communication – Grow Mindfulness

The Wounds of Trauma and Their Impact on Relationships and Communication

In their book, What Happened to You?, Oprah Winfrey and Dr. Bruce Perry, provide a chapter where they bring together an understanding of the wounds of trauma and their impact on relationships, communication between people and physical illness. Throughout, they stress the mind-body connection and how the brain processes experiences. Bruce’s explanations are lucid and, together with Oprah, he illuminates the ideas and concepts with stories and examples. Oprah draws on her own traumatic upbringing and thousands of interviews with traumatised individuals of all ages; Bruce draws on his research and clinical practice, especially with traumatised children. The book reflects decades of experience and the ongoing conversations between the authors.

The book is incredibly rich in ideas, insights and stories and I found that I was better able to absorb its content by listening to the CD-Audio version which is narrated by the authors as an everyday conversation. The interchange of ideas and experiences adds to the clarity of their explanations of the wounds of trauma and the elucidation of their impact in individual cases. With the audio version of the book, Bruce also provides a series of diagrams that illustrate the conceptual framework behind the book and the shared understandings.

Understanding the wounds of trauma

Bruce contends that trauma-related symptoms are often overlooked – they are assumed to result from a functional breakdown or represent psychosomatic illness. He maintains that the symptoms of the wounds are often “dismissed, missed and misunderstood” by doctors. He illustrates this by sharing the heart-rending story of Chiara who suffered from Diabetes and at age 16 was admitted to hospital in an unconscious state resulting from “diabetic coma”. His explanation of how doctors tried unsuccessfully to treat her highlighted the doctors’ blindspot in relation to the wounds of trauma. Bruce explains how he achieved an effective diagnosis of Chiara’s condition by identifying the trigger for her traumatic response and using his understanding of neuroscience to develop a treatment protocol implemented by the doctors.

Bruce explains that different physical symptoms – such as chest pains, headaches, abdominal pain and fainting – are all potentially related to a “sensitised stress response” resulting from trauma. When I heard him explain “fainting” as one potential impact of trauma memory, I recalled how often I used to faint in Church in my childhood – simultaneously, I was experiencing the trauma of a violent, alcoholic father suffering from PTSD as a result of war service and imprisonment in Changi. My doctor had no explanation for these fainting spells. However, at the time, my home environment was heavily charged with parental conflict – unfortunately, none of us understood trauma, PTSD and the full extent of the wounds and impact of trauma, including addiction.

The impact of trauma on communication and relationships

Bruce draws on the concept of “sequential processing” of the brain to explain the impact of trauma on communication and relationships. Basically, the concept involves recognising that all sensory experience is firstly processed by the “lower brain”. Part of this processing involves matching the new input with “the catalogues of stored memories of the past”. The degree of matching with a traumatic experience determines whether or not a maladaptive stress response occurs. The smart part of our brain, the Cortex, can be shut down when the perception of risk (as a result of current or prior trauma) is very high – so the “thinking brain” is drowned out by the “survival brain”.

Bruce illustrates this by sharing the story of 3 year old Joseph who witnessed the abduction of his 11 year old sister, which resulted in her murder. At the time, Bruce was working with the FBI Child Abduction and Serial Killer Taskforce. He discovered that the FBI officers were unable to get any useful explanation from Joseph and he was asked to work with the child to try to find out information necessary to find the perpetrator and enable a conviction. Bruce provides a very detailed explanation of how he went about winning the boy’s trust and gaining the necessary information for conviction of the murderer.

As part of Bruce’s explanation of his process with Joseph, he discusses the impact of the “power differential” between the FBI Officers/himself as a stranger and the 3 year old traumatised child. He explained that when you are the person with all the power, you can be unaware of it or its potential impact. This fact has been brought home to me many times in co-facilitating the Confident People Management Program over 15 years (involving 2,000 managers in multiple programs and locations). What we have found is that the majority managers on the program (mainly drawn from the public sector) are totally unaware of their power to shape the team culture. At the outset of the program we say to them, “What you say, how you say it, what you do, how you do it and what you omit to do, shapes team culture hour in and hour out every day” – we add “whether you are conscious of it or not”.

Bruce’s discussion of the impact of trauma on communication in relationships highlights the wisdom of this advice that we have been giving to managers. He explains that the goal of communication is to achieve a “Cortex to Cortex” transmission. However, on both sides of the communication (giver and receiver), rational thoughts are first processed through “the emotional filters of the lower brain”. Hence, the message can be distorted in its transmission and reception. He explains lucidly that “our facial expression, tone of voice and words are turned into neural activity by the other person’s senses” – they can trigger a traumatised response or build the relationship with staff through developing trust, mutual respect and safety. A by-product of this approach is the development of a sense of agency in the manager themselves. One of the participants on our program provided concrete evidence of the wounds of trauma and their impact when she explained that her current highly nervous state resulted from a manager shouting at her in front of other staff – this experience was traumatic for her, the impact being compounded by the power differential (and possibly stored memories of like, past adverse experiences).

