needs – Grow Mindfulness

How to Release Pain and Reduce Difficult Emotions

Deepak Chopra on discussing how to release pain and difficult emotions stressed the connection between our physical bodies and our emotions and also the interconnectedness of all living things. He maintained that “there is no mental event that doesn’t have a biological correlate” – that is to say, that our every thought and related emotion finds expression in some form in our body. He stressed that our brain serves to integrate everything we experience – our thoughts, feelings, emotions, social interactions and the ecosystems that surround us. Deepak talked too of our entanglement with each other – how we influence each other energetically and emotionally through “limbic resonance”.

In speaking of ways to reduce physical pain in another video presentation, Deepak strongly supported the idea of regular exercise to release endorphins, meditation to take us beyond our limiting perceptions, music to reduce stress and pain and social connection and interactions to provide support. He maintained that, contrary to popular belief, alcohol and smoking increase pain rather than reduce it. He also highlighted the powerful role of biofeedback, employed by various health professionals including the Chopra Center for Wellbeing.

A seven-step process for physical healing and emotional release

In his presentation for the You Can Heal Your Life Summit, Deepak offered a seven-step process for physical healing and emotional wellbeing. The seven steps serve as an integrated approach to individual mindfulness practices that we have previously discussed on this blog.

You begin by reflecting on an interaction that made you upset or left you having to deal with difficult emotions. Then you follow the following seven steps:

Accept responsibility: accept what you are feeling as your own, not blaming others for the way you are feeling. Without accepting responsibility, you cannot gain control over your feelings, nor can you wait for the other person to change so that you can be released from your feelings, because this will not happen.
Feel the feeling in your body: Deepak maintains that any feeling relates to one of the energetic centres of your body, one of the seven Chakras. The location of your pain is an indicator of the Chakra involved and the unfulfilled need finding expression in that Chakra, e.g. pain around the heart region (the Heart Chakra) can signal a need for love and belongingness, while pain in the stomach region (Solar Plexus Chakra) can indicate an unmet need for stability and strength. To feel the feeling you can close your eyes and focus on the area of your body where you feel pain – and bring your awareness to it without doing anything other than being with the pain wherever it is being felt in your body.
Name your feeling: Deepak describes this step as “labelling your feelings”. By naming your feelings accurately, you can learn to tame them. He calls accurate naming “labelling intelligently” – the more specific you can be about what you are feeling, e.g. resentment, anger, shame, the better you are able to deal with it.
Write it down – here the aim is to express what happened from three different perspectives – your own, the other person’s perspective and a third person’s perspective – the independent observer. Deepak maintains that using this 1^st, 2^nd and 3^rd person approach reduces the emotional energy you have invested in the conflict, improves your immune system, and lightens your emotional load because “you are not weighed down by the emotion”.
Share it with someone: here you share both the process you used and the outcome for you with someone that you trust. It is important to accurately share the three perspectives that you have developed – avoid excusing your own behaviour and blaming the other person.
Use a ritual release: Deepak suggests that a ritual activity that symbolises “release” reinforces your new state of equilibrium and equanimity. It can take many forms but needs to be a personal way of expressing release, e.g. using a mantra meditation, scrunching up the paper you have written on or throwing it in the river.
Celebrate the release: again using something that is meaningful to you, e.g. a long forest walk, or mindful walking by the bay – some activity that manifests your joy and the realisation that you are moving on, no longer trapped physically or emotionally.

Reflection

The wisdom of this approach is the recognition throughout of the profound mind-body connection – In releasing our emotions, we can release pain in our bodies. It takes time to develop the self-intimacy and honesty required to defuse these emotions and the related physical pain. Persistence brings its own rewards in this endeavour as in many other endeavours. As we grow in mindfulness through mindfulness practices, meditation and reflection, we can achieve a level of consciousness that creates emotional freedom and physical ease. Deepak maintains that “all healing is consciousness”. To deepen our level of consciousness, we can make a habit of self-observation, naming our feelings and related unmet needs, and exploring creative ways to respond.

____________________________________________

Image by Nika Akin 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.

“Transformative Pyramid” Applied to Meeting the Needs of Customers

Chip Conley developed the “transformative pyramid” as a reflective framework for his leadership philosophy and approach. He had created it by adapting the work of Viktor Frankl and Abraham Maslow who focused on the hierarchy of human needs. Applied to employees, the Transformative Pyramid translates into leadership action to meet basic security needs (such as adequate and fair pay), recognition for contribution to the organisation and providing clarity around the meaningfulness of their work. Chip was very focused on enabling leaders to grow and develop through reflection and to develop a growth mindset in their transition to midlife. Associated with this mindset change is the need for leaders in midlife to learn through curiosity from millennials in their organisation.

Chip not only applied his Transformative Pyramid to employees but also to investors and customers. He suggested that in relation to customers, businesses too often benchmarked against the lowest common denominator which in his model represents the security needs of customers. His pyramid, however, suggests that great companies can move up the pyramid of need and really engage customers to the point where they become intensely loyal and market the company themselves by their word-of-mouth “advertising – sharing their great experience with others in their family and social networks.

Transformative Pyramid applied to customer needs

Chip explained in a podcast interview with Tami Simon that the Transformative Pyramid when applied to customers, involved the same three levels as when the pyramid is applied to employees – survival, success and transformation. However, each of the levels has a different meaning when applied to customers. “Survival” relates to meeting customers’ expectations (a basic need also for business survival); “success” in this context involves meeting the desires of customers; and at the highest level, “transformation”, means to differentiate and expand through meeting an “unrecognised need of the customer”.

