emotional intelligence – Grow Mindfulness

Life Shaping Events and People: Finding Our Way Home

In an earlier post, I explored the concept of authenticity and ways to develop it – after listening to a presentation by Jeff Brown at the Surrender Summit. This exposure to Jeff and his thinking stimulated my reading of his early book, Soulshaping, A Journey of Self-Creation – a revealing memoir that tracks his outer and inner journey. As a result of the heartfelt responses to this book, Jeff came to understand that he was not alone in experiencing life’s challenges and exploring the inner journey to seek out peace, happiness and fulfillment. He comments that he came to realise that “so many of us have walked the same trauma trails and endured hardships”.

Jeff contends that his disenchantment with his early adult life was a result of following the “false-path”, instead of the “true-path” – alignment with his unique, profound life purpose. He points out that the world we live in values external achievements not inner progress and constantly distracts us from our life purpose with false rewards and endless enticements designed to capture our attention and cultivate our obsessions.

His personal story captured in Soulshaping describes how he started on his journey to authenticity by listening to his “inner voice” (which he calls “Little Missy”) and exploring his true-path with its multiple challenges and turning points. He argues that the inner voice is “the little voice that knows”, is persistent and unrelenting and contains what he describes as “the karmic blueprint for our destiny”. The challenge is to allow this inner voice to reach our consciousness and influence our words and actions and, ultimately, shape our life choices.

However, the journey to authenticity – alignment with our life purpose – requires what Jeff describes as “gut wrenching, self-admission” because it is only when we expose what is really inside of us that we are able to “liberate our own voice”. Admitting “who we are”, and not persisting with our social disguises (the face we present to the world), is essential for our liberation to a life of joy, profound realisation of our connectedness and experience of the well of ease with its inherent peace and tranquility – a stark contrast to the hurly-burly world we normally inhabit with its unceasing expectations.

Writing our way to our inner home

Jeff suggests that one way to access our true-path and the attendant inner sense of contentment and aliveness, is to begin writing to remove our “emotional debris” and uncover our inner voice. To this end, I have enrolled in his online writing course, Writing Your Way Home, and I have set out on my own writing journey while concurrently exploring Jeff’s journey through reading Soulshaping and his latter book, Grounded Spirituality. My core writing project will be a reflective memoir focused on acknowledging the people who have shaped, or are shaping, my life.

In a moment of synchronicity, I recently listened to an interview with Daniel Goleman, author of Emotional Intelligence: Why It Can Matter More Than IQ, as he was discussing the fact that his life at the time involved parallel endeavours – his writings on emotional and social intelligence and his exploration of meditation through research and long-standing meditation practice. He disclosed that he was pursuing these endeavours on two fronts simultaneously by writing another book about emotional intelligence and writing what he called a “spiritual memoir”. He indicated that this latter inner journey was about the people who influenced him over his life and enabled him to be the person he is (and the person he is becoming). Daniel indicated that he was thoroughly enjoying his memoir endeavour and that he was initially writing it for himself, not necessarily for publication.

Jeff indicated that we each have events and interactions with people in our life that shape us and our way of life. Sometimes these events are traumatic and/or the people we encounter seek to turn us from our path through belittlement, envy or active discouragement. Others seek to support us to be the best we can be and assist us to explore, and stay on, our true path. As we are often reminded, “it is not what we experience in life (including traumas) that matters, but how we respond to life shaping events and people”. In reading about Jeff’s “journey into self-creation”, I came to see some parallels in my life with events and people that were life shaping for him.

Life shaping events and people

Jeff describes a number of key events and people who influenced the direction of his life and his pursuit of a writing path as a manifestation of his profound life purpose. As I read about his life, I experienced flashbacks to my own life as well as an intense motivation to begin writing my reflective memoir. I am strongly convinced that the simultaneous pursuit of his writing course and his life story will provide the fuel to energise my memoir writing and help to sustain me in this endeavour. Already, I have found the following parallels in life shaping events and people:

Adverse childhood experiences

In common with Jeff (and many other people), I had a number of adverse childhood experiences. Jeff describes having a father who wished Jeff had not been born (he wanted a girl, not a boy) and who was violent and abusive towards him, always seeking to diminish him and his achievements. He also had a mother who lived a life of “poverty trauma” and resorted to a world of fantasy as a way to cope with life’s harshness. She “closed her heart” to protect herself. Jeff experienced a life that was tumultuous and destructive as a result of the overflow of his parents’ challenging emotions and the constant state of conflict between them.

