Developing an Anchor for Your Meditation

A meditation anchor serves to stabilise your thoughts when your mind starts to wander during a meditation exercise.  It is a way to secure your focus and restore your attention when you are invariably beset by distracting thoughts – a common occurrence for both experienced and inexperienced meditators.  An anchor is a personal choice and what works at one time may not work in another situation.  Diana Winston in her meditation podcast, Alternatives to Breath Awareness, highlights the difficulties that people are experiencing with breath as an anchor while wild fires are raging in California.  People who suffer from respiratory problems, either chronically or intermittently, may also find that breathing is a difficult anchor to use during meditation.  Diana suggests bodily sensations or sounds as alternatives to breath awareness that can serve as an anchor during meditation.

Bodily sensations as an anchor during meditation

Often guided meditations begin with a focus on bodily sensations, e.g. feeling the firmness of the floor or ground beneath your feet.  This focus can be expanded to noticing the warmth or energy flow through your fingers when they are touching.   You might alternatively focus on the breeze on your face, the sensation of uprightness in your chair, the support beneath your body from the  ground or the sense of strength in your core.  Personal preference plays a big part in choosing a bodily sensation as an anchor during meditation.  It is important that it is emotionally neutral and does not evoke either strong emotions or racing thoughts.  The anchor is designed to bring stability when everything around you is constantly changing, including your thoughts and emotions.

Sound as an anchor during meditation

Diana frequently recommends sounds as an anchor for meditation during her MARC meditation podcasts.  The challenge here is to avoid evaluating the sound (e.g. in terms of whether it is good or annoying) or analyzing it (e.g. trying to identify the source of the sound).  Evaluation or analysis can take you away from your meditation focus and set in train a whole new line of thinking.   The sounds you choose can be anything that is relatively neutral.  Every room has its own room tone, and this can be an anchor.  If you tune into sounds, it can be useful to listen for the hardest to hear sound which intensifies your attention on listening.  When engaging in mindful walking in the outdoors, it can be very rewarding to use the sound of birds surrounding you as an anchor.

Reflection

I recall that when we had the bushfires in Queensland, I found it very difficult to use breath as a meditation anchor because of the amount of smoke and ash in the air.  I resorted to using the bodily sensation of fingers touching each other as an alternative.  This has served me well ever since as I use this anchor during waiting time to increase my awareness.

The main point is to choose something as an anchor that works for you (this may require some experimentation) and being able to adapt as your circumstances change.  What works at one time, may not work at another time.  As we grow in mindfulness through different forms of meditation and developing our awareness muscle through effective meditation anchors, we will be better able to ride the waves of daily life and the challenges they present.

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Image by Oleg Mityukhin 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.

Mindful Breathing – Being, not Thinking

Western society is strong on thinking and we have developed so many words to describe the act of thinking.  Here’s just a few:

  • analyze
  • summarize
  • categorize
  • synthesize
  • realize

Jon Kabat-Zinn suggests that we have become so engrossed in thinking all the time that we have lost the art of just being.  We have lost touch with the present moment with all its potential for creativity, calm and clarity. He strongly recommends developing the art of mindful breathing and offers a 3 minute meditation exercise based on conscious breathing:

One of the challenges of mindful breathing is to stop the distraction of thinking and to remain focused in a non-judgmental way – clearing our thoughts as they occur without judging ourselves for their occurrence.

Isabel Allende in her book, Maya’s Notebook, describes Maya talking to her host Manuel and, in the process, identifies the difficulty of staying focused on breathing – on being, not thinking:

I found him watching the sunset from the big front window, and I asked him what he was doing.

“Breathing.”

“I’m breathing too.  That is not what I was referring to.”

“Until you interrupted me, Maya, I was breathing, nothing more.  You should see how difficult it is to breathe without thinking.”   [Maya’s Notebook, p.69]

And therein lies the challenge of mindful breathing – not only do you have to fend off distractions caused by your own thoughts, but also the interruptions unwittingly caused by others who need to share their thoughts or want you to do so.  Thinking has become our substitute mode of being – we live in our minds not in the reality of everyday life and the present moment.

Psychologists point out that this disconnection from the present has resulted in much of the mental illness that is prevalent today – we suffer depression because we are living in the past or suffer anxiety because we are living in the future. Mental health and well-being reside in mindfulness and mindful breathing that are accessible to us at any moment.

Image Source: Courtesy of Pixabay.com