Reflection

Many researchers and therapists talk about the wounds of trauma and their impact on relationships and communication. However, Bruce and Oprah in What Happened to You, “join the dots” and “pull it all together” from their decades of experience and ongoing conversations and collaboration. They enrich the meaning of the neuroscience concepts and insights with relatable stories that clearly illustrate the points they are making.

At one stage when talking about the power differential, Bruce mentioned that it may take 10 or more sessions before a client will feel safe and be prepared to “share some of their most emotionally difficult experiences” or acknowledge their contribution to those experiences. This discussion reminded me of my experience mentoring a manager who was traumatised on a daily basis by a narcissistic Director who continuously belittled him by publicly calling out his “mistakes” in front of his staff (sometimes the “mistakes were not his, but the Director’s). It took me 7 coaching sessions of 90 minutes each over a few months before he admitted that he was defensive in his communication. He said he experienced the insight as a “blow to his stomach” – an expression which showed the embodiment of his resistance resulting from the wounds of ongoing trauma and their impact on his feelings of safety while working with me (the “power differential” was at play in a major way as I had been engaged as a consultant by the Director to coach the “inefficient” manager). I have come to realise that in this interaction, I was an external consultant with a high degree of expert, personal and referent power – I was the one that was in a position of power, what Bruce describes as “at the top of the power differential”.

There is so much that plays out in our daily interactions that we are unaware of, especially if we are in a power position. We can grow in mindfulness and self-awareness through personal study, reflection and mindfulness practices such as meditation.

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Image by Wilfried Thünker from Pixabay

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

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

How to Build 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.

Strategies for Managing Remotely

There are numerous suggestions available for managing remotely given that many people are working at home because of the social isolation associated with the Coronavirus. In a previous post, I explored some of the challenges and opportunities involved in working from home that managers need to be aware of. There are many common strategies employed by companies in relation to communication, support, information management, performance management, accountability and frequency and modes of interaction between managers and staff (and amongst staff themselves). However, it is vitally important that the practices and processes of remote management reflect and reinforce organisation culture.

Reflect organisation values in remote management practices, processes and tools

While there are many suggestions regarding best practices for remote management (for example, on YouTube©), it is important not to just “copy and paste” them into your own company’s processes. What is really needed is to build company-wide processes for remote management that reflect your company’s core values, e.g. friendliness, empowerment, accountability, transparency, consistency, inclusive. Elizabeth Hall provides a comprehensive example of how Trello’s values are embedded in a wide range of remote management processes, systems and practices for their global organisation, e.g. virtual parties, chat system with multiple channels (work and personal), saying good morning (despite country of location) and mandatory overlap hours for working wherever in the world.

Communication practices and processes for remote management

One of the basic rules for managing remotely is to find ways to compensate for the lack of social interaction that people would normally have in a “bricks and mortar” environment. From a management perspective, systems and processes for accountability are also important but need to be culturally compatible. Communication strategies can be adapted to the nature of the work, location(s) of workers, time cycle of producing product and services and sensitivity/urgency of the core business. Here are some communication strategies that companies employ to achieve these goals of social interaction, accountability and adaptability:

Mandatory online meetings – these can be daily or weekly and are mandatory often within a flexible working arrangement. This ensures one form of interaction across the team and can build in accountability via a reporting mechanism (e.g. against KPIs, project milestones, or output measures). For teams that have a high level of interdependency, a daily “stand-up” meeting via video conferencing can be important to ensure that people are “in-synch” in relation to work-in-progress. The sharing involved can take many forms, e.g. sharing “three things I did yesterday” and “three things I plan to do today”. The manager then has the opportunity to check for coordination of effort and re-visit priorities in consultation with staff. Some companies that have a mixed mode arrangement (work from home and work from company offices) ensure that all participants in the mandatory meetings are online (not a mix of face-to-face and virtual participation) – a practice designed to build in consistency and inclusiveness.
Replicating the “water cooler” experience – finding ways to make up for the lack of social interaction of remote workers. The processes employed are intended to build trust and understanding through mutual sharing, informal information exchange and storytelling. Processes range from continuous online chat channels (both business and personal) to time-structured interactions for pairs or groups of four to enable them to share information about their personal life through online video conferencing (videos of the interaction can be shared more widely in the organisation with consent of the parties involved).
Face-to-face interactions for the group – many companies institute an annual get together for a team (or linked teams) to create connections, build relationships, facilitate consistent communication of company information, share progress/strategies/intelligence and for forward planning. These can take the form of retreats, conferences or workshops and incorporate games, partner interactions and/or social events. It is important that the structure and processes of these scheduled face-to-face interactions reflect the characteristics of the company’s culture such as values, rituals and norms.
One-on-one interactions with the manager – ideally these entail visits by the manager to individual staff members. However, regular and predictable one-on-one interactions are important to gauge how a staff member is coping with their work and environment and to provide a means of accountability. It is increasingly important that managers find a balance between task and personal needs of staff when having these interactions. In crisis times like the present, managers may need to change the balance by giving employees more slack and spending more time on personal matters to provide additional personal support. This is necessary when working from home is enforced and not a matter of choice, when there are high levels of job insecurity and the broader environment is turbulent and uncertain. Managers have a duty of care in relation to the mental health of their employees. If they observe signs of mental illness, they can employ approaches such as the “R U Okay?” enquiry and access the relevant resources.