I had a similar upbringing with an alcoholic father who was suffering post-traumatic stress disorder (PTSD) as a result of his imprisonment for three years in the Changi Prisoner of War Camp. He sought to drown his pain through alcohol and, while not physically abusive towards me, he would physically attack my mother and, on at least one occasion, put her in hospital with broken ribs. I can relate strongly to what Jeff describes as the verbal assaults of his mother which drove his father “deeper into darkness”. I can hear my mother berating my father about his drinking and wasting our family income, and the resultant shouting and escalating conflict. None of us, including my father who had no psychological or government support (apart from a miserly pension), had any idea of the impact of PTSD on a person’s life and family.

In contrast to Jeff’s mother, my mother lived in the real world but experienced a life punctuated by illness and grief (her four month old son died of a brain tumour when I was 4 years old). She found her life purpose in raising her other five children, including me, and continually sacrificed herself for our physical, emotional and intellectual welfare (professional support for our emotional welfare was unachievable). She worked endlessly at the local Woolworths to sustain us and provide for our private school education. She had high hopes for each of us and encouraged us in whatever we wanted to pursue in our sport, study or work. Unlike Jeff’s mother, she opened her heart to anyone in need and, in turn, accepted food packages from Vinnies to enable us to live from week to week.

Career misfit

Jeff describes his very successful entry into a high-powered career as a defence lawyer. it was only as his Bar Admission Exams approached that he began to have doubts about whether this was a false path or a true path for him even though it involved defence of innocent people who had been subjected to a miscarriage of justice. His inner voice (Little Missy) created some cognitive dissonance for him by suggesting that he was only pursuing the external accoutrements of being a lawyer – fame, visibility, high income and social standing. Ironically, it was when he was trying on a new suit for Court appearances (a clothing accoutrement) that he heard that persistent inner voice yet again, “Who are you really?”

Immediately after I finished high school, I entered a novitiate in Sydney (about 1,000 kilometres from my home in Brisbane) and became an inductee into the life of Catholic priesthood as a contemplative monk. After completing my first year and confirmation in the religious Order, I moved to Whitefriars Seminary in Melbourne (a further 800 kilometres from home) to complete my studies and training before ordination. However, after four years there, I decided that this was not the career for me and returned home with $100 and the suit on my back. I had previously committed to vows of poverty, chastity and obedience as part of my confirmation. The decision to leave required formal approval from Rome to release me from my vows.

He arrived at a crossroads when he was due to sign a lease for a legal office to share with potential law partners. At the time, he was pulled by the Warrior in him and his survival instinct to sign up to an externally rewarding life as a defence lawyer in partnership with supportive colleagues. He described this period of sleeplessness, agitation and hellish indecision as being caught “between direction and exploration”, where he was unable to surrender to the joy of the unknown nor to experience the relief and certainty that came from “knowing where I am headed”. It was when he was in Santorini in Greece that he began to write a journal which led ultimately to his “calling” and true path of being a writer. He refused to sign the lease because his life as a defence lawyer seemed to him to be “living in disguise”, not living his real, unique self.

While I was studying in Melbourne, I consistently scored 90% in the annual oral exams for my various studies in philosophy and theology. It was suggested that I was earmarked to complete a doctorate in theology in Rome because of my academic ability and “model” behaviour as a monk dedicated to daily silence, meditation and study. However, I suffered from severe migraines and constant anxiety about my home situation where the conflict and domestic violence was relentless. I came to think that I had undertaken the vocation as a priest as an escape from my distressful home situation and to win the approval of my mother who was very religious. In some sense I was living my mother’s desire for my career – which filled a deep-seated need on her part. Like Jeff, I was torn between “direction and exploration”.

I had all the accoutrements of success – a sense of doing something worthwhile, high standing in the community and amongst my tutors and colleagues, a very balanced lifestyle and enjoyment of the journey. However, my inner voice caused me to be dissatisfied and I left the Order as I approached ordination as a priest. I had experienced an overwhelming sense of responsibility to the community generally and to my parents in particular. As it turned out, sometime after I returned home, I took my mother away from my father for her own safety (but this is another story). Both my parents blossomed when they were separated and I went on to pursue marriage and a career in the public service.

