mindfulnessinitiative.org, Jamie Bristow and Rosie Bell identified how mindfulness strengthens agency in these challenging times. Their paper focuses on three main outcomes of mindfulness that build agency. The first of these was “perceiving, gathering and processing information”. Drawing on extensive research, they showed how mindfulness builds our capacities in these areas by progressively developing our attention, receptivity and “cognitive resilience”.

Reclaiming attention

By definition, mindfulness involves “paying attention in the present moment” to develop awareness. Mindfulness meditation builds our “awareness muscle” by helping us to overcome distractions while focusing on an anchor. We can become distracted by our own incessant thoughts, our basic drives and the relentless marketing that stimulates our desire to have, hold and enjoy. Through mindfulness, we can progressively regain control over our attention and direct it to more meaningful and healthful endeavours.

In discussing “reclaiming attention”, Jamie and Rosie make the point that what we attend to creates our reality. They draw on the work by cognitive neuroscientist Professor Stanislas Dehaene featured in his 2020 book, How We Learn, when they maintain that what we choose to pay attention to, shapes our inner and outer world – “our brains and our whole reality”.

The lack of paying attention in a meaningful and healthful way can lead to disconnection – a loss of connection to others, meaningful work, and childhood traumas. This disconnectedness, in turn, can result in alienation and loneliness along with depression and anxiety. Mindfulness meditation, on the other hand, can help us to train our attention so that we can value our external connectedness, build our inner landscape, and manage difficult emotions.

Reflection

The paper by Jamie and Rosie reinforce the idea that we have choice – we can choose what we pay attention to and how we pay attention. We can create our own reality – the quality of our life, our health, and our relationships. As we grow in mindfulness, we can build our agency – our capacity to act on our inner and outer world. So, mindfulness will not only help us to realise effective self-care in these challenging times, but also enable us to have the awareness and focus to act wisely in the world for the benefit of others.

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Image by yamabon 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.

Managerial Mindfulness

Over the past 12 years, I have been co-facilitating a longitudinal, action learning program for managers. The initial program, Practical People Management, was developed by my colleague Julie Cork and Mike Nelson in 2004 to address the issue of poor-quality supervision that was negatively impacting the health of public servants. Over time, different components such as managing change and managing generational differences were added to the content of the program resulting in a loss of coherence.

When Julie and I started working together, we began to pool our ideas, concepts, models, and experiences and repurposed the program as Confident People Management (CPM). A key element of this change was the introduction of a cultural change framework to integrate the components of the program.

We also became more conscious of the role the program played in assisting managers to create both a productive and a mentally healthy workplace. As we explored the writings and research on mental health in the workplace, we became increasingly aware of the role that mindfulness could play in helping managers to develop self-awareness and self-regulation and to facilitate development of a workplace culture conducive to the positive mental health of their employees.

Action learning, mindfulness, and mental health in the workplace

We were conscious that the research on mindfulness demonstrated that developing mindfulness was conducive to positive mental health in the workplace and elsewhere. We were confident that action learning also contributed to a mentally healthy workplace. So, I undertook research to identify what were the factors (active ingredients) that enabled both action learning and mindfulness to contribute to positive mental health in the workplace.

In a book chapter I wrote on the topic, Action Learning and Mindfulness for Mental Health in the Workplace, I explained how action learning and mindfulness are complementary and mutually reinforcing as they have the common intermediate goals of developing “self-awareness” and “agency” , both of which are conducive to positive mental health in the workplace.

Our initial efforts to incorporate mindfulness concepts and practices into the Confident People Management (CPM) Program involved adding a mindfulness session to the program content. However, for various reasons, including time restrictions, this did not have the traction we had hoped for.

As we reflected on the CPM Program and its development, we began to reframe our facilitation processes as “consciousness-raising”. More recently, in our lag time because of Covid-19, I have come to conceptualise a core outcome of the program as developing “managerial mindfulness”.

