bias – Grow Mindfulness

Mindfully Developing Inclusive Leadership

Andrés Tapia, international inclusion expert, recently presented a webinar, Overcoming Hypocrisy: How Workplaces Move From Performative Allyship to Authentic Commitments, in which he explored how to mindfully develop inclusive leadership despite opposition within organisations. He highlighted the personal and career costs of attacking this laudatory goal in a mindless, unconscious manner. Andrés webinar was hosted by Berrett-Koehler Publishers, who published his co-authored book, Autentico: The Definitive Guide to Latino Success – which looks at bias, conscious and unconscious, as barriers to overcome if Latinos and Latinas are to get ahead. He also attacked the issue of inclusion from the leadership side when he wrote the book, The 5 Disciplines of Inclusive Leadership: Unleashing the Power of All of Us, co-authored with Alina Polonskaia.

In the webinar, he shared his experiences of developing inclusion in organisations on a worldwide basis. He noted that bias and exclusion are not the sole province of white, male-dominated organisations in the West. He indicated that exclusion exists everywhere but may manifest differently through bias on the grounds of religion, gender, ethnicity, skin colour or gender preferences thus having an impact on different groups, e.g., women, LGBT+, non-gendered, Muslims, Jewish.

Andrés explored several strategies for consciously developing inclusive leadership. His mindful approach included the following:

Be mindful of, and focus on, the people who are open to influence

Andrés warned against mindlessly attacking the problem of exclusion without awareness of the potential impact on mental and physical health and career success. He suggested that wasting time and energy on the extreme opponents to equity and fairness is exhausting, unsustainable and ineffective. He argues that you should seek out people in power who demonstrate an openness to inclusive practices and a willingness to explore the barriers, both personal and organisational, that perpetuate exclusion. This entails, in the initial stage, developing a conscious awareness of where other leaders stand on inclusion issues. It also means noting how inclusive are their friendships and social activities – what Andrés calls “foundational” evidence.

Develop allies

Exclusion is an arena of power so it is important to develop allies who will support and sustain you in your endeavours to create a counterculture that is compassionate and inclusive. Ignoring this advice can lead to burnout and isolation. Whenever, you are attempting to go against mainstream thinking and action, you need the support of others, both inside and outside your organisation. This is exactly what we did in establishing the Action Learning Action Research Association (ALARA) in 1991. At the time, action learning and action research were considered “aberrant” approaches to leadership development and organisational research – they were not mainstream and, in fact, challenged the very assumptions of the prevailing teaching, research and development culture.

Understand “bedrock principles”

In giving an illustration of a female executive’s support for the advancement of an Asian woman who had been discriminated against, Andrés maintained that the executive observed some “bedrock principles” for developing inclusivity – have a through understanding of diversity and inclusion concepts, develop awareness of an individual’s talents and capability, appreciate the importance of personal sponsorship and coaching, and draw on your courage to “step up” and “stand up” for what you know to be fair and equitable in the way individuals are treated. I have previously described the traits of inclusive leadership which reinforce Andrés concept of “bedrock principles”. He adds a further trait that he considers is frequently absent even among well-intentioned leaders – that is, an awareness of their own personal and positional power and a willingness to leverage this power in the pursuit of inclusiveness. Andrés points out that leaders often focus on empowerment of others who are disadvantaged but overlook their own power to create change.

Develop personal preparedness before seeking allies amongst disadvantaged groups

Seeking out allies amongst disadvantaged groups while being personally unprepared for the challenge of creating change puts an unnecessary burden on people in these groups who are already burdened by bias. Andrés suggests that you have to build your own preparedness for wise action through observation, reading , watching videos, listening to podcasts and engaging others in conversation. He suggests that this more mindful approach develops full awareness of the nature and extent of disadvantage experienced by a particular group of people, the origins of the underlying bias, and the complexity of the challenge involved in creating an inclusive culture. Mindfulness meditation can be employed to develop the necessary personal traits of inclusive leadership and awareness of our own unconscious bias. Andrés notes that we can draw inspiration from the example of companies like Discover Financial Services that deliberately located one of their call centres (employing 1,000 people) in one of the poorest, Black neighbourhoods of Chicago, in pursuit of economic diversity and economic justice.

Reflection

As we grow in mindfulness, we can increase our understanding of inclusion issues, develop self-awareness (especially in relation to our biases and their impact on others), build up the courage to intervene where necessary and gain the insight and creativity to take wise action. Developing inclusive leadership needs to be approached mindfully if we are to be effective in creating sustainable change in equity and fairness within our organisations.

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Image by Gerd Altmann from Pixabay

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

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

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.

How to Cultivate a Non-Judgmental Mind

Our mind is continuously scanning and judging our environment for our own good – to keep us safe. However, these judgments are often ill-informed, made on inadequate information and distorted by our assumptions and prejudices. It takes conscious effort to still our mind and become open to what is within and outside of ourselves. Mindfulness meditation and other mindful practices can enable us to open our minds and find the space to develop non-judgmental awareness, self-compassion and connectedness.