Reflection

Jeff recalls that as he set out to write a book that “talked about spirituality through the vehicle of my own journey”, he became caught up in self-deprecation. He was “riddled with shame and doubt”, questioning whether anyone would want to read about his “miserable journey”. While he recognised that the process of exploring his historical inner landscape through writing was therapeutic for himself, he doubted whether anyone else would benefit from it. His experience after publishing his book certainly put paid to these doubts about the beneficial effects of his writing for others who read his Soulshaping book.

Jeff encourages each of us to explore our life story and share it with others. His writing course provides the psychological support and technical knowhow, including insights into how to get published. He offers Soulshaping as a flexible template to assist us on our writing journey. His hope is that some of the themes he has written about will resonate with the reader/writer and provide the encouragement to follow our own true path.

Like Jeff, I have had considerable self-doubts about the benefit of writing my own memoir. However, I am encouraged by his experience and support and the resonance I have already experienced with some of the themes in his recorded journey. I am continuously flooded with recollections, insights and ideas now that I have chosen my reflective memoir as my core writing project. I am excited by the prospect of researching aspects of my life and recording my growing self-awareness. I am also flooded with feelings of gratitude towards the people who have helped shape and enrich my life. I can already envision my memoir as an e-book, illustrated with historical images from significant events in my life.

As I continue to grow in mindfulness through my regular practice of meditation, Tai Chi and reflection (including writing this blog), I look forward to exploring further my inner landscape, gaining in self-awareness and emotional regulation and experiencing the joy of creative writing grounded in lived experience.

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Image by Robert C 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 Conflict

Recently the First Person Plural: EI and Beyond podcast featured Professor George Hohlrieser (Lausanne, Switzerland) discussing, How Leaders Can Overcome Conflict. The podcast series involving collaboration between Daniel Goleman (author of Emotional Intelligence), his son Hanuman Goleman and Emotional Intelligence (EI) coach Elizabeth Solomon, is designed to raise listeners’ awareness through stories provided on interview by inspiring people. The hope is that listeners can grow in mindfulness and resilience in living proactively within the systems that surround them – within their personal, social, natural and global systems.

George works with multiple Fortune 500 companies as a clinical and organisational consultant. He recounts during the podcast the story of how he became an accidental hostage negotiator while working for the police. He has continued working in hostage negotiation (sometimes at considerable personal risk), as well as working with people who are suicidal. George is an internationally renowned speaker and best-selling author. His widely acclaimed book, Hostage at the Table: How Leaders Can Overcome Conflict, Influence Others, and Raise Performance, is undergoing revision and updating and will be published on 30 November 2022. In the book, he recounts compelling stories of real hostage situations and draws out the psychological principles that enable hostage negotiators to be successful.

Conflict management principles

During the podcast, George explained some of the principles that underpin his approach to conflict resolution and how they can apply to leaders who are attempting to influence others and develop high performance teams:

Don’t be a hostage: people can be a hostage to others – their children, parents, teachers, bosses, clients, suppliers or employees. A hostage thinks they are powerless and the pandemic generated feelings of helplessness in a lot of people. Not thinking like a hostage involves, among other things, thinking clearly about a desired outcome and establishing a positive mindset about that outcome. It also involves establishing a secure personal base, not being hostage to your own emotions.
Become a secure base: manage your own fight/flight/freeze response so that you are not caught up in what Daniel Goleman describes as the “amygdala hijack”. Develop calmness so that you “see opportunities not threats”. George mentioned that in his leadership development programs he does not use the traditional Harvard case studies but tells participants that the case study is “you” – building self-awareness, developing insight and courage and tapping into personal intuition and creativity. Being calm and secure builds trust – an essential element for conflict resolution and management.
Tell it like it is: George argues that you should not “sugar coat” the unsatisfactory situation, e.g. poor performance or inappropriate behaviour. He gives the example of telling someone that “you are too aggressive with clients – that needs to change”.
Address the conflict directly: George uses the analogy, “put the fish on the table” – drawing from his experience working with fishermen in Sicily who were scaling and cleaning fish on a table, removing the bloody, smelly bits and preparing the fish for the “great fish dinner a the end of the day” The analogy means addressing the conflict not ignoring it (“not putting the fish under the table”), dealing up front with the messiness of the issues and looking forward to a positive resolution.
The person is not the problem: George maintains that you should not “write off” the person(s) involved, e.g. “they are just argumentative, nasty or thoughtless”. He argues that there is a real problem underlying a conflict situation, e.g. the person may feel slighted or disrespected; they may feel taken for granted when passed over for a promotion or project; or they could be experiencing distress in a home situation. He illustrated this principle by telling the story about a father involved in a hostage situation – it was not that he was a “naturally violent person” but that he had been prevented from seeing his child (locked out by unreasonable access rules). The core problem in this situation was the inability of the father to see his child and the solution lay in finding a way for the father to gain access to his child.
Identify the “pain point”: George argued that you make little progress in managing conflict if you focus on “selling points” versus “pain points”. This requires active listening, not trying to persuade. The pain point is often related to a loss – past, present, future or anticipated. He mentioned Warren Bennis’ idea of “hidden grief” – that leaders are often blind to their own underlying sense of grief and can be grieving over things that happened many years earlier. George illustrated this point by recounting the stories of two CEO’s who committed suicide out of a sense of grief over some situation – economic or workplace related.
Be caring: listen for understanding and be willing to be empathetic. Express the desire for their wellbeing and demonstrate a caring attitude. George suggests that this creates a bond even with people you might consider your “enemy”. Bonding helps to dissolve conflict.
Be daring: learning a new skill such as conflict management takes you outside your “comfort zone”. Be willing to dare yourself as any new talent you desire to develop requires daring on your part – facing the fear, acknowledging the challenge and preparing yourself. Daring your employees by presenting them with challenging work or projects, develops and motivates them.
Ask questions: George suggests that asking questions empowers the other person, even in a situation where a person is suicidal. Curiosity can communicate care and concern. Questioning can help to explore the “pain point(s)” and to work towards a solution that they can accept.
Provide choice: avoid a “command and control” approach as this damages bonding and trust. The command and control approach does not motivate – it disempowers and disables people. It can lead to compliance, but not sustainable change. Provide choice wherever possible so that the person feels a sense of agency in relation to the underlying issue.

Reflection

George’s approach to conflict resolution has been developed through his experiences as a hostage negotiator and working with people who have suicidal intentions. He has also refined his approach through working with organisational leaders around the world to help them implement the fundamental conflict management principles he has developed. He emphasises that conflict management involves both caring and daring – it challenges us to move outside our comfort zone to achieve a resolution. It requires us to avoid relying on positional power and instead employ the personal power associated with integrity, humility and compassion.

His approach requires us to grow in mindfulness so that we gain the necessary self-awareness and insight into our inner landscape to operate from a calm and secure place. Mindfulness helps us to achieve the emotional regulation involved in dealing with conflictual situations and working to de-escalate the emotional tension involved. Reflection on our own resentment(s) can assist us to achieve calm, caring and daring.

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Image by iqbal nuril anwar 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.

Self-Care for Healthcare Professionals

Dr. Reena Kotecha presented at the 2020 Mindfulness & Compassion Global Summit on the topic of self-care for healthcare professionals. Reena highlighted the irony of healthcare professionals caring for everyone but themselves and, in the process, suffering pain, disillusionment and burnout. She shared her own story of depression, mental illness and suicidal thoughts resulting from working as a young doctor in an emergency department in a hospital. She was drowning in self-doubt, suffering anxiety about the future and trying to cope with her present level of stress symptoms such as palpitations and sleeplessness. Reena found her way out of the dark hole of depression through meditation.

She highlighted the stresses that healthcare professionals are experiencing in these challenging times of the Coronavirus. Reena spoke of frontline healthcare workers who had to move out of home to protect their family and/or elderly parents, of the sadness and grief they experienced with the death of patients, of the frustration of having inadequate resources (such as personal protective equipment) and of their fear for their own safety in terms of the impact of their work on their mental and physical health. Frontline professionals experience the intensity and immediacy of Coronavirus-related stress and emotional inflammation as a result of the risks to the life of their patients and their own life.

Barriers to healthcare professionals seeking help

Reena emphasised that healthcare professionals not only tended to overlook caring for themselves but also failed to seek help for their mental welfare when they really needed it. She spoke of the barriers that stop healthcare workers from seeking professional support (some of which she experienced herself):

Training focus – all the focus of their training is on how to care for others, very little of the training is focused on caring for themselves or how to seek professional help for themselves
Priority focus – healthcare professionals are singularly focused on caring for others and they fail to give priority to their own mental and emotional health that would actually enable them to care for others more effectively and in a more sustainable way. As Reena points out, healthcare professionals are much more comfortable and more proficient in the role of caregiver than that of “care-taker”.
Career focus – healthcare professionals become concerned about what others, including management, would think of them if they admitted to not coping and experiencing some form of mental illness (which still carries its own stigma). They can be concerned about how others will judge them and what impact this would have on their career.
Expectations focus – the community has highlighted the heroic efforts of the frontline healthcare workers but this brings with it an unrealistic set of expectations that they are all strong and courageous, free from normal human emotions of fear, anxiety and self-doubts and the resultant experience of depression with its concomitant impacts of inertia, exhaustion, reticence and lack of energy. In the light of this community expectation set, they are reluctant to admit to “weakness and fragility”.

