Tag: grow mindfulness

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

Mindful Leadership: Social Skills – Communicating with Insight

Chade-Meng Tan (affectionately known as “Meng”), is the author of the book, Search Inside Yourself, a developer of the related Google course and one of the founders of the Search Inside Yourself Leadership Institute.

Meng maintains that as we grow in mindfulness we develop calmness of mind and clarity of thought.  So whatever the stressful situation we are in, we are able to remain in control of our emotions – instead of being held captive by the primitive part of our brain, the amygdala. (Meng’s Google Talk)

We are able to notice our emotions as they occur and to choose how we respond, e.g communicate with compassion, instead of with anger.  We are no longer controlled by our emotions.

The insight we gain is not only insight into ourselves but also understanding and insight into others’ emotions, motivations and behaviour.  So we are better able to communicate from this position of increased understanding and insight, a position of increased clarity of mind not confounded by emotions.  We also gain a greater understanding and appreciation of our environment, both the natural environment and also the micro and macro work context.

The Search Inside Yourself Leadership Institute’s two day program on mindful leadership and emotional intelligence offers a process to help leaders communicate with insight in the context of difficult conversations.  The process involves reflection on a conflicted conversation that you have been involved in with another person.  It aims to help you to gain insight into your own perceptions, emotions and motivation and those of the other person.

The two step process starts with an analysis of your involvement in the conflict.   Firstly you are asked to identify the content of the conflict (what happened from your perspective) and secondly, your feelings at the time (your emotions). The process then helps you to gain a deep insight into your own motivations.

The third step, then, is the critical one. The assumption is that both parties in the conflict are ultimately trying to deal with identity issues  – a fundamental motivation behind the conflict for each party.  These identity issues are expressed as three  questions:

  • am I competent?
  • am I a good person?
  • am I worthy of love?

Once you answer these identity issues questions for yourself, you put yourself in the position of the other person and repeat the three step process with respect to the other person in the conflict (the what, the feelings and the identity issues for them).

This then puts you in a position to communicate with renewed insight into the other person in the conflict  You should undertake the follow-up conversation only after you have first reflected on your intention on having the subsequent conversation.  You may actually decide not to pursue a further conversation at this point, but resolve to approach the next interaction with greater care and insight.

Communicating with insight comes with growth in mindfulness.  As Meng points out, if you have developed mindfulness, you are able to approach any situation, whatever it involves, with clarity of mind and  calmness (free from from the influence of uncontrolled emotions).

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

Image source: courtesy of geralt on Pixabay

Mindful Leadership: Social Skills – Compassion

Compassion is recognising a person’s pain and suffering and having an active desire to alleviate that pain and suffering.

Dr. James Doty, in his Ted Talk on The Science of Compassion, identifies three components of compassion:

  1. noticing another suffering (realise)
  2. showing empathetic concern (relate)
  3. taking some action to mitigate the pain (relieve)

Hence, compassion differs from empathy in that the emphasis is placed on taking action to redress suffering, not just feeling with and/or for another person.

James Doty suggests that many organisational leaders who seek power and control, lose their capacity to empathise and their willingness to be compassionate.

However, he points out the research in a book by Jane Dutton and Monica  Worline, Awakening Compassion at Work, where the authors show that compassion positively impacts the bottom line.  They contend that the benefits are two-dimensional.  Firstly, trust, cooperation and satisfaction increase; secondly, burnout, turnover and absence decrease.

Shari Storm, in her TED Talk, Building a Compassionate Workplace, maintains that one of the major impediments to developing compassionate organisational leaders and a compassionate workplace, is the metaphors we use to describe work – which become embedded in our language, influences our thinking and shapes our behaviour.  She identifies both the war and sports metaphors as problematic because they promote competition and winning over care and concern.  She suggests that the family as a metaphor for work would open up increased possibilities for nurturing in the workplace.  It would also enable women to flourish and thrive because women would be better able to relate to such a metaphor.

Unfortunately, the sports/ war metaphors tend to be male-centric and feed the desire of men to be seen as “macho”.   What is not easily recognised is that compassion requires courage as well as concern – particularly where you have to break out of the leader stereotypes encapsulated in the sports/war metaphors.

Mo Cheeks, head coach of the Portland Trail Blazers, broke the stereotype at the start of the NBA playoff with Dallas Mavericks.  When 13 year old Natalie Gilbert, through nerves, forgot the words when singing the national anthem, Mo came to her aid, put his arm around her shoulder and gave her a helping hand by singing with her (despite not being a very good singer).  The crowd joined in and Mo has been universally praised for his courageous, compassionate action.  This event shows too that compassion is contagious – if only leaders would realise its power to transform organisations.

How can leaders show compassion?

