collaboration – 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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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 Silence Amid the Noise and Busyness at Work

Christine Jackman, in her book Turning Down the Noise, highlights the noise and busyness at work as barriers to achieving silence and mindfulness. These barriers are compounded by an emerging cultural norm that she calls “performative busyness” – “where contributions that are quick, disruptive and loud” are valued more highly than the reflective, considered responses to organisational issues and problems. This norm values busyness above reflection. The cost to organisations and individuals is tremendous in terms of lost productivity, stifling of creativity and increased stress levels resulting in lost motivation, depression, and burnout.

The “performative busyness” norm

In many organisations, being busy, or at least appearing to be busy, has become the norm. This elevation of “busyness” was highlighted by an engaging study by Arlie Russell Hochschild, author of The Time Bind, who demonstrated (among other things) the negative impact of the busyness norm on the implementation of family-friendly policies. If you did not work long hours and appeared to be busy all the time, you were viewed as unmotivated, lacking in commitment. The net result was that those (mainly women) who sought to access the family-friendly policy to take time off for pressing family needs were often refused or treated poorly for their “obvious lack of work motivation”. Arlie documents the ever-increasing cost to the family and the workplace of this debilitating dilemma confronting caregivers.

I once worked as a consultant to an organisation where performative busyness was the norm and treated as a corporate value by managers. Busyness became equated with importance. If a manager was “too busy” to attend meetings, or if there was an extended lead-time before you could have a meeting with a manager, they were considered V.I.P.’s (Very Important Persons). This emphasis on “performative busyness” was in direct contrast to the client-facing areas where the highest value was placed on client service, rather than self-importance. The client service areas were often frustrated by the need for the central service areas to reinforce their busyness and importance by creating unnecessary work for the client service areas. This centric-focused busyness negatively impacted staff morale and effectiveness in the client service areas as well as client relations.

The “open office” bind

Open office designs were introduced for efficiency reasons and to achieve higher productivity and collaboration. Cost efficiencies have been achieved in many places because of the reduced cost of office outfitting but human efficiency has declined. Two Professors at Harvard University, Ethan Bernstein and Stephan Turban, reported in 2018 that their research demonstrated that open offices actually led to a decline in both productivity and collaboration, owing to the heightened noise levels and the lack of privacy. Research too has highlighted the negative impact that open offices can have on employee’s mental health because of factors like noise, overcrowding, isolation, and distractions.

It is interesting that during a recent virtual training course I was conducting, a number of managers reported that they were better able to build a relationship with staff who were introverts while working from home in a virtual environment. They explained that their relationships improved and they put this down to the fact that they were no longer impeded by the noise level and lack of privacy of the open office.

Meetings and more meetings

Christine refers to what she calls the “ritual meeting” – the meeting that occurs at a set time each day or week and has been in existence for a considerable period (so that it has now become a ritual but participants may have lost sight of its original purpose or the original need may have actually ceased to exist). She maintains that often too many people attend these meetings for no appreciable achievement with no one counting the cost or seeking to improve the outcomes. Christine points out that these ritual meetings feed performative busyness behaviour because they enable managers to book out their days by attending endless meetings and thus appearing extremely busy.

In another organisational consultancy, I was working with a group of eight organisational leaders, whose salaries averaged AUD$400,000. They were wanting to improve their effectiveness but expressed concern that the real problem lay with the “managers down there who were not accountable”. It turned out, however, that the leaders met ritually every Friday afternoon for four hours and typically had no appreciable outcome from these meetings (and hence nothing to report to their next level managers). Despite the fact that they were aware of the cost of the meetings and their ineffectiveness, none of the leaders chose to do anything about them. They were blind to the fact that they themselves were not accountable for the way they used their time and the organisation’s finances and resources. They were oblivious of the lack of congruence of their behaviour with their stated value of “accountability”.

Reflection

There are many barriers to silence in our lives including digital noise, overload, the discomfort of others, and busyness at work. Silence can be found in natural sounds and music which enable us to cultivate deep listening and an inner silence. However, seeking silence does not mean that we have to hide away from the world or not take action against injustices or inequity.

Christine points out in her penultimate chapter, that there is a real trade-off between silence and activity. In a very well-researched and insightful chapter, she points out that it is not an either-or situation. The challenge is to find silence within our roles whether they be at work, at home as a parent or partner, or in a broader community setting. She provides a “Silence: How-to Guide” at the end of her book to assist us in this task. I have incorporated some of these ideas as well as my own mindfulness practices in a previous post about accessing the power of silence.