Young healthcare professionals may begin their career with an unerring focus on their patients, giving priority to their caregiver role and ignoring their own needs. They may feel really uncomfortable about being seen as “needy” or becoming a “care-taker”. Professionalism is interpreted by them as being strong and efficient, able to cope with any situation. Gradually, however, the singular focus on patients begins to take its toll and is compounded by the fact that no matter how hard or fast they work, demand continues to outpace resources and capacity. They begin to experience stress, fatigue and sleeplessness. Despite these signs of not coping they push on – driven by their own expectations and the perceived expectations of others, including the “worshipping” community. Burnout results when the gap between what they are putting in and their intrinsic satisfaction with their work widens to the point where they lose belief in the value of what they are doing – burnout occurs on the physical, emotional and spiritual levels.

Mindfulness as self-care for healthcare professionals

Self-care for healthcare professionals is a lifetime passion for Reena, partly generated by her own early professional experience but also reinforced by the healthcare workers who seek her help and support during these highly stressful times. She is the founder of Mindful Medics – an 8 week course for healthcare professionals incorporating mindfulness, emotional intelligence, neuroscience and positive psychology. Participants in the course have experienced significant benefits for their mental and physical health as well as in their overall personal and professional lives.

Reena is also a highly recognised public speaker on the topic of her lived experience. For example she presented at the Happiness and Its Causes Conference in 2018 on the topic, Personal Story: Healthcare Starts with Self-Care. In her Summit presentation, Reena provided a gratitude meditation designed to focus on appreciation for what we have in the present to displace a focus on a disturbing past or anticipatory anxiety about the future. There is so much that we can be grateful for and savour in our life – nature and our environment, the development of our children, our achievements and rewards and the space of being alone.

Reena in an article, titled I am grateful…, recommends strongly that we develop a constant practice of expressing gratitude for the simple things that we have in our lives and highlights the neuroscience research that supports the benefits of gratitude for mental health and wellbeing.

Reflection

It is important to express compassion for others, especially healthcare professionals and those directly impacted by the Coronavirus. However, we have to recognise the enormous stress healthcare workers are experiencing in these challenging times and be more aware of not adding to that burden by perpetuating the expectation that they, individually and collectively, can cope with any challenge at no cost to themselves. We can also offer our support for people like Reena who are helping healthcare professionals to develop mindfulness as a means of self-care. The Mindful Healthcare Speaker Series is one ongoing event that we can support.

As we grow in mindfulness by focusing on self-care through mindfulness practices and gratitude meditation, we can become more conscious of what we are thinking and feeling and be better able to appreciate the present moment and all it has to offer in terms of overall wellness and happiness. Mindfulness enables us to identify our barriers and expectations, acknowledge when we need help, develop strategies to cope more effectively and progressively build our resilience.

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Image by Petya Georgieva from Pixabay

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

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

Developing 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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Image by Marion Wellmann 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.

Emotional Self-Awareness

Daniel Goleman, in his interview for the online Mindfulness at Work Summit in June 2018, introduced what he calls the 12 competencies of emotional intelligence. He has recently rethought the emotional intelligence framework and now has four main groups of competencies (instead of the original five) – (1) self-awareness, (2) self-management, (3) social awareness and (4) relationship management – and 12 competencies that sit under the various groupings. Emotional self-awareness is the sole competency listed under the first grouping.

Understanding “emotional intelligence”

In the interview with Mo Edjlali, President of Mindful Leader, Daniel explained that the term, “emotional intelligence”, challenges people to think about dealing with emotions intelligently, not being under their control nor ignoring them. He maintained that emotions are “part and parcel” of life and that whatever we do, even if we think we are being rational or analytical, emotions underpin our choices – our thoughts and actions.

