Meditation on Courage

Diana Winston recently offered a guided meditation on the topic, “Mindfulness, Courage and RBG” in honour of the life of Justice Ruth Bader Ginsburg of the US Supreme Court who died on 18 September 2020 at the age of 87.  RBG was a popular figure admired for her intellectual prowess and fierce determination to support the rights of women and native Americans.  During her tenure as a Supreme Court judge she tirelessly opposed gender discrimination and supported the right of women to have an abortion.  She changed the course of the American legal system through her dissenting judgements including her influential role in the development of the Lily Ledbetter Fair Pay Act of 2009.

In her meditation podcast, Diana portrayed Justice Ginsburg as the epitome of courage – displaying “strength of heart” in the face of powerful opposition and ongoing difficulties and challenges.  Despite being daunted by the task ahead, Justice Ginsburg pursued her convictions over a lifetime and took each step towards realisation of her goals even in the face of fear.  Although she was a “tiny person” she was a very deliberate and articulate person who had a “commanding presence”.  These characteristics were lauded by Judy Cohen and Betsy West, filmmakers and directors of the 2018 film on Justice Ginsburg’s extraordinary life, simply titled RBG.

Courage meditation

Diana begins her courage meditation podcast (at the 5-minute mark) by encouraging relaxed breathing and a body scan followed by a focus on sounds.  She uses these initial processes to help you achieve grounding in the moment.

Diana then asks you to recall a moment when you displayed courage in the face of strong opposition, challenges, and difficulties.  Your display of courage might involve a single event in your life or a protracted effort to achieve some level of justice, equity, or recognition.  It might have occurred in a work context, within your family environment, in a not-for-profit endeavour or in a sporting context.  Diana suggests that if you cannot think of when you displayed courage in your own life, you might reflect on the courageous life of Justice Ginsburg.

In the latter stages of the meditation, Diana asks you to capture what it felt like in mind and body to display courage and resilience in a challenging situation.  This reflection could generate both positive emotions (e.g. a sense of achievement/contribution) and a challenging emotion such as resentment (for the opposition you experienced).   It is important to be with these emotions and capture the whole-body experience of being courageous.

Reflection

Once we have captured what it means to be courageous in our lives, it is worth reflecting on what things/issues/ideals motivated us to be proactive in the face of challenging odds.  As we grow in mindfulness and self-awareness, we are better able to tap into what provides the energy for us to initiate and/or sustain courageous action.  We can gain a greater insight into our life purpose, our innate creativity, and our capacity to make a difference in our own life and that of others.

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Image by Alexas_Fotos from Pixabay

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

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

Cultivating Inclusive Leadership

Leadership in the future world of work presents many challenges, not the least of these being managing the diversity that will confront leaders. Diversity takes many forms – diversity of markets, of customers/clients, of technologies and of the workforce.

As countries around the world become more strongly interdependent, connected through international trade agreements and treaties, the diversity of issues will expand exponentially.  This is reflected in complex market relationships involving very significant differences in economic, cultural, political and logistical make-up.  Marketing channels differ radically by country and are constantly evolving.

The growing diversity of customers/clients has forced companies and government agencies to become more customer/client-focused in terms of communications, systems, structures and procedures.  Underpinning this responsiveness, is the need for leaders to develop a new mindset that puts the customer at the centre of considerations of policy, strategy, organisational culture, staff training and organisational access.

The emergence of new technologies, such as robots and artificial intelligence, demands that leaders are open to new ideas and ways of doing things and are creative and innovative in the way they create and deliver products and services.

The complex shift in the mix of employees versus contractors and part-time versus fulltime, creates new challenges in terms of workforce management.  Added to this shifting complexity is the need to provide flexible working arrangements, a development accelerated by the availability of emerging technologies.  The growth in an increasingly educated population, with ready access to information globally, also means that leaders will be increasingly dependent on the knowledge and skills of their workforce.  This will demand robust self-esteem and increasing capacity to connect and collaborate.  Concurrent with these challenges is the need to manage increasing generational diversity in the workforce and the related inter-generational relationships and conflicts.

Taking these macro changes into account will demand that leaders develop the capacity for inclusive leadership – the ability to manage the complexity, uncertainty and disruption of the diversity that is growing on every front.

Traits of inclusive leadership

Juliet Bourke and Bernadette Dillon produced an article published by Deloitte titled, The six signature traits of inclusive leadership: Thriving in a diverse new world.  I will discuss each of these six traits and relate them to the diversity issues identified above.

Commitment– according to Bourke and Dillon, research shows that inclusive leadership is more sustainable when it involves a personal commitment to the underlying values of “fairness” and “equity”.  While acknowledgement of the business case for inclusion can encourage leaders to be more inclusive, a commitment of heart and mind is necessary to sustain the desired behaviour.

Courage – it takes courage to challenge prevailing norms, structures and policies in the defence of inclusion.  Going against non-inclusive thinking and behaviour can lead to isolation and conflict and requires a courageous stance over a sustained period.  It also implies vulnerability and readiness to acknowledge our own mistakes and weaknesses.

Cognizance of bias – we all suffer from unconscious bias in our perception of others whether the bias is based on age, sexual preference, culture, economic position or employment status.  Bias leads to words and behaviour that undermine inclusion.  Unconscious bias creates blind spots resulting from a lack of awareness of the hurt we cause through our non-inclusive perceptions, words and actions. Inclusive leadership thus demands both self-awareness and self-management to prevent bias creeping into our actions and decisions. It also entails understanding of, and support for, people who are experiencing mental illness.

Curiosity – inclusive leadership entails openness to, and curiosity about, other ideas and perspectives.  It involves not just recognising differences but also valuing them and learning from them.  Curiosity fuels life-long learning – an essential requirement for inclusive leadership.  Bourke and Dillon argue from their research that inclusive leaders deepened their understanding of diverse perspectives by “asking curious questions and actively listening“.

Culturally intelligent – cultural intelligence has emerged as a critical leadership trait because of the global mobility of the workforce.  Now termed “CQ“, cultural intelligence involves “the capability to relate and work effectively in culturally diverse situations”.   It goes beyond cultural sensitivity and entails sustained interest in cultural diversity, a willingness to learn and adapt in culturally diverse situations and ability to plan for associated inclusive behaviour.

Collaborative – as the world of work changes with considerable rapidity and in unpredictable ways, the need to collaborate is paramount for effective and inclusive leadership.  This involves creating space and opportunities for sharing of ideas and different perspectives by diverse groups and personalities.  Synergy can result from such connections and collaborative efforts. My own research reinforces the fact that collaboration is motivational and engenders engagement, energy and creativity.

As we grow in mindfulness we can develop our emotional commitment to the value of fairness, strengthen our courage and resilience to pursue this commitment, cultivate self-awareness and curiosity and enhance our capacity to collaborate.  Mindfulness then will support our efforts to cultivate inclusive leadership in our own thoughts, words and actions and those of others.

 

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

Image source: courtesy of geralt on Pixabay

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