As we grow in mindfulness, through our pursuit of stillness and inner silence amid our daily life and work, we can find a deep inner peace, calmness, and creativity, as well as a harbour or refuge in challenging times and periods of difficult emotions. In a personal Epilogue of her book, Christine tells the story of how, as her father lay dying, she was able to move past emotional turbulence and turmoil to sit in silence with him as he died – it was then that she truly found silence.

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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.

Creating a Positive Future in a Climate-Changed World

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

The immeasurable impact of the Australian bushfires

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

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

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

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

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

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

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

Some of the lessons from the Australian bushfires

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

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

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

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

Tackling climate change as individuals

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

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

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

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

Reflection

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

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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.

Creative Collaboration Versus Craving for Attention

In several earlier posts I shared Johann Hari’s research about the social factors contributing to the rise of depression and anxiety in the Western world. Of particular significance was his finding that the loss of connection to meaningful values – evidenced by the rise of materialistic values – was a major social factor leading to depression. Inherent in this increase in materialism is concern for what other people think about us and the need to attract attention to ourselves – hence, the rise of the “selfie” and “dronie”. Johann explained why the obsessive concern for what others think about us leads to depression – its negative impact on our relationships, reduction in our capacity to enjoy the present moment, our over-dependence on the opinions of others and the resultant frustration of our innate human needs.

How does this craving for attention arise?

Sarah Valencia Botto, a researcher in early childhood development, explored the question, “When do kids start to care about the opinions of others? In her TED Talk presentation, she provided video evidence that our concern for what others think begins as early as when we are toddlers. Sarah suggests that as parents we unconsciously cultivate this concern through our words, actions and the choices we make about what we spend out time on. She suggests that we are continuously informing our children (whether we are conscious of this or not) about what is “likeable, valuable and praise-worthy, and what is not”.

The problem then arises that social media reinforces our craving for attention. Joseph Gordon-Levitt explains that our craving for attention through obsession with the number of “followers” and “likes” leads to a loss of creativity, a sense of being inadequate and inevitable disappointment. He suggests that the “attention-driven model” of social media means that the technology giants are relentlessly making profits from our attention-seeking behaviour. He argues that creativity develops when we “pay attention”, not when we “seek attention”. Tristram Harris goes even further suggesting that tech companies control the thoughts of billions of people by tricks that use our own psychology, e.g. craving for attention, to gain our attention and direct our thoughts. They pander to our need for attention and over-concern with the opinions of others.

Creative collaboration instead of competitive attention-seeking

Joseph explained that creativity is developed through collaboration (not competition for attention) and, in line with this belief, he has established an online platform to promote and cultivate collaboration in the arts. He has also started a series of podcasts involving interviews with key people that focus on Creative Processing – how creative people do what they do and how creative collaboration actually works.

As we grow in mindfulness, we can build our capacity to pay attention, to collaborate with others and to open ourselves to our creative capacities. Craving attention, on the other hand, undermines our creativity and our innate human needs and leads to disappointment and depression. Collaboration develops our creativity; competition for attention destroys it.

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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.

Mindful City Initiative: Mindful.Org

In the previous post I discussed the Mindful City Project focused on a pilot in Highland Park, Illinois. This is only one example of the many initiatives being undertaken in the USA to develop mindful cities. Another key approach is the Mindful City Initiative undertaken by Mindful.Org. I will focus on this initiative in the current blog post.

Mindful City Initiative: Flint, Michigan

The Mindful City Initiative is a social intervention that is one of the three high-leveraged projects undertaken by The Foundation for a Mindful Society. The Foundation aims to improve wellness, health, compassion and kindness in all sectors of society through its publications, Mindful.Org and the Mindful Magazine, as well as projects which aim to cultivate and support mindfulness practices based on evidence-based research. It seeks to achieve these outcomes through an authentic approach to mindfulness that reflects the integrity of the not-for-profit Foundation.

Flint in Michigan is a city that has experienced major crises, e.g. reduction in the GMH workforce from 80.000 at its peak in 1978 to 8,000 by 2010 and lead contamination of its water. The Mindful City Initiative in Flint is designed to utilise mindfulness to assist the regeneration of the city so that it can become, once again, a thriving, healthy and resilient community.