This was brought home to me in a recent conversation with a colleague who was describing a number of actions she had taken to help a homeless person she met when interstate. She had spoken to this person and got to know their domestic violence situation and decided to provide the person with a meal. This led to helping her in other ways including providing a particular style of footwear required for a job the person was applying for. After sharing the story, my colleague then identified the emotions she was feeling as a result of her decision and her compassionate actions. She was asking herself, “For whose benefit am I doing this?”(uncertainty), “Am I doing this because it makes me feel good?”(doubt), and “What expectations am I creating in this person and can I meet them?”(fear/anxiety).

So, to achieve anything, whether improved productivity or compassionate action, we need to be able to intelligently manage the emotions involved. Daniel mentioned that in recent workshops in Nashville and Romania, different organisations and different countries, participants realised that when they talk about the characteristics of their best and worst bosses, they are talking about dimensions of emotional intelligence. My colleague and I have undertaken this exercise with over two thousand managers over more than a decade in our Confident People Management Program, and we have found that people intuitively know what are the characteristics of the best and worst managers and can identify their own feelings when working for either category of manager. There is remarkable unanimity across multiple groups in multiple locations. The characteristics could be readily matched to Daniel’s 4 groupings and the 12 competencies of emotional intelligence. Emotional self-awareness is the first and foundational competency described by him.

What is “emotional self-awareness”?

If you have “emotional self-awareness” you have developed awareness about some personal aspects such as:

what you do well and what you do not do well
what you are feeling and why you are feeling that way
how your feelings impact your thoughts
how your feelings and thoughts impact your performance
why you are doing what you are doing or being able to answer, what am I doing this for? – your purpose/meaning.

Emotional self-awareness underpins everything because it is the gateway to self-improvement – in all its mutliple aspects, including acquiring the other emotional intelligence competencies.

Daniel suggests that you may not achieve complete emotional self-awareness if you rely on mindfulness alone. He argues that because of the internal and individual focus of mindfulness, you may be unaware of blind spots. He suggests that mindfulness in combination with 360-degree feedback can help you to identify and act on these blind spots or hidden gaps in emotional intelligence competencies. He has developed, with his colleague Richard Boyatzis, an Emotional and Social Competence Inventory (ESCI 360) as a 360-degree feedback instrument to measure the twelve emotional intelligence competencies and to enable identification of blind spots in relation to the competencies.

As Daniel acknowledges, a competent coach can also help in this area of developing accurate emotional self-awareness. I recall coaching a manager where his blind spot was defensiveness and it was only after providing persistent and constant feedback over a few months that he finally accepted that he was being defensive. He was then able to demonstrate emotional self-awareness by pulling himself up whenever he started to get defensive and, in the process, name his feelings. Mindfulness can also help us to accept feedback that is uncomfortable but accurate.

Another route to developing emotional self-awareness and overcoming blind spots is participation in an action learning group where the group norm is “supportive challenge” and feedback is designed to help you be the best you can be and to achieve the best outcomes for your project and yourself. The action learning set may be less contaminated by political considerations (such as fear of repercussions) or revengeful action, than a 360-degree feedback process. The honesty norm underpinning action learning may also help to ensure that the feedback is uncontaminated.

As we grow in mindfulness and engage with others through feedback we can develop increased emotional self-awareness and be able to act on the feedback given.

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.

Finding Yourself Through Mindfulness – Start Small, Start Now

The music world and fans are mourning the death of Avicii, Swedish DJ, who died recently in Oman at the age of 28. Tim Bergling, known as Avicii, suffered ill-health for many years as a result of alcoholism and retired from touring in 2016 because life on the road did not agree with his introverted nature. He found he was so nervous before a performance that he would turn to alcohol to overcome his nervousness and to give him encouragement and confidence to perform. During his short life as a music producer, he inspired millions of other producers to explore their potentiality.

Two of his songs had a profound impact on me, not only because of their musicality, but also because of their lyrics. These songs are Wake Me Up When it’s Over and What Are You Waiting For? There are many interpretations of the lyrics of these songs, but recently I have come to interpret them in terms of mindfulness.

Wake me up when it’s all over

The lyrics of this song and the music are haunting and leave an indelible impact through the words, “All this time I was finding myself, and I
Didn’t know I was lost.”

So many of us have lost our way as the pressures of modern living close in on us. Mindfulness is very much about “finding myself” – getting to know your real self and not the narrative you carry in your head. So many people do not know that they are lost – that they have lost meaning in life because they are caught up with the unrelenting flow of expectations, their own and that of others.