Processes and systems to support work achievement

It is important to put in place processes, systems, technology and policies to support effective remote management. Clarity around expectations and system processes supports efficiency and effectiveness and reduces misunderstanding and conflict. Developing protocols, practices and rituals provides some degree of certainty in a very uncertain world. Strategies companies employ to support work achievement include:

Setting expectations: being clear with staff about performance and behavioural expectations is critical at the outset. Included in this is establishing onboarding processes for new staff so that they understand what is expected of them as well as become familiar with the team’s processes and systems. It is common for different teams (e.g. system developers vs sales staff) to have different preferences about the means of communicating – e.g. email vs phone. At the outset, the manager can support teams to develop groundrules about how they want to operate and collaborate. For an established team, this could include exploration of the “unwritten rules” which create behavioural norms unconsciously. Clear expectations provide the stimulus for personal motivation and contribution and the groundwork for performance management. Some organisations employ 360-degree feedback to support performance management and identify development needs – the frequency of these feedback processes (e.g. quarterly, half-yearly or annually) will depend on the time cycle of the organisation and the need to highlight accountability.
Systems development: develop systems and procedures to support daily processing and achievement of team’s goals. These should be documented and readily available to all staff. In the absence of formal systems and procedures, information and intelligence can be lost and result in inconsistent treatment of staff and customers. Systems should cover data storage, retrieval and editing. Cloud storage is often recommended for ease of access for remote workers. Visuals such as flow charts, diagrams and videos can be used to support communication about systems and procedures.
Support for workers in remote localities – often remotely located employees feel “left out” because their needs are not taken into account. They suffer from inadequate infrastructure, the increased cost and limited availability of transportation and limited resources. Ways to reduce the sense of isolation for remotely located workers include establishing a “buddy” system; visits by senior management; developing joint projects involving these staff and people in hub localities; and connecting them with local groups, organisations and government entities. To help people in remote localities really feel as if they belong to the organisation, the manager can involve them in planning and review processes, ensure equitable access to training and be conscious of their timeframes (and time zones where relevant) and commitments when scheduling meetings.
Facilitate remote social interaction – this involves establishing a culturally appropriate way of providing fun and light relief so that staff can interact on a non-work basis. Some groups have instituted virtual coffee breaks or lunches and others have introduced a virtual “happy hour”, while some groups with a light-hearted approach have enjoyed virtual games and parties. Whatever form of remote social interaction you choose, it is important to encourage staff to take time out.

Reflection

Managing remotely adds considerable complexity to the role of a manager, especially in these uncertain times. The demands for emotional agility and adaptability on the part of the manager are very high. It is critical for remote managers to be able to manage themselves effectively in times of crisis.

With appropriate communication strategies and supportive systems and processes, a manager can help staff realise a work from home environment that is both enjoyable and productive. As managers grow in mindfulness through reflection on experience, mindfulness practices and meditation, they will be better able to access their resourcefulness and resilience, heighten their compassion and build a sense of agency for themselves and their staff.