Managerial Mindfulness

Drawing on the definition of mindfulness proposed by Jon Kabat-Zinn, I have developed a definition of Managerial Mindfulness as follows:

Managerial mindfulness is the awareness that arises when a manager pays particular attention, in the present moment, on purpose, to the impact they are having on the culture of their team. This involves consciousness about the impact, positive or negative, that their words, actions, omissions, and time allocation have on the development of a productive and mentally healthy workplace. Managerial mindfulness is developed through openness, curiosity, and a commitment to reflective practice.

Over time, we have incorporated a range of reflective practices into CPM that facilitate the development of managerial consciousness by participant managers. Some of these processes are integral to an action learning approach, others involve strategic questioning around the manager’s role in shaping team culture.

Reflection

Both action learning and mindfulness contribute to positive mental health. However, in any given context, mindfulness practices can take on different forms. Within the context of the CPM program, experiential learning and on-the-job practice, combined with reflective practice, enable participating managers to grow in mindfulness. As they develop and enhance their managerial mindfulness, they can more consciously and effectively develop a workplace culture that builds both productivity and positive mental health. They become acutely aware of the impact of their own words, actions, inaction, and time allocation in shaping their team culture.

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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.

Developing Wisdom Through Meditation

In a recent interview for Mindful.org, Sharon Salzberg discussed The Power of Loving Kindness. In the course of the interview, Sharon identified different ways that meditation can develop wisdom – the ability to make insightful judgments and sensible decisions based on our knowledge and experience. Her wide-ranging conversation focused on a number of key insights that can help us to inform our judgements and guide our decision making.

Elements of wisdom developed through meditation

In her interview, Sharon shared several key insights into the way meditation can contribute to the development of wisdom:

Learning to accept what you can’t control – the starting point to develop wisdom is to acknowledge that many things are outside our control and to accept this fact despite our innate need for control. Wasting energy and negative emotion on things outside our control only debilitates us and leaves us open to frustration and depression.
Realising that no matter the situation, you have agency – you can exercise agency (your capacity to act to have control over your inner landscape and over some elements of your external environment). Viktor Frankl, author of Yes to Life in Spite of Everything, demonstrated control over his inner landscape during his internment in a concentration camp. There is always something that you can do externally as well – you just need the space and time to be open to this possibility. Even in this time of the global pandemic, people and organisations are finding creative ways to take action to exercise control over some elements of their life and work. Wisdom recognises that you don’t need to feel entirely powerless. As Sharon points out, “It’s an illusion to think that we are without any agency in our lives, any ability to act”.
Learning to use the gap that is available between stimulus and response – you can become convinced that your conditioned way of responding is the only way for you to react to a negative stimulus. As Viktor Frankl maintains there is a gap between stimulus and response and therein lies your freedom to choose your action (“considered action” rather than reaction). Meditation develops self-awareness, especially in relation to the negative stimuli that activate your fight/flight/freeze responses. Meditation also builds self-regulation so that you can choose your response rather than be conditioned by your past experiences and habituated way of reacting.
There is a unique way for you to help others – you have a combination of life experiences, skills, personal attributes and knowledge/understanding that is different to anyone else. Instead of trying to live up to others’ expectations, you can find a personal way to help through meditation and reflection – you can exercise sound judgment and creative decision making in relation to your potential contribution. Sharon reinforces this when she suggests that you can “pay attention and look and listen for opportunities to help” that are in line with your capabilities and the challenges of the situation you are faced with.
Dealing effectively with difficult emotions – being with these emotions in all their pain and intensity instead of avoiding them and acting in a dysfunctional and hurtful way. Feeling difficult emotions in your body and naming them in a granular way (e.g. anxiety, fear, shame) enables you to tame them and to convert negative energy into constructive action.
Appreciating moments of wellness and joy – it takes awareness in the moment to appreciate your experiences of beauty, joy and love. Gratitude for these experiences enhances their impact on your overall wellbeing. Also, as Sharon maintains in her recent book, loving-kindness meditation is a revolutionary way to happiness.
Developing your sense of connectedness – when you experience wellness or complex emotions or become immersed in nature through meditation and reflection, you heighten your sense of connectedness to everyone else who is experiencing this range of human emotions and to every living thing. Sharon notes that connectedness is the very fabric of life and if you treat yourself as separate, you are “fighting that reality”. Loving-kindness meditation is a very effective way to reinforce and manifest our connectedness to others.