In pursuit of this aim, a two-day workshop – developed and delivered by the Search Inside Yourself Leadership Institute (SIYLI) – was conducted for civic leaders encompassing leaders in businesses, education organisations, healthcare, and philanthropy. SIYLI provides leadership training in mindfulness and emotional intelligence, as well as extensive mindfulness resources, including the latest neuroscience research on mindfulness practices.

The leaders in Flint developed a vision of a “flourishing community” and sought the help of the Mindful City Initiative to develop leadership skills that will achieve active collaboration and innovation to realise their vision. Through this initiative, Mindful.org is linking the city leaders to teachers, partners and programs in the mindfulness arena, as well as providing access to their publications and mindfulness practices offered via their major social media site.

A further initiative is planned for Jackson Hole, Wyoming. The focus here is on “bringing together city leaders and neuroscientists” to enhance civic leadership skills to enable leaders in different sectors to work together to create a sustainable, “healthy community”.

Through social innovations such as the Mindful City Initiative, organisations are working to enable civil leaders to grow in mindfulness and transfer their knowledge, learning and experience to the broader community for the health, welfare and sustainability of their communities.

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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.

Developing Mindful Cities

The Search Inside Yourself Leadership Institute (SIYLI) conducts 2 day mindful leadership courses around the world based on the three pillars of mindfulness, neuroscience and emotional intelligence. Participants in these courses tend to be motivated to practice mindfulness and spread the learning and ideas to various local arenas such as schools, organisations and community settings. There are now movements underway to integrate these initiatives on a local level by developing “mindful cities”.

The Mindful City Project

One of the initiatives designed to aggregate local mindfulness activities is the Mindful City Project established by co-founders Deb Smolensky (CEO), Michelle Spehr and Ellen Rogin. Their approach is based on the three pillars of awareness, compassion (including self-compassion) and generosity. These pillars are underpinned by the knowledge, practices and insights emerging from neuroscience and emotional intelligence research.

In an interview with Jen Arnold, Deb and Michelle discussed their own background and experience with mindfulness and the motivation and purpose for the Mindful City Project. Deb mentioned that she had been introduced to mindfulness at age 10 by her drama teacher who taught his class to use body scan to overcome nervousness. In her twenties, she resorted to meditation to deal with her anxiety attacks.

Deb, Michelle and Ellen each have experience in the wellness arena, with Ellen’s experience focused on financial wellness. They saw the need to help communities to become more connected, collaborative and compassionate – to adopt a holistic approach to enable the whole community to thrive. The Mindful City Project initiative sets out to develop a framework that will enable both a common language and a set of practices (encapsulated in checklists). The aim is to provide education, resources and funding to enable leaders in city communities to progressively develop their own mindful city and to share their relevant knowledge and experience with leaders in other cities.

A beta mindful city project

Deb and Michelle discussed a pilot project in the city of Highland Park Illinois where they are working with three community groups – schools, businesses and public services such as hospitals and the military. A key intervention strategy is the development of a “layered form of education and practices” for each type of participant group.

For example, different seminars are conducted for students, teachers and parents – enabling reinforcement in all directions and exponential growth in the use of mindfulness practices. Schools are provided with a checklist of practice options that they can adopt – the practices covering each of the three pillars. A school, for example, could inculcate the practice of taking a mindful breath when the bell rings and/or instituting mindful pauses in classrooms.

A key pillar of the mindful city project is generosity. Schools can choose the level and breadth of their generosity endeavours, e.g. supporting a charity or adopting a pay it forward program. Deb and Michelle gave the example of a school that raised USD160,000 for childhood cancer.

In developing awareness in businesses, Deb and Michelle stated that they found the foundations for mindfulness already present in organisations in a number of forms:

emotional intelligence incorporated in leadership training
a focus on “unconscious bias” within diversity and inclusion training

Unfortunately, these mindfulness initiatives are often segregated and lose the opportunity for mutual reinforcement and the synergy that comes from a holistic approach. In the Mindful City Project approach, mindfulness training covers both internal and external elements:

internal – emotional intelligence and inner awareness
external – compassion and generosity

As people grow in mindfulness through education and mindfulness practices in schools, businesses and homes, the potential exists for leaders to build mindful cities that thrive on connection, collaboration and compassion. The Mindful City Project provides the resources and funding to enable cities to create their desired future.

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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.

Leading with Mindful Pauses

Janice Marturano, Founder of the Institute for Mindful Leadership, suggests that to be an excellent leader we need to develop the habit of adding purposeful pauses to our daily activity. Janice reminds us that we spend so much of our day on “autopilot” – unaware of our words and actions and their impact on others. We can be consumed by activity and become oblivious of our lack of congruence – the failure to align our words and actions with what creates meaning in our lives.