In his book, A Gentleman in Moscow, Amor Towles writes about Count Alexander Rostov who was evicted from his usual plush suite in the Metropol Hotel and confined to an attic room in the hotel for an indefinite period by The Bolshevik. During an early stage of describing the house arrest, Towles shares the Count’s reflection on his confinement and depleted situation (which incorporates a salutary lesson for dealing with changed circumstances):

Having acknowledged that a man must master his circumstances or otherwise be mastered by them, the Count thought it worth considering how one was most likely to achieve this aim when one had been sentenced to a life of confinement. (p. 38-39)

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Image by Anrita1705 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 Remotely: Challenges and Opportunities

Managing remotely brings many challenges and these are compounded in the current uncertain times associated with the relentless march of the Coronavirus. Managers like their staff can be ill-prepared for the sudden change in their work location and circumstances. Managers who are used to seeing their staff daily and being able to observe what they are working on, lose that “line of sight” and can become anxious about their perceived loss of control. Workers themselves can experience a sense of social isolation and can lack access to timely information and adequate technology. These difficulties can be aggravated by distractions, particularly where there are young children at home and other children who need to maintain a school study program while being unable to attend school. Managing remotely demands increased flexibility and adaptability on the part of managers, the willingness to “cut their staff some slack” and the emotional agility to manage themselves in times of crisis.

While the challenges of remote management are personally demanding for managers, particularly in times of uncertainty, there are also opportunities inherent in the remote circumstances. These include the opportunity to develop stronger relationships with individual staff, to build effective teamwork and to promote creativity and capacity development.

The challenges of managing remotely

Staff working from home and/or in remote locations can lose their sense of belonging very quickly and become withdrawn and disengaged. Managers on our Confident People Management (CPM) Program report that some of the other challenges that arise are:

Things can get out of hand quickly
Staff can become demotivated because they often do not know “what is going on” (compounded by the absence of the informal, “drink fountain” conversations that often entail sharing, “Did you know that…?”)
Misunderstandings and conflict can arise because of the lack of information and/or communication
Staff can feel a lack of support because the normal supports (presence of mentors, technical experts and resources) are not readily accessible
The working space and/or technology of staff working from home may not be ideal
The potential for negative cohesion and “groupthink” to arise in the absence of the physical presence of the manager
Staff can experience feeling isolated and this sense of disconnection from others can compound, or be the catalyst for, mental health issues such as loneliness and depression
Managing poor performance can be more difficult because of the loss of “line of sight”, the lack of face-to-face interaction and the extra demands of communicating and problem solving on a more regular or routinised basis.

People ideally suited to working remotely are those who are self-reliant, strong communicators, self-directed, resilient, trustworthy and outcomes/results focused. Unfortunately, in these times of enforced working from home arrangements, managers do not get the opportunity to decide who is personally suited to working from home and whose work is adaptable to a working from home environment. This situation of lack of control over a critical aspect of decision making can be particularly challenging for a manager and also make performance management even more difficult because some people will not be suited to these quickly implemented, new working arrangements. The current need for social isolation and social distancing for both managers and staff can place an added burden on the manager and can make it difficult for them to maintain a positive mindset when faced with the added challenges of complexity, uncertainty and anxiety (their own and that of their staff).

The opportunities of managing remotely

Managers on our current CPM Program report that the remote management situation has surprisingly improved their communication with individual staff when they use video as apart of remote communications technology (such as Zoom© or Microsoft Teams©). Both managers and staff are finding it easier to share openly and with some degree of vulnerability in this new context. They put these relationship improvements down to the lack of workplace distractions, the absence of an open office environment where privacy is sacrificed in the misguided pursuit of efficiency and a mutual sense of vulnerability (occasioned by the Coronavirus).

With the right strategies for managing remotely, managers can create opportunities for staff to develop new skills, build resilience, improve teamwork and collaboration and gain more enjoyment and motivation in their work. As the oft-quoted English-language proverb goes, Necessity is the mother of invention – the need to do something imperative about something that is significant to working effectively, generates creativity and innovation. Both managers and staff are forced to find new ways of working and communicating to maintain their own sense of agency and to achieve the desired team outcomes.

Reflection

There is a tendency to see only the challenges inherent in remote management because of our natural negative bias when we feel threatened or forced to go outside our comfort zone. However, there are very real opportunities involved in managing remotely, not the least of these being the catalyst to involve managers in accelerated self-development. As managers grow in mindfulness through meditation, mindfulness practices and reflection they can build their personal resilience, enhance their capacity to make “adaptive change” in their behaviour and more readily access their creativity and innovation. With every challenge there is an opportunity for personal growth if the manager has worked at creating fertile ground, through mindfulness, for their own flourishing.