Reflection

It pays to think about, and experience, how meditation develops sound judgement and enables sensible decisions. We so often relate meditation to rest and relaxation and overlook its power to facilitate effective action in a wide range of situations. As we grow in mindfulness through meditation and reflection, our awareness of what is and what’s possible develops, our ability to manage ourselves (thoughts, emotions and actions) increases and our enhanced sense of connectedness becomes an inner source of energy and empowerment.

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Image by Nadege Burness 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.

Finding Joy, Beauty and Healing through Nature in Challenging Times

Jon Kabat-Zinn when discussing mindfulness and resilience in difficult times stressed the need to be “still aware of beauty” in the midst of the challenges confronting us during the onset of the Coronavirus. He suggested that despite the incredible heartbreak of these times, inspiration abounds, particularly in the beauty and resilience of nature. Jon referred to the words of Thich Nhat Hanh, a Vietnamese Buddhist, who experienced his fellow monks dying from bombing raids by the Americans. Amidst the grief during the burial of his friends, Thich Nhat Hanh said, “Don’t forget to see the flowers blooming by the side of the road”. Jon reminds us to lift our eyes beyond the present pain and fear and to be aware of nature and all its beauty and healing power.

Wise@Work recently provided a webinar with Mark Coleman presenting on the topic of Beauty, Joy and Resilience in the Midst of Adversity: the Healing Power of Nature. Mark is a globally recognised meditation teacher, author of From Suffering to Peace: The True Promise of Mindfulness and the creator of the Mindfulness Institute. Mark has a particular focus on being healed through nature by finding beauty and joy in experiencing nature mindfully. He shares his unique insights drawn from mindfulness practices, research and experience in this area through his course, Awake in the Wild Nature Meditation.

Attending to nature and experiencing connectedness

What we pay attention to shapes our lives – our thoughts, feelings, mood and perspective. In challenging times, we tend to become absorbed in what we have lost, obsess about the news and feel a loss of agency in many aspects of our life. Our natural negative bias is strengthened, resulting in a continuous scanning of the environment (local and global) for threats, both real and imagined.

Mark maintains that we can restore our sense of equilibrium by paying attention to nature – attention being something that we can have agency over. Through mindful attending to nature we can experience joy, peace, beauty and healing – experiences that are uplifting and energising. He argues that as we become connected and aligned with nature, we can find our life purpose and delight in living or, as Jon Kabat-Zinn describes it, “waking up to what is” as the “laboratory of life unfolds”. Mark quoted the words of Mary Oliver’s poem, Mindful, to reinforce his view of the joy in nature.

Nature as a source of sensory awareness and joy

We can refocus our attention by beginning to notice nature as it unfolds daily before us and enlivens our senses – seeing the exquisite beauty of the sun rising in the morning over the water, listening to the echoing sounds of birds as they awake to another day, smelling the ground and grass after a night’s rain, touching a furry leaf or tasting freshly picked fruit, herbs or vegetables. There are many ways to tap into the beauty and healing power of nature – we just have to be alive to them and willing to create space in our lives to experience this unending source of joy.