The busy, judgmental mind

Our minds engage in an endless process of commenting on our daily experiences – identifying what we like and dislike; complaining about everything from the weather to the quality of service (on the train or bus, or by the shop assistant); assessing others as thoughtless or inconsiderate or insensitive or tactless; worrying about future events; or replaying past words and actions while indulging in regret, shame or remorse.

We make “snap judgments” that colour our perception of things around us and other people. We might consider the woman who cuts in on us in traffic an aggressive person (attribution of a trait), typical of someone who drives a Mercedes (a prejudice or bias) and motivated by the belief that “time is money” (assumption). The reality may be that the woman is normally a careful, thoughtful driver who on this occasion is rushing a very sick daughter to hospital or is trying to rescue a teenage daughter who is stranded on a railway station by herself at night.

The effects of our judgmental mind

The problem with our snap judgments is that they are often wrong and provide a distorted view of reality. They can become habituated and automatic – resulting in our filtering reality so that we do not see what is really going on with people and events in our life. As recent as last week, I assumed that a young woman in my workshop had become intentionally disengaged (based on observation of some non-verbal behaviour). It turned out that she was suffering from a migraine headache.

A judgmental mind is a closed mind – not open to new perceptions or interpretations. When we are judgmental, we fail to listen to others, closing ourselves off from new learning and insights; we block the pursuit of alternative options in our decision-making processes; or blind ourselves to our contribution to a situation that we consider unsatisfactory. A very simple example of this latter effect is forgetting that “we are traffic too“.

Our harshest critic

Our own minds are our harshest critic – we berate our self for an oversight; castigate our self for doing or saying something that we judge as “stupid”; become frustrated or exasperated by our inability to overcome some inappropriate/undesirable behaviour that makes our personal interactions more difficult; or indulge in negativity, only to feel remorse or disgust with our self afterwards.

Our internal talk and incessant inner commentary on our words and actions can become our default mode network blocking out the opportunity to see things anew, develop more successful personal strategies and build supportive relationships. This state of mind can lead to depression and/or anxiety.

Mindfulness meditation to cultivate a non-judgmental mind

Dr. Mark Bertin, a developmental paediatrician, argues that meditation increases our awareness of our self and others, enables us to “face reality” and to cope with life’s challenges with a degree of equanimity. Mark is the author of Mindful Parenting for ADHD.. He provides a range of mindfulness resources for parents, children and adults generally.

An especially useful resource is the 15-minute, guided meditation that Mark provides which he calls Nonjudgmental Awareness Practice. This mindfulness meditation begins with a focus on “something you don’t like that much about yourself, or that you wish you didn’t have”. He stresses the need to identify something that is not too stressful but that causes some degree of discomfort in your life, for whatever reason.

This meditation is simple, clear and highly supportive. I would strongly recommend this meditation for anyone, but especially for those who do not like a lot of talking during a guided meditation. It is the kind of mindfulness meditation that is easy to develop into a regular habit for significant benefit to yourself. Other forms of mindfulness practice that can help to defuse the self-critic are self-compassion meditation or meditations focused on self-forgiveness.

As we grow in mindfulness meditations that explore our judgmental mind and inner critic, we can learn to separate our thoughts from what is real; develop openness to the world around us and others’ ideas, perspectives and experiences; and develop deeper relationships and connectedness with others. The effect of regular mindfulness practice is calmness and equanimity.

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Image by Mingusin 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.

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.

The Problem with Identification

I was reflecting recently about why I get upset and disappointed when my sporting team loses a match. I become annoyed when I perceive that the refereeing is biased (of course, this perception is strongly influenced by my own bias).

In part, I think that my emotional state is influenced by my expectations about how my team will, or should, perform. I do like to be on the winning side in sport!

On further reflection, I have come to think that the basic problem is one of identification – identifying closely with the team involved. So, their successes are my successes, their losses are mine also. I have a sense of pride when they win and a sense of embarrassment when they lose badly.

In some sense then, I am giving over control of my emotions to the vicissitudes and uncertainty of a sporting outcome over which I have no control. In other words, I am giving control of my emotions to some external event, rather than retaining my own inner, emotional control.

What I find is that through this strong identification, and the strong associated feelings, my calmness is replaced by agitation. Instead of enjoying the sport as a form of entertainment and relaxation, I become stressed and annoyed.

However, the path to real happiness lies in self-awareness and self-management, not abrogating responsibility for self-control to some external event or the performance of a sporting team.

Reducing identification and loss of control over emotions

How do you reduce the identification with a sporting team if this identification often leaves you upset or, occasionally, on a high? To me, the starting point is to recognise the level of identification involved and what “rewards” come with this identification. It means naming the feelings involved and choosing to take back control by reducing my level of identification with the team.

Sometimes, it is as if identification with a sporting team is a way to fill an emotional void – to attempt to replace disappointment and frustration with elation and happiness. However, the reverse can happen so that disappointment and frustration only deepen in the event of a loss by the team.

As we grow in mindfulness through meditation on our emotional responses in these situations, we can gain the necessary insight and self-awareness to reduce the power of identification and take back control of our emotions through self-management.

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

Image source: courtesy of JakeWilliamHeckey 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.