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Image by Anrita1705 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 Your Relationship

In an earlier post, I looked at the different levels of connection involved in “love”. Before that, I explored ways to develop a sustainable intimate relationship through mindfulness. The reality is that building a relationship takes time and effort, but the rewards are great. No relationship is perfect and the belief that this is possible, leads to unrealistic expectations that can easily undermine a relationship. Every relationship experiences its ups and downs – its highpoints and low points – as two people try to negotiate the waves of life. Many people offer sound advice on things to do and to avoid in a relationship to enable it to grow and develop. Here are some suggestions that resonate with me:

Express gratitude and appreciation: this is a consistent theme and it is understandable why people recommend this so highly. No one likes being taken for granted, especially in an intimate relationship where there is always substantial give and take. Kira Newman points out that research shows that a lack of gratitude can drag down a relationship. Gratitude can not only help the relationship but it can also be healthy for you and enable you to deal with things that would normally get you down – things like wanting to complain, being bore or feeling overwhelmed by difficulties.
Don’t harbour resentment: Leo Babauta suggests that resentment is one of seven deadly sins that can kill off a relationship. Resentment can eat away at us and cloud our thinking as well as undermine our health and wellbeing. Leo offers ways to deal with resentment in a relationship in his discussion of the deadly sins. In a previous post, I offered a process of in-depth reflection designed to reduce resentment.
Challenge your unrealistic expectations: in the early stages of a relationship, the other person seems to be perfect (our perceptions can be clouded by the honeymoon stage of love). As time goes on, we begin to notice words and actions that we find annoying or upsetting. If we dwell unduly on these unmet expectations, they can outweigh our positive experiences in the relationship. Leo suggests that unrealistic expectations of perfection in our partner and our relationship can be the seeding ground for resentment. He argues that a foundational unrealistic expectation is wanting the other person to fulfill our lives – be the source of our personal fulfillment. He argues that it is important to find our fulfillment within our self and bring to the relationship a person who fully shows up in their life.
Comprehensive and regular communication with your partner: Leo reaffirms the views of many people that communication is “the cornerstone of a good relationship”. He suggests that this communication should not only cover what we appreciate in our partner but, in a kind and courageous way, involve sharing our resentments, jealousies or unfilled expectations that may arise over time in a relationship.

Reflection

It is so easy for a relationship “to go off the rails” and many people who have been able to sustain a long-term relationship, readily admit to the times when they experienced “darkness” or deep dissatisfaction in their relationship. The suggestions in this post can help to move us out of the dark and into the light again. If we can grow in mindfulness as we pursue our personal fulfillment, we can bring to the relationship a deep sense of gratitude, an enlightened self-awareness, a capacity for reflection-in-action (to prevent unnecessary escalation of a conflict), the resilience to meet relationship challenges and the ability to sustain the effort and the lifelong learning required to enrich our relationship. Developing our relationship will enable us to reap the rewards of companionship, mutual respect, love and a deep sense of psychological safety.

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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 Sustainable Intimate Relationships through Mindfulness

Wendy Strgar, intimate relationship expert and author, stresses the role of mindfulness as a pathway to developing a sustainable intimate relationship. In her books and blog she openly shares the ups and downs, troughs and deep valleys, of the 30 plus years of her relationship with her husband. Her blog, Making Love Sustainable, has a category of posts devoted to mindfulness. Wendy’s first book, Love That Works: A Guide to Enduring Intimacy, highlights developing intimate relationships as a learning journey for both partners. Her latter book which provides a guide to awakening and sustaining intimate relationships focuses on “deep presence” and “attention” as key ingredients of a sustainable and rich intimate life. I will draw on this latter book to share some of Wendy’s insights into how to sustain an intimate relationship through mindfulness.

Mindfulness for developing and sustaining an intimate relationship

There are very clear lessons in Wendy’s second book on sustaining intimate relationships that link directly to the nature of mindfulness as defined by Jon Kabat-Zin and the definition provided by Diana Winston. Here are some key points that Wendy makes about developing and sustaining an intimate relationship:

Paying attention: Wendy’s longest chapter is devoted to this topic which she considers makes the difference between “fleeting pleasure and lasting happiness” in a relationship. Her broader focus for a discussion of attention is being fully engaged in something that you love, that enriches you and makes you fully yourself. A narrower focus that she emphasises is paying attention to your thoughts about yourself and your partner – since our thoughts create our reality. In practice, this means dealing with negative self-stories on the one hand and developing a growing consciousness of how we think about our partner (a neglected area of personal inquiry). As we have mentioned previously, “we are not our thoughts” nor is our partner solely what we think they are.
Being present: Wendy emphasises presence and being in the moment as key ways to communicate love and respect in an intimate relationship. If our mind is continuously wandering and we are lost in thought (about our “to-do list” for example), we cannot be truly present to the other person. In her blog post, Gifting Your Real Presence, she discusses the relationship benefits of being fully present and ways to achieve real presence.
Deep listening: the art of deep listening involves both paying attention and being present. Wendy suggests that these aspects in combination develop the capacity for “full-body attention” and enable our partner to “feel truly heard”. This art of listening requires that we do not “try to solve the other person’s problems or to steer the conversation” to something about ourselves and our achievements (to avoid the emotive content of the conversation). In Wendy’s view, “attentive listening” serves to “enliven our intimate connection”.
Being non-judgemental: it is very easy to become obsessed with the negative spiral of identifying our partner’s faults and deficiencies (often to defend our own position or our sense of self-worth). We can get into the negative habit of highlighting their lack of congruence – the inconsistency between their words (particularly their advice to us) and their actions. Again, paying attention to our thoughts about our partner will surface this tendency to judge and/or project our negative traits onto our intimate partner.
Developing the intention to focus on the relationship: Wendy suggests that an intimate relationship should be viewed as a container or environment that sustains “an atmosphere hospitable to love” (and intimacy). This entails focusing on cultivating the relationship rather than the singular pursuit of our own needs at our partner’s expense or subservience to the assumed needs of our partner out of a sense of obligation. Focusing on the relationship could also mean exploring the “unwritten rules” in the relationship. When we focus on cultivating the relationship atmosphere we can also think of the analogy of a garden. Wendy suggests an intimate relationship needs the fertile soil of “showing up” in the relationship (translates to “sharing”), the pure water of setting aside time for intimacy, and the fresh air of clear and unambiguous communication.
Bringing openness and curiosity to the relationship: this aspect lines up with Diana Winston’s explanation of mindfulness. This entails a readiness to learn about our-self-in-the-relationship (through self-observation) and to get to know and understand our partner intimately – including their needs and preferences, communication style and their energy pattern.

Reflection

Developing a sustainable intimate relationship involves a lifetime pursuit of learning and focused intention to cultivate a loving environment for the relationship (rather than just accepting established patterns of saying and doing things which may be injurious to sustainability). As we grow in mindfulness, we can learn to pay attention, be fully present, listen deeply, observe non-judgmentally and develop self-awareness and an unadulterated awareness of our partner (not contaminated by our unfulfilled need for attention derived from a deficient childhood). Being mindful in an intimate relationship does not involve losing our self in the relationship but finding our self through the relationship. It entails showing up fully in our life to enrich the relationship and engender intimacy through mutual appreciation and gratitude.

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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 Resonance through Listening: Leadership in Action

In a previous post I discussed leadership as resonance, drawing on the work of biophysicist Ginny Whitelaw. Fundamental to this concept is the role of a leader as an “energy concentrator” – capturing, focusing and amplifying energy. This process is a two-way street. The leader generates energy alignment and amplification through developing a vision, shaping team culture and enabling the transformation of creative energy into innovation. On the other hand, the leader captures the energy of his or her followers through listening – being in tune with their energy vibration, removing political and organisational blockages and providing energetic support. This is very much a form of bottom-up management, in contrast to the former way of concentrating energy through vision and culture which is a top-down approach. Listening, then, is a means of achieving resonance – aligning with and amplifying energy vibrations from followers.

Listening as resonance

A common expression used to describe the act of listening is to say that people who are actively listening in a conversation are on the “same wavelength” – their energy vibrations are aligned. Ginny, drawing on neuroscience research, maintains that this statement is both metaphorically and literally true – if the leader is actively listening, they are matching the brain waves of the communicator, making a map of the other person’s energy vibrations within their own brain. This is what Ginny calls “connected communication”. As she points out, when we are on the same wavelength, we have access to a deeper level of understanding and information exchange. This is in direct contrast to parallel conversations where there are no connections and people are “talking past” each other. In Ginny’s words, listening involves a sensitivity to the point that the conversation changes us and has a healing effect.

Disconnected communication – a lack of listening and dissipation of energy

Communication is a form of energy exchange that can be either employed to make things happen or dissipated through failure to listen by either party in a conversation. In organisations, it is all too common for staff to lose heart and energy when their leader fails to listen, to be in tune with what they are saying. This can happen in communications about ideas for improvement, expression of dissatisfaction about some aspect of the workplace or work practices or identification of potential risks. Leaders can tune out through a need to maintain control, through their own busyness or habit of interrupting the speaker or diverting unpleasant or challenging conversations. Leaders often attempt to solve the problems of followers before they have heard and understood what the real problem is.

Developing resonance through listening

Leaders can develop their capacity to listen effectively and develop resonance – energy alignment and amplification – through mindfulness practices. These can take many forms as discussed in this blog – such as meditations to address fear, the need for control, resentment or negative self-talk. A very useful strategy is to reflect on a situation where you failed to listen effectively. You can ask the following questions in your reflection:

What was the situation and the nature of the conversation?
What was happening for me in terms of my thoughts or feelings?
To what extent was my need for control involved?
How did the exchange impact my sense of self-worth or self-identity?
What was my mindset in the interaction?
What intention did I bring to the conversation?
What words or actions did I use to curtail, redirect or end the conversation?
What negative impact did I have on the energy of the communicator?