Mark reminds us that we don’t have to go out into the wild or visit a rainforest to enjoy nature (the very words we use such as “enjoy” expresses nature’s potential). We can venture into our yard and observe the blossoms on the trees, notice the first seedlings emerging from recently planted grass seeds, feel grounded on the solidity of the earth, smell the earthiness of the soil and hear the wind gently rustling the leaves of trees and plants. We can even stay inside and connect with nature through pictures and images – the sunflowers in a field of grass, the small child leaning over to smell a flower in a rockery or the tall poplars lining an expanse of crops. If we study the painting of the girl, we can observe the colour of the flowers, the shape of the leaves, the fallen branches and the stone paving – things that we may not have noticed before.

Reflection

I have always found trees a source of meditation and an inspiration for poems because they reflect the paradox of human existence – suffering and joy, life and death, disconnection and closeness, weak and strong, flexible and inflexible.

Nature surrounds us and is there before our eyes, ears and other senses – if we would only pay attention. The time required is minimal and the rewards in terms of mental and physical health and overall wellbeing are great. Nature is a free, ever-changing resource.

As we grow in mindfulness through paying attention to nature and meditating on nature, we can experience a calmness, peace and joy amidst these turbulent times. Like our breathing, nature is a refuge readily available to us to enjoy, a source of connection to other living things and means of healing through alignment.

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Image by Jill Wellington 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.

Working from Home and Staying Mentally Healthy

Many people have been thrust into the situation of working from home because of the Coronavirus and related Government restrictions on movement and contact. As a result, numerous people are ill-prepared for the challenges and opportunities involved. However, there is plenty of advice available through blog posts, videos and podcasts to help us acquire the necessary information to work effectively from home. There are also specific suggestions for particular groups of people, e.g. teachers working from home and working from home with kids. Many of these sources of information stress the need to stay mentally healthy as well as look after your physical welfare. Here are some strategies to achieve both effectiveness and sound mental health.

Strategies for working from home healthily for mind and body

The pattern you create needs to meet your personal preferences (e.g. a morning person vs. night person), your lifestyle, family situation and location. Here are some suggestions that may help you to make choices that are relevant to your needs and those around you:

Negotiate arrangements – this entails reaching at least a tentative agreement at the outset with other affected parties such as your boss, you partner and your colleagues – having some clear understandings and groundrules at the outset can pave the way for a relatively smooth transition to working from home and avoiding unnecessary conflict at a time when everyone is feeling stressed. If you have a partner living at home with you, it pays to negotiate arrangements about working space, quiet time, coffee buying or making and eating arrangements (e.g. getting your own breakfast and lunch but sharing dinner preparation and eating). It is often the little things that can bring daily angst if they are not sorted out early. If you have had an extended marriage or living together arrangement, groundrules get established unconsciously and it pays to explore how these might change with one or both of you working from home.
Establish a routine: this gives you a sense of agency, the feeling that some aspects of your life are under control when everything else is changing constantly and creating uncertainty and anxiety. It is strongly suggested by many authors that you maintain your daily routine of getting ready for work (e.g. showering, getting dressed well, and beginning work at a set time). I think some flexibility here can be healthy without jeopardising your ability to work effectively and not waste time. You might, for example, wear more comfortable clothes, introduce a morning exercise routine (to take advantage of the time saved in not having to travel to work), occasionally sleep in when you feel tired from the extra stress created by the Coronavirus) and take time for conscious reflection (e.g. writing a journal about what you are experiencing and how you are responding). Sleep is particularly important at this time to enable your body and mind to recuperate from the stresses that you will be experiencing.
Develop an exercise program: physical exercise reduces stress and builds positive mental health. It is wonderful to see so many people making the most of their additional time at home to walk, run or ride in the open (particularly along the bayside where I live). Yoga and Tai Chi, offer physical, mental and emotional benefits in these times of stress and anxiety. Getting some fresh air is important – there can be a tendency with social isolation and safe distancing to become stuck in your home and not take in the benefits of time spent mindfully in nature. Activity is a great antidote to anxiety and depression.
Don’t sweat the news: in times of uncertainty, there is a strong tendency to become obsessive about news reports (via newspapers, emails, social media or podcasts). This not only dissipates your focus but also exacerbates difficult feelings of anxiety, depression and loneliness. Obviously, some information is important to know (e.g. available relief packages for individuals or businesses and Government advice/directives/legislation relevant to the Coronavirus). Experts in the area of mental health suggest that establishing a set time or times during the day for catching up on the news can be a useful way to proceed (do you really have to be the first to know?). It also pays to take note of the positive news, e.g. the many random acts of kindness that are occurring everywhere in the world as people struggle to cope with the present crisis.
Stay connected: with your work colleagues and boss – establish a routine for checking-in (preferably daily) as well as strategies to effectively employ electronic communication for planning, sharing and product/service development. There is a need here to maintain the balance between work and task – not oversharing social information but not being overly focused on work alone. Some work-from-home groups institute a set time each week to share recipes, a virtual lunch experience or happy hour, a sing-along or coping strategies.
Undertake special projects: there are often work-related, home-based projects that have been put off because of lack of time or prioritising. These projects can improve your work-from-home situation and enhance your productivity. They could involve, for instance, clearing up the clutter in your “office”, strengthening the security of your computer system, improving recycling in the home (including disposal of sensitive work information) or establishing a home-based coffee-making machine or a filtered water system such as the Zanzen Alkaline Water System.