Kabat-Zinn often quotes the words of James Joyce, “Mr. Duffy lived a short distance from his body”. Because our lives are taken up with thinking instead of being, we spend so much of our time in our heads, disconnected from our bodies and the world around us.

Kabat-Zinn urges us to “reinhabit our bodies” that we have become disconnected from. His book, Coming to Our Senses, stresses the need, both literally and metaphorically, to reconnect with our senses and the world around us by growing in awareness through mindfulness meditation. He reminds us that we have only one life to live and we are living it now in the present moment.

Somatic meditation – incorporating practices such as mindful walking, Tai Chi and body scan – enable us to become grounded in what Kabat-Zinn calls our “embodied presence“. Different forms of somatic meditation, for example, are used to help trauma victims to find themselves after the devastating and disorientating impact of the trauma experience.

What are you waiting for?

There is never a perfect time to start to grow in mindfulness and to reconnect with yourself. Avicii asks us the penetrating question in his song – You’re only livin’ once so tell me? What are you, what are you waiting for?

Seth Godin, marketing guru and renowned, innovative author, urges us to “start small, start now” with any new endeavour. There are many simple starting points to develop mindfulness that can lead to self-awareness and self-management and the associated benefits of calm, clarity and creativity.

Chade-Meng Tan, co-creator of Search Inside Yourself (Google’s course on mindfulness and emotional intelligence), urges us to “do less than we can imagine” but do it daily and consistently, even if it is only “one mindful breath a day”.

In the hectic pace of modern living and the constant intrusion of disruptive marketing, we are beginning to suffer from the inability to focus and bring our attention to the present moment. Neuroscience confirms the very lasting benefits for mental and physical health of growing in awareness of the present moment through mindfulness.

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

Image source: courtesy of vuongbibiptp on Pixabay

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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)

Image source: courtesy of Bess-Hamiti on Pixabay

Mindfulness and Emotional Intelligence

In a recent discussion, Daniel Goleman spoke of the influence of mindfulness on emotional intelligence. In this discussion, he relied heavily on rigorous research that he and his co-author, Richard Davidson, drew on to write their book, Altered Traits: Science Reveals How Meditation Changes Your Mind, Brain, and Body.

In an earlier book, Daniel had explained how emotional intelligence influenced decision-making, thinking processes and success in leadership and other roles.

In discussing the research behind his new book, Daniel focused on “altered traits” only – those characteristics that tended to be sustained over time, outside the meditative state.

His conclusions from the rigorous scientific studies focused on a number of aspects of emotional intelligence:

1. Self-awareness

The foundational element of emotional intelligence is self-awareness. This is developed through mindfulness. People who grow in mindfulness, through meditation practice, are better able to identify their own emotions and the impact that they themselves have on others – through their words and actions.

2. Self-management

The research strongly supports the contention that people who develop mindfulness can understand the triggers that set them off, can more readily gain control over impulse responses and are better able to stay calm even when under stress. This self-management capacity is very important for people in leadership roles as others take their emotional cues from them.

Self-management, in turn, helps people to stay focused and positive in pursuit of goals, despite setbacks. It helps us to ride out the waves that disturb the calmness in the ocean of life.

3. Social awareness

Mindfulness helps people recognise social cues and the feelings of others. It contributes to empathy, particularly where people engage in kindness and compassion meditation.

4.Relationship management

The rigorous research is not strong in supporting the contention that mindfulness enables people to inspire others, coach/mentor people effectively and handle conflict. However, anecdotal evidence and intuitive thinking suggests that self-awareness, awareness of others’ feelings and the capacity to self-manage, would all contribute to effective people management, but may not be the sole influence in the development of the requisite skill-set.

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

Image source: courtesy of Quangpraha on Pixabay

Kindness Grows

Kindness is any act of thoughtfulness, service or generosity that is a response to the need of another person. A positive aspect of kindness is that it is contagious – its positive influence grows of its own momentum.

Seth Godin alludes to this growth feature of kindness when he wrote in his blog:

Kindness ratchets up. It leads to more kindness. It can create trust and openness and truth and enthusiasm and patience and possibility.

You might be able to recall when this happened for you. I can recall my own positive feelings yesterday when a waitress helped my wife and I to put on our heavy coats to protect against the cold as we left the restaurant to step out into what felt like 4 degrees. We were visiting Ravenna in northern Italy for the day and this was our first visit.