There are multiple ways leaders can demonstrate compassion – what it takes is a compassionate mindset and the courage to act on it.  Here are just a few examples of compassion in action:

  • providing time off to people who experience trauma in the workplace
  • supporting middle level managers who have to lay off staff to deal with the anger and grief involved, as well as the rupture to the social fabric of the organisation
  • educating managers how to deal with mental health issues in the workplace, for the sake of the managers as well as for those staff experiencing mental illness
  • providing independent expert support to managers and staff who are experiencing difficulties
  • conducting rituals to express grief at the closure of an organisation or a major transition to a new structure
  • allowing staff time to deal with their negative emotions during major organisational change
  • publicly acknowledging the contribution of long- serving organisational members who are retiring – recognising that they will be experiencing mixed emotions including a sense of loss as well as excitement about their future.

As we grow in mindfulness, we are better able to notice when people are suffering, to show empathetic concern and act courageously to alleviate their suffering.

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

Image source: courtesy of WerbeFabrik on Pixabay

 

Mindful Leadership: Empathy

 

The Search Inside Yourself Leadership Institute draws on Evan Thompson’s (2001) explanation of the nature of empathy that identifies two key aspects:

(a) The ability to experience and understand what others feel

(b) while maintaining a clear discernment about your own and the other person’s feeling and perspectives.

(Empathy and Consciousness, Journal of Consciousness Studies, 8, 1-32)

So the first aspect of empathy is the capacity to experience what the other person is experiencing from their perspective.  It is like, metaphorically, standing in their place, realising and understanding what they are thinking and feeling.  It is not trying to provide a psychological solution or judging the emotion of the other person.  At the heart of empathy is understanding both intellectually and emotionally what is involved for the other person.

Secondly, it is the discernment ability to separate the other person’s emotion from your own.  It is not owning the other person’s feelings as if they were your own. This ability to differentiate yourself and your feelings from the other person and their feelings is critical.  An inability to do this means that you will eventually suffer from empathy overload, which can be harmful to you and reduces your capacity to help the other person.  Total identification with the other person is not the goal of a healthy approach to empathy.

There are a number of ways to enhance your empathy.  Here I will discuss three strategies:

1.Understanding and appreciating similarities

Foundational to empathy is self-awareness and the ability to recognise similarities between ourself and other people.  When we focus on differences, we are less able to empathise with others and are more inclined to make assumptions about others.  It is interesting, too, that we tend to judge ourselves by our intentions and judge others by their presumed motivation.  We all know that there can be a huge gap between intention and action.

2. Empathetic listening

Empathetic listening involves not only attending to what someone’s is saying (the words), but also the feelings (the emotions) behind the words. It includes the capacity to not only reflect back the content of the other person’s communication, but also the ability to reflect back the emotion and depth of emotion  involved.  This is often very difficult to do, given our busy lives and our tendency to run away from emotional encounters – either withdrawing physically or psychologically by tuning out.  As we grow in mindfulness, we are better able to stay present to the other person and listen empathetically.

3 Kindness

Simple acts of kindness, helping another in difficulty, builds empathy as it relies on awareness of another’s predicament and a willingness to take some action towards assisting that person.  If you are looking for inspiration for your own acts of kindness, here are some websites that may help:

Random Acts of Kindness

Kindness.org

103 Random Acts of Kindness

As you grow in mindfulness you develop your capacity to be empathetic, as empathy requires you to be present on purpose and non-judgementally.

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

Image source: courtesy of geralt on Pixabay

Mindful Leadership: Motivation

There are a number of ways to build our motivation and mindfulness as a leader and I will discuss four ways here.

1. Alignment with our values

When what we are doing is aligned with our values, we have more energy, focus and insight.  In an earlier post, I asked the question, “What are you doing this for?”  In that post, I explored the exercise involving the process of asking yourself three times “why?” i.e.  why are you doing the work/ activity that you are doing ?   This is one way to check your motivation and how aligned it is with your values.

2. Alignment with our core skills

Previously, I explored three elements that contribute to happiness- an intrinsic source of motivation.  One of the core elements was how well aligned your work or other activity was with your core skills.  Alignment with your core skills keeps boredom at bay, builds learning through challenge and maintains motivation.

3. Envisioning our future

The capacity to envision the future provides the opportunity to work towards some desired state or future condition – this clarity around an end goal helps to maintain motivation and guide action.  The Search Inside Yourself Leadership Institute provides leaders with a way to discover an ideal future through a scenario and a series of questions:

If everything in my life starting today, meets my most optimistic expectations, what will my life be like in 5 years?

  • Who are you and what are you doing?
  • How do you feel?
  • What do people say about you?

Consciousness about what you are working towards is foundational to mindful leadership, because a core role of a leader is setting a future direction..  If you don’t know where you are heading, it is difficult for others to follow you.