Benefits of mindful pauses

Mindful pauses enable us to free ourselves from the endless, captive busyness of work life. They provide the silence and stillness to free up our creativity and develop our expansiveness. In the process, we can increase our self-awareness, improve our self-regulation and begin to identify the negative impacts of our words and behaviour.

Janice argues that a key consequence of purposeful pauses is that we are better able to be fully present and this impacts very positively on others around us, particularly when we are in a leadership role. She suggests that being present “communicates respect, true collaboration and caring”. People readily notice when we are truly present or when we are absent-minded.

Ways to add mindful pauses to your daily work life

Janice suggests three steps to integrate purposeful pauses into your daily work life:

Choose an activity that you do daily, e.g. walking to the photocopy machine, going to the coffee machine or accessing your email.
Be fully present for the activity – be really aware of what you are doing and pay full attention to the task. You could employ mindful walking if that is relevant or just stop and pause and form a mindful intention before engaging in the task, e.g. before reading your email. The essential element is to focus on what you are doing, not being distracted by anything else.
Bring your wandering mind back to your task non-judgmentally – it is only natural for your mind to wander and become absorbed in planning, evaluating or critiquing. Conscious re-focusing trains your mind to recognise how often your are not really present and builds your capacity, over time, to deepen your focus. If you adopt a non-judgmental attitude to your tendency to wander off task, you can also develop self-compassion which strengthens your capacity to be compassionate towards others.

Janice notes that by tying your mindful pauses to an already-established activity, you are not adding anything onerous to your working day. The ease of adopting this practice makes it more sustainable. In another article, Janice offers advice on five ways to find time to pause in your everyday life.

As we grow in mindfulness through mindful practices such as purposeful pauses at work, we heighten our self-awareness, strengthen our self-regulation and increase the positive impact of our presence as a leader.

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Image by Hans Braxmeier 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.

Committed Mindfulness Practice to Challenge our Self-Stories

Tara Brach reminds us why our negative self-stories are so persistent and difficult to dislodge. Sometimes our stories can help to protect us by warning us about real dangers. Often our self-stories are based on an irrational fear that has its origins in our childhood. If we are to challenge these stories and change our negative thoughts, beliefs and patterns of behaviour we need to be committed to a consistent mindfulness practice that unearths the stories damaging our lives and our relationships.

Stories can blind us to creative options

Fear-based stories tend to cloud our perceptions and obscure our thinking, so that creative exploration of options is closed off to us. If we are dealing with difficulties in our relationships or undertaking a challenging task, we can be blinded by the negative self-stories that capture our thinking and lock out consideration of alternative approaches. It is in stillness and silence that we can access our creativity – the noise of incessant negative, inner dialogue can disable us because the embedded fear triggers the amygdala (the most primitive part of our brain) and our automatic fight/flight response.

The starting point for self-exploration

The starting point for self-exploration can be identification of a blockage to taking action on some issue or problem, whether associated with a relationship or an endeavour. If we find we are procrastinating, if is a sure sign that some form of negative self-story is playing in the background, on an unconscious level. As we discussed previously, the challenge is to bring these stories “above the line” – into our conscious awareness.

When we are faced with a perceived threat or the possibility of embarrassment, we tend to fall back on the illusory sense of control embodied in our self-stories and fail to exercise the values that we espouse as important such as “honesty, collaboration and fairness”. Bob Dick, in his research paper on Rethinking Leadership, asserts that in this scenario we try to “control the situation” and, in the process, desert our espoused values. Our sole focus is on self-protection.

Challenging our self-stories through a commitment to mindfulness practice

While ever we remain unaware of our negative self-stories or fail to face up to them when we become aware of their existence, we will be held captive and blinded by them. They can be persistent and pervasive. Addressing them in a single mindfulness session will be inadequate to prevent their recurrence. Negative self-stories are like weeds – you remove them from some aspect of your life, and they pop up elsewhere in a slightly different form. Even with persistent and focused meditation, negative self-stories will not be removed entirely. However, their negative impact on our lives will be reduced with committed mindfulness practice – what Tara calls “dedicated practice”. She encourages us, in the words of Henri Nouwen, “to push aside and silence the many voices” that question our worthiness and basic goodness.