Honest answers to these penetrating questions can enable you to increase your self-awareness, remove blockages to your listening and open the way to develop resonance through effective listening.

Reflection

The way we listen as leaders can build resonance or dissipate energy. As we grow in mindfulness through meditation, mindfulness practices in our daily life or reflection on our words and action, we can better attune ourselves to what others are saying – both in terms of the content and significance of their communication. We will be better able to match and amplify their energy and facilitate the transformation of ideas into action. Mindfulness enables us to be present in the moment, aware of our own emotions and that of others and builds the capacity to self-regulate our words and actions. Connected communication is a challenge but it is essential to leadership effectiveness as research and our own experience continuously affirms. ___________________________________________

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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.

Overcoming the Tyranny of Email

Every time I facilitate a manager development course, the topic of email arises along with an expression of hopelessness – people are suffering from the tyranny of email. They often feel out of control, overwhelmed by the volume of email and stressed by the “implied” deadlines involved. People sometimes perceive their inbox as a “ticking timebomb” if they don’t immediately process email as it arrives.

The emotional burden of email

Our communication patterns and related expectations have accelerated since the days of “slow mail” – the hand-written letter. The expectations of a timely response have grown with the increased speed of communication – how often are you asked, “I just sent you an email (or text message), didn’t you receive it?” The expectation of a speedy response is implied along with the underlying assumption that their communication is the only thing you have to deal with during the day.

Leo Babauta, author of the Zen Habits blog and related eBooks, found that reading his email before he got out of bed was actually a procrastination habit – putting off getting out of bed and also delaying doing something productive like researching, writing or planning his day. I have found that if I focus on writing a blog post before I read my email, I am much more productive and less distracted. I can relegate email to the role of a secondary, rather than primary, priority.

Recent research has shown that if you access your phone first thing in the morning (to check emails, texts and Instagram notifications), you are limiting your productivity and capacity for creative problem solving, adding stress to your life and making yourself unhappy.

The tyranny of email – capturing your attention

Besides adding to your stress, the volume of email and its implied deadlines serve to capture your attention and distract you from more important things that you are doing or have to do. Email is a form of disruptive technology more often driven by people who are actively trying to gain your attention to pursue their own ends. If you let it, email takes over your life, determines your priorities and undermines your capacity to focus.

Frequent checking of email takes you off-task and reduces your productivity because you have to take time to reset your brain when you return to your task at hand. Research has found that people who check their email only three times a day (instead of the average of 15 times per day) experience less stress, are more productive and achieve a greater sense of satisfaction during the day because they are better able to accomplish desired results.

How often do you find yourself following a “link-chain” in an email and going completely off-task to explore the latest news, social media post or “lifestyle” comment? Some people are driven by the desire for the latest news and pursuit of this desire consumes time and energy. If you find that you have no surplus in your life, you might find that your email-reading habits consume much of the space in your life.

A mindful way to handle email

Leo Babauta provides an approach to handling email which he calls, A Mindful Guide to Email in 20 Minutes a Day. The essence of his approach is to avoid starting the day reading email, allocate 20 minutes for reading email, have a system for sorting through your daily inbox, take action appropriately and reduce your inbox flow by unsubscribing from electronic newsletters, notifications, etc.

His system identifies three kinds of action that you can take:

delete (or store in a folder for future reference if you are going to use it later)
action in two minutes (brief responses where required)
add to your to-do list (if you need to take action that will be longer than 2 minutes).

One of the problems with email is that we become indecisive and put off action on individual items, only to return later and repeat the process – this is a waste of time and a major source of distraction. Having a clear system enables you to regain control from the tyranny of email, so that you are in the “driver’s seat”.

Leo’s final piece of advice is to treat the process of email as a mindful endeavour – undertaken consciously, thoughtfully, with compassion and kindness. It is important to realise that email amplifies the message because of the proximity of the screen – so, for instance, writing in all capitals is effectively experienced as shouting. Mindfulness, too, is developed if we express gratitude for the opportunity that email provides, especially being able to connect with others and maintain valuable relationships.

As we grow in mindfulness by treating email as a conscious, mindful endeavour undertaken in a systematic (rather than chaotic) way, we learn to overcome the tyranny of email, regain control over our priorities and improve our productivity.

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

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Overcoming a Toxic Work Environment through Action Learning

Dr. Rod Waddington, PhD, recently published an article about his doctoral research which incorporated action learning as a central intervention. His article, Improving the work climate in a TVET [Technical & Vocational Education} college through changing conversations, tracks his intervention as Human Resource Development (HRD) Manager in a college in South Africa that had five campuses.