Elizabeth Gilbert, author of Big Magic: Creative Living Beyond Fear, recently participated in a Ted Connects© interview and provided deep insight and very sound advice about dealing with the overwhelm of the current Coronavirus crisis. She advices strongly against substituting the busyness of the workplace environment with a new form of busyness in the working from home environment. Elizabeth argues that we spend so much time running away from ourselves, not fronting up to ourselves including our fear and anxiety. She argues that the present situation of enforced or voluntary working from home creates a wonderful opportunity for developing self-awareness and self-regulation through meditation, mindfulness practices and reflection. Often our greatest, unconscious fear is being-alone-with-our-self. We seek distractions and fill up our time with multiple tasks only to find that we have no time to truly find ourselves.

Reflection

The current working from home situation that many of us face has inherent challenges and opportunities compounded by the requirements around social distancing, safe distancing and avoidance of unnecessary travel (local and international). Clarifying working arrangements, establishing a routine, developing an exercise program, avoiding obsessing over the news, staying connected and undertaking special projects that enhance a sense of control over your environment, are all important for a healthy mind and body.

However, the real challenge and opportunity lies in developing self-awareness and self-management through meditation, mindfulness practices and reflection. As we grow in mindfulness, we enhance our focus (at a time of intensified distraction), our resilience (at a time of extreme mental and emotional stress), our creativity (when we appear lost for personal and community solutions) and our compassion (when so many people worldwide are suffering and grieving). In all of this turmoil and uncertainty, there lies the opportunity to truly find ourselves.

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Image by Igor Ovsyannykov 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.

Managing Yourself in Times of Crisis

Susan David was recently interviewed as part the Ted Connects© series of talks. Susan spoke on the topic, How to be Your Best Self in Times of Crisis. She maintained that “life’s beauty is inseparable from it’s fragility” and provided a number of ways to manage yourself in times of crisis. She emphasised the importance of facing our difficult emotions, naming our feelings, being curious about what our emotions are telling us, developing our sense of agency and finding ways to help other people. Susan stressed that underpinning her approach is the concept of “emotional agility” – the core of which involves “radical acceptance” of our emotions and self-compassion.

The fragility of life

Susan reminds us that the Coronavirus highlights the fragility of life. This fragility, however, is part of our everyday life experience. We love someone then lose them, we enjoy good health then experience illness, we savour time with our children only to watch them grow up and leave home. The problem for us is that our social narrative, the stories we tell ourselves as a society, is so focused on the importance of always achieving, being fit and happy and appearing to be always in control. There is an inherent denial of the reality of death and the fragility of life – we have to appear to be strong and deny our difficult emotions.