The difficulty in trying to build any new, positive habit is being able to sustain the effort. Without sustained mindfulness practice, however, our self-stories will continue to hold us to ransom and control our beliefs, thoughts and actions. We need to become conscious of the damaging effects of these stories and to frequently recall the benefits of the freedom and creativity afforded to us through mindfulness practice. We can reinforce our commitment by revisiting the sense of expansiveness and self-realisation that mindfulness releases in us.

As we grow in mindfulness, through reflection and committed mindfulness practice, we can engage in self-exploration, unearth our negative self-stories and their damaging effects, experience openness to self-realisation and creativity, and rest in the calmness of our relaxed breathing.

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Image by skeeze on 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.

Gratitude – a Reflection

In my last post I wrote about simple gratitude exercises. There was one in particular that resonated with me – reflecting on your day. As a result, I reflected on a specific event that occurred the day before. It was a cafe meeting I had with two of my colleagues. Reflecting on this event brought home to me how much I take for granted in my life. I will share my reflections about my gratitude for this interaction in the following post.

Gratitude for colleague 1 – occasional colleague

I last worked with this colleague about six months ago. Despite this elapsed time, I found we virtually took up the conversation “where we left off”. I often marvel at how this occurs – when you are with real friends, you seem to be able to resume “where you left off” even after 6 months, a year or even many years – it’s almost as if you communicate in the ether over time, even when you are going your separate ways.

Underlying this ease of conversation, is a common value system and belief about the inherent goodness of people. In our case, it also relates to an approach to organisational consulting which sets a lot of value on respecting people and seeking to create positive, productive and mentally healthy organisations. It is a rich source of support when you have a colleague, however occasional, that you can relate to so easily and share a common paradigm about people and organisations. I am very grateful for this rich relationship, developed more than three years ago, which has provided me with such professional support.

Gratitude for colleague 2 – weekly collaborator

Over more than a decade now, I have worked weekly with a colleague with whom I collaborate on manager/executive development and organisational reviews and development. While we may not be working specifically with a manager or organisation all the time, we are regularly sharing resources, planning workshops or interventions, reflecting on our activities and following up with clients.

We have in common a shared set of values which among other things encompasses working continuously to develop mentally healthy organisations. We do this through the Confident People Management Program (CPM), a longitudinal, action learning program we conduct with managers and executives in Government agencies throughout the State. In all, we have worked with over 2,000 managers in the past decade or so.

Additionally, we have undertaken organisational interventions at the request of clients who want to increase leadership effectiveness, undertake collaborative strategic planning, develop a positive and productive culture, heal divisions or act on aspects of organisational life identified by managers and/or staff as unsatisfactory.

My colleague has the contacts, the persistence and energy to generate this work – and I regularly express appreciation for this collaborative work and the rich experience and learning that this provides (not to mention the revenue involved also).

I appreciate her courageous commitment to her values and willingness to challenge others when their words and actions do not align with their stated values. Associated with this is the readiness to question her own words and actions through ongoing reflection. This personal commitment to continuous improvement in herself and others is foundational to the success we experience in engaging managers and organisations. It is underpinned by her absolute commitment to meet the needs of our clients, whether they are individuals, groups or organisations as a whole.

There is also an underlying courage and willingness to “have a go” and try something different which is both refreshing and encouraging and has taken us into consulting realms and activities that I thought would not eventuate. This is the inherent developmental aspect of our professional relationship, as we stretch our boundaries to meet the needs of our clients – managers and organisations.

I appreciate too that my colleague does not have “ego” investment in any of the processes we plan for our manager development or organisational intervention activities. This makes it so much easier to plan, explore alternative options, experiment and change course mid-action. It also facilitates the ability for collaborative reflection on action as well as in-action.

I am grateful that our relationship has been built on complementary skills – with my colleague contributing a unique depth of understanding of our public sector clients and their history as well as endless contacts. My contribution focuses on process design and our collaboration has developed my process design skills and provided the support/opportunity to explore new processes and embed different processes into our manager development activities and organisational interventions. We also share a common understanding of group and organisational dynamics and a commitment to action learning and the values that underpin this approach to manager and organisational development.

Underlying all this however, is a common set of values around respecting and valuing people and seeking to facilitate the development of mentally healthy organisations where executives, managers and staff can develop themselves and their organisations. We often describe our work as “enabling organisational participants/groups to have the conversations they should be having”- whether that is managing upwards, sharing values, planning together, resolving conflicts or building each other’s capacity and capability.