4. Building resilience

Resilience is your capacity to bounce back from setbacks and disappointments in pursuit of a goal or end vision.  There are always things that create temporary barriers to goal achievement such as illness, loss of sponsorship or exhaustion.  Resilience enables us to overcome these impediments and persist in the pursuit of an end state. In an earlier post, I discussed how mindfulness develops resilience.  The mindful leader needs to be resilient if they are to persist in the face of difficulties and enable their followers to contribute to their vision.

As we grow in mindfulness, we develop the capacity to create a greater alignment with our values and core skills, gain clarity about our vision and build resilience in the face of obstacles.  Each of these elements contribute to our development and motivation as a mindful leader.

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

Image source: courtesy of dweedon1 on Pixabay

 

Mindful Leadership: Self-Management

Self-management relies very heavily on self-awareness. If we are not conscious of what we are thinking, saying and doing – and the impact of our thoughts, words and actions – we are incapable of managing ourselves.

Self-management, according to the Search Inside Yourself Leadership Institute, is “the process of managing one’s internal states, impulses and resources”.

Viktor Frankl, author of Man’s Search for Meaning, identified the opportunity space for self- management:

Between stimulus and response, there is a space.  In that space lives our freedom and our power to choose our response.  In our response lies our greatest happiness.

There are a number of ways to develop self-management.  I will discuss two approaches in this post:

1. Managing Your Response to Negative Triggers

We all have situations, people or events that “set us off”.  They may stimulate anger, frustration, annoyance or anyone of the multitude of negative emotions.  As Vikto Frankl pointed out, we really have a choice of how to respond.  In a previous post, I discussed the SBNRR process (stop, breathe, notice, reflect and respond) to help you manage your response to your negative triggers.  Reflect is an important stage of the process because it seeks to get us to move beyond the particular negative stimulus and response to gain insight into any observable pattern, e.g. obstinacy when dealing with a person in authority.

2. Mindful Listening

Mindful listening requires us to be fully present to the other person, to understand what they are saying and the significance for that person.  It also means to be able to reflect back their words and feelings, and the depth of those feelings. It requires discipline to stay with the other person’s conversation and to avoid diverting the conversation to yourself and your own experience.  It also means avoiding interrupting the other person mid-sentence.  All of this takes considerable self-management.  Mastering mindful listening is a lifetime pursuit – in the process you will develop self-management and grow in mindfulness.

Self-management contributes to the development of mindfulness; as we grow in mindfulness it becomes easier to manage ourselves and our responses. Both contribute to the development of mindful leadership.

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

Image source: courtesy of moulinaem on Pixabay

 

 

Mindful Leadership: Self-Awareness

Self-awareness can be developed in many ways and it underpins much of what is involved in effective leadership.

I will discuss a few ways to develop self-awareness but this is a lifetime pursuit!

1. 3 Minute Journaling

I discussed this process in more detail in a previous post on journaling.  This free form of writing and reflecting is a very powerful tool for developing self-awareness.  You can build the practice of 3 minute journaling into each day at a set time, e.g. at the end of a day, or use the process more spontaneously when the inclination and opportunity arises.  In reading through what you have written, free of ongoing editing, you will achieve a closer insight into yourself and your reactions to people and events.

2. Somatic Meditation

This is an approach to increased body awareness. In previous posts, I discussed two approaches to this form of meditation – lower belly breathing and whole body breathing.

3. Progressive Relaxation

This involves progressively focusing on all parts of your body starting with your feet.  You can very quickly identify points of stress in your body and focus on those points to relieve the tension.  By reflecting on your day, you may be able to realise what was the catalyst for the tension in your body, e.g. an argument with your partner or colleague; conflict with your boss; or doing work you do not really enjoy or value.

4. Monitoring Your Thoughts and Language

Are you living in the future, not in the present? Are you “wishing it was Friday”; “Saying, I can’t wait for the weekend/holidays”?  This is living in the future, not in the moment.  If you monitor your thoughts and actions, you can become increasingly aware of when you are not focusing on the present moment.

5.  Catching Negative Thoughts

We discussed earlier how negative thoughts can harm your self-esteem and negatively impact on others you come in contact with. If you monitor your thoughts, particularly when you are getting agitated, you will be able to notice your negative thoughts and address them.

As you grow in mindfulness you will develop self-awareness; in turn, focusing on developing self-awareness will contribute to your growth in mindfulness.

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

Image source: courtesy of geralt on Pixabay

 

Mindful Leadership and Emotional Intelligence

Daniel Goleman, who popularised the idea of emotional intelligence (EI) in his book, Emotional Intelligence: Why It Can Matter More Than IQ, maintains that EI underpins mindfulness.

In fact, in his earlier book, The Meditative Mind, he shares his experience of different traditions of meditation.  Thus meditation and mindfulness were part of the framework shaping his popular later work on EI.