The waitress, who was in the process of closing up after lunch on Boxing Day, went out of her way to ask where we were from. When we answered that we were from Australia, she shared her story of 9 months in Australia, including visiting our home town in Brisbane. She also disclosed that she was originally from Sweden. This kindness of engaging us in conversation at the end of the meal served to cap off a wonderful meal and was one of a number of acts of kindness we experienced during our lunch at the restaurant. She may not have realised that this was the first real conversation we had experienced in 4 weeks in Italy. We could not speak Italian but the waitress spoke English fluently.

On Christmas night, we encountered another kind act by a group of about 10 young singers and a guitarist who were travelling the streets in 3 degrees temperature and singing to individual homeless people in the streets. They sang the song, “We wish you a Merry Christmas” in a number of languages and left a gift for the homeless person.

I was pleased to learn that my son and his girlfriend, both in their twenties, spent time on Christmas Day helping a charity to serve meals to homeless people.

You can engage in kindness at any time and in any way – you can be really creative about how you show kindness to others. Kindness.org offers suggestions on how to be kind and shares stories of other peoples’ acts of kindness by way of inspiration.

In my discussion of empathy as part of emotional intelligence and mindful leadership, I highlighted the fact that kindness is one manifestation of empathetic behaviour. People who are self-absorbed are unable to perceive the needs of others or respond to those needs in a kind way. As you grow in mindfulness, your capacity for kindness grows and you are able to be more of a positive influence in the lives of others.

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

Image source: courtesy of skeeze on Pixabay

Mindful Leadership: Inspiring Followers

What do you think it would be like to follow a mindful leader, someone with advanced emotional intelligence skills? As we have discussed, mindful leadership entails self-awareness, self-management, motivation, empathy and social skills (compassion and communicating with insight). The mindful leader attracts and inspires followers because of these characteristics.

They have a highly developed level of self-awareness, acknowledge their limitations, admit when they make a mistake and are tolerant of others’ mistakes. When someone else makes a mistake they do not look for an individual to blame but undertake a system-based analysis to learn from what happened.

A mindful leader inspires confidence and trust – they are in control of their emotions. They do not lose their temper when something happens that embarrasses them or their organisation/community. Their high level of self-management enables them to stay calm in any situation they confront, even in what appears to be a crisis. This level of self-composure reassures followers that the situation is under control and models calmness and self-control.

Mindful leaders are highly motivated – they have a clear vision that is aligned to their values. In turn, they are able to effectively communicate their vision and reinforce their values by their congruence – aligning their actions with their words. This alignment means that their communications are believable and inspiring.

The mindful leader understands others’ pain and suffering and genuinely feels with and for them. They are empathetic listeners, able to reflect and clarify feelings as well as content. They are not so self-absorbed that they are oblivious to others’ feelings – they are empathetic and inspire a willingness to be open about and deal with emotions. They themselves show vulnerability by being open about their own emotions – whether that means having felt anger, disappointment, distress, pride or any other emotion.

The mindful leader is compassionate – they not only notice others’ suffering and express empathy but also act to alleviate that suffering where possible. Their compassion is an inspiration to others and gives followers permission to be compassionate to others in the organisation or the community. They talk about the organisation/ community in terms of a family – they do not employ the aggressiveness of the sport/war metaphor.

Mindful leaders communicate with insight gained through clarity of mind and a calm demeanour. They see beyond appearances and have a depth of understanding that encourges and inspires followers. Their communications are clear, meaningful and accessible – they inspire engagement.

They are fundamentally happy – they are doing something meaningful, engaging their core skills and contributing wholeheartedly to a vision that extends beyond themselves.

Chade-Meng Tan, author of Search Inside Yourself, is the epitomy of mindful leadership. His effusiveness and happiness is contagious, his vision engaging and his clarity and acuity are inspiring. Meng, in his Google Talk, explains the foundations of the Search Inside Youself program, the benefits that accrue and why he chose to embed it in a prominent, global organisation such as Google.

Meng explains that his vision is to contribute to world peace by developing, on a global scale, leaders who are compassionate. He sees that helping leaders to grow in mindfulness will achieve this goal. The Search Inside Yourself Leadership Institute is a vehicle to bring his philosophy and training to the world through conduct of workshops, seminars and intensive training on a global basis. In pursuit of this vision, Meng and his collaborators are developing trainers who can work globally.

Meng is one example of a mindful leader and his passion, humour, insight and humility are inspiring.

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

Image source: courtesy of johnhain on Pixabay