Facing our difficult emotions

Susan stressed the importance of overcoming our habituated way of responding to difficult emotions. We typically deny them, turn away from them and, yet, end up stuck in them or “marinating in it” as Rick Hanson, in his Being Well Podcast, describes the resultant state of self-absorption. Susan maintains the critical importance of facing our emotions and owning them, not letting them own us. This involves naming our feelings not in a broad way such as “I’m feeling stressed” but in what she calls a “granular” way or fine-grained identification of exactly what we are feeling, e.g. disappointment, resentment, anger, fear or anxiety. It is only by truly facing and naming our difficult feelings that we can tame them, stop them from owning us. Susan points out that this self-regulation is a key facet of mindfulness.

Being curious about our difficult emotions

This is a form of self-observation and self-exploration. It’s being curious about what our difficult emotions are telling us about ourselves and what we value. Strong emotions are indicators of what is important to us but, at the time, perceived as lacking in our personal situation. Loneliness, for example, is experienced as disconnection from others and tells us how much we value relationships and connection. Social distancing and social isolation, as a result of the Coronavirus, have compounded our feelings of loneliness. So, it’s important to move towards ways of re-connecting, if not face-to face, by phone and online communication.

Developing our sense of agency

Susan argues that in these times when everything seems out of control, it is important to develop “pockets of control” to enable us to develop our sense of agency – our capacity to control some aspect of our life and our immediate environment. These arenas of control can be minute things like deciding what three things you want to do today, developing a menu plan for the week, setting up a daily routine (especially when you are working at home with children present) or changing the way you normally do things to adapt to changing circumstances. It may be that you decide to master the skill of online communication – developing new capacities as well as gaining control. Some people look to regain control and appreciation over their own yard or garden. My wife and I have recently bought a coffee-making machine so that we can better control our expenditure on coffee, increase our control over how our cappuccinos or Piccolos are made and limit our time and social exposure by avoiding having to go out and queue up for a take-way coffee.

Sense of agency can extend to appreciating what we have and savouring it. The Coronavirus attacks our respiratory system, quite literally taking our breath away. We can begin to really value our breathing through various forms of meditation which can ground us in our body in these times of uncertainty and anxiety. As we learn to control our breathing through meditation, we can develop ways to calm ourselves in times of crisis and stress. Our calmness is reflected in our breathing, as is our agitation.

Helping others in need

Besides showing compassion towards ourselves (in owning and accepting our emotions and what they tell us about ourselves), it is important to move beyond self-absorption to thinking of others and undertaking compassionate action towards them. This may mean a simple phone call to an elderly relative who is in lock-down in a retirement village or contacting someone you have not spoken to for a while. Everyday we hear about people showing random acts of kindness and generosity towards others.

For example, our weekend newspaper reported about the wife of a doctor on the frontline of the fight against the Coronavirus. He has decided to live apart from the family for six months to protect them from contracting the virus. Despite her resultant loneliness, his wife is creating homemade meals for him and his fellow health workers and enlisting the support of neighbours, friends and anyone else to do likewise so that these frontline workers don’t have to rely on unhealthy take-aways to sustain them during their very long hours of courageously caring for others. Susan challenges each of us with the question, “How can we help in little and big ways?” – how can we demonstrate being part of a community and being “values-connected”?

Reflection

In times like the present with the Coronavirus impacting every facet of our lives, we begin to wonder how we will all cope. Susan expresses great optimism that the crisis will enable people to be their “best self” and daily we see evidence of this. Susan points to the history of people handling crises with courage, wisdom, compassion and mutual kindness (witness the recent wildfires in Australia). As we grow in mindfulness and learn to face our difficult emotions through meditation and reflection, we can understand better what our emotions are telling us, regain our sense of agency and begin to show compassionate action towards others in need. Mindfulness helps us to be calm, resilient and hopeful.

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Image by ShonEjai 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.