Goleman acknowledges that he was not the first to use the phrase, emotional intelligence.  Many other authors had written about this concept before him. Two of these researchers, Salovey & Mayer (1990) describe EI as follows:

The ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use that information to guide one’s thinking and action.

Based on this definition, the Search Inside Yourself Leadership Institute identifies the five elements of emotional intelligence as follows:

  1. Self-awareness
  2. Self-management
  3. Motivation
  4. Empathy
  5. Social skills

(Source: 2 Day workshop on Mindfulness-Based Emotional Intelligence for Leaders)

Both the definition and identified elements of emotional intelligence call for action, not just awareness and thinking.  As discussed previously in relation to lifelong learning, understanding is a necessary aspect but there is no sustainable learning without action.

The relationship between emotional intelligence and mindfulness is bidirectional – as we grow in mindfulness we are better able to exercise emotional intelligence; building emotional intelligence concurrently develops mindfulness.  Both involve being present in the moment.

In future posts, I will discuss each of the elements of emotional intelligence individually.

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

Image source: courtesy of johnhain on Pixabay

From Outer Landscape to Inner Landscape: The Growth of Awareness

In my previous post, I discussed mountains and rivers as a source of meditation and their predominance in Chinese landscape art. I also focused on the Shan shui tradition of landscape painting where the artists expressed their thoughts and emotions about a physical landscape in their painting.  In this way, they revealed something of their inner landscape.

Jon Kabat-Zinn, in his book Coming to Our Senses, describes each of the traditional five senses in terms of a landscape, e.g tastescape and touchscape.  After discussing each of the five senses, he introduces “mindscape” and describes its role as follows:

…ultimately it all comes down to what we call, by extension, mindscape.  Without the discerning capacity  of our minds, there would be no knowing of any landscape, inner or outer.  When we become aware, when we rest in the knowing, we are resting in the deep essence of mindscape, the vast empty spaciousness that is awareness itself.  (p. 234, emphases added)

He maintains that as we grow in mindfulness, we can gradually gain access to mindscape – that unadulterated awareness that is a deep insight into our inner landscape and our outer reality.

With this awareness comes the realisation that everything is passing – our sensations, thoughts and emotions.  They are here today and gone tomorrow.

Awareness increases our insight into our inner landscape and how we tend to cling to things that we want. It enables us to let go of our disappointments generated by the past and fears about the future.

Awareness leads to full acceptance of ourselves as we are – with our bodies and our quirks.  However, being able to access full awareness, mindscape, does not mean that we will not go backwards towards lacking acceptance or engaging in internal conflict.  As Kabat-Zinn points out “that is part of the human condition”.

He goes on to say, encouragingly:

But, there may very well be a gradual shift in the balance over time, from more inner conflict to more equanimity, from more anger to more compassion, from predominantly seeing only appearances to a deep apprehending of the actuality of things. Or there may be so at times  but not at other times. (p. 235)

As we grow in mindfulness, we begin to see things as they actually are – we become less likely to project onto people, things or events, our negative perceptions shaped by our own life experiences.

Accessing mindscape, opens us up to full awareness of our inner landscape so that we can realise our full, creative potentiality, develop deep insight and self-compassion as well as compassion for others. In this state, we can find true peace and tranquility as we live our life more fully.

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

Image source: courtesy of  johnhain on Pixabay

Mountains and Water: Source of Meditation

I took the photo above when returning at dusk from a boat trip on Lake Como as the mist descended on the mountains and water.

When viewing this scene as it appears,  you could focus on what you can see.  You could look at the shapes, the trees, the contrast of light and dark, the colours and the sun reflecting on the rippling water.  Alternatively, you could focus on any one of the other four senses – taste, touch, hearing or smell.

We are reminded by Buddhism that there is also a sixth sense, the mind.  It influences our perceptions through our thoughts, emotions and mental images. (China Buddhism Encyclopedia)  So when actually experiencing this scene, you could experience peace, tranquility or even anxiety.

As we have mentioned previously, what you see is not what I see because of our different experiences and our interpretation of those experiences. Our minds, like our other senses, are continuously free roaming – they are not in our direct control unless we reign them in as we grow in mindfulness.

It is interesting that mountains and water featured very prominently in Chinese landscape painting over the centuries and in different traditions.  Mountains and water had different meanings within the various traditions of Chinese landscape art. For some, it evoked a sense of freedom, for others, the perfect balance between Yin and Yang energy. (Karen Albert, Mountains and Water in Chinese Art).

Shan shui (literally, “mountain-water”) landscape painting, for instance, sought to give expression to the artist’s inner landscape – thoughts and feelings generated by nature – rather than provide an accurate representation of reality. (“Shan shui”, Wikipedia.org)

As we grow in mindfulness, we are better able to appreciate the beauty and grandeur of nature and to use mountains and water as a source of meditation – opening up the possibility of exploring our own internal landscape.

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