I have worked with many colleagues over more than forty years of educating and consulting, and it is rare indeed to have a colleague who brings so much to a professional relationship, who values the relationship above self-interest and is willing to collaborate in the very real sense of the word. My reflection on this cafe meeting brought home to me how much I value this ongoing professional relationship and all that it has enabled me to undertake and achieve. For this, I am very grateful, but I realise how much of this richness I take for granted. Reflecting on various professional experiences with my colleague is a catalyst for this expression of gratitude.

As we grow in mindfulness, we learn to take less for granted and grow in appreciation for the many people and things that enrich our lives. Reflection really aids the development of this sense of gratitude. Through reflection we come to see what others have contributed to our wellness, growth, mental health, sense of accomplishment and happiness. In relationships we can become who we are capable of being. Ongoing reflection helps relationships, professional and otherwise, to develop and grow richer. There is so much about reflection that underpins gratitude. Being mindful helps us to reflect, just as reflection contributes to our development of mindfulness and the associated internal and external awareness.

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

Image source: courtesy of johnhain on Pixabay

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

Mindfulness for Leadership in the Digital Age

Many of the presentations during the Mindful Leadership Online Conference, 17-26 October 2018, focus on what it means to be a leader in the digital age. Sky Jarrett, for example, discussed Thriving As a Leader in the Digital Age, and highlighted the role of mindfulness in achieving this goal. Her presentation drew on her experience with Accenture – a global consulting firm – where she is an Executive Coach and Mindfulness Instructor.

As the digital age continues to advance relentlessly with the advent of artificial intelligence and robotics, leaders are faced with new and demanding challenges and the uncertainty that derives from continuous technological, ecological and economic disruption. Life and work are becoming more complex with the generational shift and the growth in mental illness in the home and the workplace.

Thriving as a leader in the digital age through mindfulness

Sky identified how mindfulness can assist leaders to not only survive the digital era but to thrive and achieve greatness in their chosen arena of activity:

Calmness – mindfulness is necessary to develop calmness and equanimity in the face of organisational and community turbulence. Sky likens the calmness developed through mindfulness meditation to the calm of the “eye of the storm”. She suggests that the incorporation of mindfulness practice in the life of an executive is an “imperative” like the change from analogue to digital. It is critical for a leader to be grounded and not unsettled by digital turbulence if they are going to lead effectively.
Trust – Sky points to the fact that we are operating in a trust economy as part of the macro environment of the digital age. Trust underpins relationships which are the lifeblood of an organisation or community. Trust is built through integrity and consistency. Increasingly, followers look to leaders for guidance, transparency, support and reliability. Mindfulness builds self-awareness and self-management which are foundational to integrity and the development of trust.
Connection and collaboration – the digital age is the era of connectivity. Individuals, groups, organisations and communities are collaborating locally and globally – even competitors are collaborating to achieve common goals. The complexity and speed of change means that leaders can no longer be isolates steeped in knowledge and relevant experience – they will become increasingly dependent on collaboration with others as change outpaces their ability “to keep up-to-date”. Mindfulness helps a leader to experience, understand and value connectedness to themselves, others and the world around them. It also enables them to build the capacity for collaboration and enlightened action in the world.
Self-improvement – for many years now, we have focused on externalities including the continuous improvement cycle in organisations. The time has come for leaders to focus consistently on self-improvement, to take themselves as the the improvement project. This will require developing emotional awareness through mindfulness and reflection on their thoughts and actions so that a leader can enhance their response ability.
Bodily intelligence – Sky suggests that leaders will need a greater connection to their bodies in the digital era. Bodily intelligence, also termed kinaesthetic intelligence, will enable leaders to sense bodily when things are not right and to take constructive action. Somatic meditation will assist leaders to enhance their bodily intelligence and to develop the leader’s capacity to trust their body’s intuition (“gut feeling”).
Being present – as we have reiterated in this blog, the capacity to be present is an essential skill of leadership, no matter what the era. However, the digital era places greater demands on leaders to be genuinely present to others when interacting. The challenge to being present in a digital era characterised by incessant “noise” and disruptive communication, is potentially overwhelming. Mindfulness builds the capacity to shut our the noise and to fully focus on the person and task at hand.

There are many demands on leaders in the digital age, but as we grow in mindfulness we can bring calmness and equanimity to any situation, build trust and connectedness, focus on improving ourselves through reflection, more readily access our bodily intelligence and become more fully present in our daily interactions.

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

Image source: courtesy of pixel2013 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.