Organisational toxicity and its impacts

The college was characterised by a toxic workplace that resulted in both physical and psychological problems for employees, both managers and staff. Rod discussed the toxicity of the organisation in terms of the “toxic triangle” described in the article by Padilla, Hogan & Kaiser, The toxic triangle: Destructive leaders, susceptible followers, and conducive environments.

Rod was then able to address the three elements that contributed to toxicity in the college – toxic leaders, toxic followers and a toxic organisational context (systems, processes and procedures that enabled toxicity to develop and grow). Toxic leaders were identified as displaying narcissistic tendencies and traits in that they micromanaged, abused and bullied staff, failed to address poor behaviour (in part, because of favouritism), threw tantrums and undermined engagement, productivity and wellness of managers and staff.

The Action Learning Group

Rod was able to create an action learning group (action learning set) comprising a representative group of nine managers who managed campuses and reported to the Corporate Centre where the HRD manager worked. His description of this approach to organisational intervention was in terms of engaging people who were directly impacted by, and were contributeding to, the toxic organisational environment:

I had to learn to adopt an inclusive, participative, democratic paradigm to guide a bottom-up approach. I thus recruited other managers as participants, co-researchers and change agents to constitute an action learning set. (p.9)

The Action Learning Process

Rod chose to use a process of drawing and story telling to capture the experiences and feelings of the managers who formed the action learning group. He provided a large calico sheet for them to draw on and space around a central drawing of a river which symbolised the flow of events and the connectedness and interdependence of the group members.

In the first instance, the managers in the participating group were invited to identify events that contributed to their experience of trauma and stress. The invitation to draw and use colours and shapes engaged their right brain and moved them away from their usual mode of thinking – thus providing some sense of safety in exchanging information that was self-disclosing and uncomfortable, leaving them vulnerable.

The story telling or narrative that followed the drawings enabled the managers to articulate what they each had been feeling for a long time but that they had denied, submerged and kept hidden from others. The process gave them permission to be honest in their communication with each other because it helped them to realise that they were not alone in their experience of personal hurt and dissatisfaction.

The participating managers identified different feelings – a strong sense of abandonment through lack of support, devalued because they were not listened to, dehumanised because they were verbally abused and hopelessness because there was no positivity or direction provided.

In a second round of drawings, the managers were asked to develop a picture of a changed workplace which incorporated the values that had been denied through the toxicity of the work environment. This second drawing enabled the managers to tap into a sense of empowerment and hope that they could create an environment conductive to improved personal physical and mental health and to the development of an organisation characterised by wellness and mutual respect.

Outcomes of the Action Learning Process

Participants started to admit their own feelings as well as the part they themselves played in perpetuating the toxic environment. This growth in self-awareness enabled them to move from helplessness and self-blame to take up the “agency and responsibility” offered to them through the action learning process. In this way, they developed skills in self-management. Hence, the intervention overall enabled the development of managerial agency for the participant managers.

The focus of conversation amongst the managers moved from negative thoughts and stories to discussion focused on hope and aspiration. A key outcome was the development of a sense of responsibility, not only for their own area of responsibility but also for the organisation as a whole. This was reflected in the managers’ agreement to initiate a “values campaign” in their areas of responsibility based on five core values – inclusiveness, participation, trust, empowerment and consultation. They developed an agreed format for posters to be used as part of this “values advocacy”.

Through the processes of drawing, sharing and reflecting, participants built trust in each other, changed their mind-sets, developed better coping skills and increased resilience as proactive change managers.

The action learning process and the development of mindfulness

The action learning process enabled the participant managers to grow in mindfulness – becoming increasingly aware of themselves and the impact of their thoughts, feelings and behaviour on their organisational environment. Along with this increased self-awareness, they developed enhanced self-management skills, taking up responsibility for shaping their work environment and becoming more assertive in communicating and pursuing their own needs and those of their staff.

The participant managers were able to develop awareness through a clear focus on improving a toxic work environment and doing so in a non-judgmental way, moving from self-blame and blaming others to acting to improve the situation for all who were experiencing the pain and suffering resulting from organisational toxicity. So, they were motivated not only to remove their own pain and suffering but also that of others affected by the work environment. This then reflects compassion , a key feature of emotional intelligence and mindful leadership.

[Note: Dr. Rod Waddington published the abovementioned article with co-author, Leslie Wood, Research Professor, Faculty of Education Sciences, North-West University, South Africa.]

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

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

Payoff from Self-Awareness

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

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

Space to develop creative options

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

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

More effective communication of your needs

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

More responsive to the needs of others

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

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

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

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

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

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