Identifying and meeting a need of customers that has been unrecognised and unmet is the basis of Chip’s approach to marketing as explained in his book, Marketing That Matters. Chip gives the example of one of his boutique hotels, Hotel Vitale, that developed a yoga studio on its top-level floor and provided free morning yoga classes. This met an unexpressed and unrecognised need of travelling businesswomen who wanted to maintain their health to counteract the wear and tear of business travelling. The convenience of being able to do yoga before work without leaving the hotel premises was a real selling point. Up until this point, boutique hotels were very much designed as “men’s clubs”- meeting the needs of male business travellers.

Innovation and transformation

Chip drew on his experience as owner and CEO of 52 boutique hotels to put forward what he described as The Three Key Rules Around Innovation and Disruption. He spoke about (1) foreshadowing that occurs before an innovation (some companies begin to move in the direction of the innovation but their early efforts are incomplete or inadequate); (2) innovators fulfill “an underlying human need that has not been met” adequately or comprehensively; and (3) established companies eventually catch up and adopt the innovation (and we can see this happening daily in the growth of “gluten-free” and “vegan” products in our major supermarkets, previously the province of specialist (organic) stores).

However, being innovative and creative by departing from established practice takes courage and bravery. An Australian example is Karen Quinlan who introduced fashion as a key differentiating theme of the Bendigo Art Gallery. Karen recognised that over 80% of visitors to art galleries were women and they were very interested in fashion and its history. She set about meeting this “unrecognised need” – a need that art galleries around the world had not met because they were almost exclusively managed by male Art Directors who were blind to this need of their predominant customer base. Bendigo Art gallery now enjoys global recognition for its innovative approach and theme-based fashion exhibitions.

Chip points out that deep listening to customers can lead to identifying needs that have not been met. He suggests that what is important in innovation is understanding customer psychographics – their interests, passions, values and who/what they identify with. He suggests that the great companies develop the capacity to effectively “mind-read” their customers. To do this their leaders have to be fully present to customers and notice their inclinations, behaviours and self-expression.

Reflection

As we grow in mindfulness, we can develop curiosity, creativity and innovation and begin to understand our own needs and those of our customers/clients. We can progressively move from trying to make ourselves appear interesting to being genuinely interested in our customers and their unmet needs. This requires mindful listening, an openness to new ideas (from whatever source) and the courage to act on our insights and avoid procrastination through fear of departing from the established norm.

_____________________________________

Image by Angelo Esslinger 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.

Reasons Why Meaningless Values Lead to Depression

In the previous post I explored Johann Hari’s discussion of the research demonstrating that disconnection from meaningful values – expressed as obsession with materialism – leads to depression and anxiety. In this post I will explore the reasons why this occurs.

Four reasons why meaningless values lead to depression

In identifying why materialism leads to depression, Johann draws on the research of Emeritus Professor Tim Kasser and his colleague, Professor Richard Ryan, one of the acknowledged world leaders in understanding human motivation. Based on their work and his own research, Johann identifies four main reasons for the consuming sadness experienced by people who relentlessly pursue materialistic values that focus on extrinsic rewards (Lost Connections, pp. 97-99).

1. Damages relations with other people

The research shows that people who primarily pursue materialistic values experience “shorter relationships” that are of lesser quality than their peers who focus more on intrinsic values. Materialistic-oriented people are more concerned about superficial things such as another person’s looks, their ability to impress others and their material possessions, than they are about the innate qualities of the person. Their focus on external qualities makes it more likely to end a relationship because they invariably find someone who possesses these external qualities to a greater degree. Their self-absorption also means that their partner in a relationship is also more likely to separate from them. People who are out to impress others as their major motivator are very poor at reflective listening as they are more likely to interrupt and divert a conversation so that the focus is on them and their accomplishments. Listening is the lifeblood of a sustainable relationship and has profound effects on the its quality.

2. Deprives them of the joy of being in the present moment

Because a materialistic person is always seeking more or pursuing an elusive goal over which they have no control, they are more likely to be frequently frustrated and disappointed. They tend to be driven and impatient in the pursuit of their external goals and they experience time-pressures continuously. It is difficult for them to be fully engaged in the present moment and to experience the joy that derives from present awareness. The researchers point out, too, that the pursuit of materialistic values results in the inability to experience “flow states” – being in the zone where you are hyper-focused and highly creative and productive.

3. Become dependent on how other people think of them

Other’s opinions become the driver for the materialistic person’s words and actions. They seek to gain positive assessment by others of their looks, their possessions (e.g. clothes and cars) and their income and social standing. They tend to pursue relationships for what they can get out of them in terms of extrinsic rewards. They can never be satisfied and often engage in attempts to outdo others. The researchers point out that materialistic-oriented people are also more sensitive to feeling slighted, even when no slight is intended – because of their sensitivity to others’ opinions, they can more easily feel criticised and be hurt by seemingly harmless comments. This can result in their being “on edge” all the time when with other people. Their sense of self-worth becomes “contingent on the opinion of others” which, in turn, can lead to negative self-evaluation and self-deprecation.

4. Frustrates innate human needs

Tim Kasser observed that a core reason why materialism leads to depression is that it ultimately frustrates a person’s innate needs – needs such as the desire for meaningful connection with others; realising a sense of competence in their endeavours; a sense of autonomy and being in-control; and wanting to do, and achieve, something meaningful in their lives. Depression and anxiety will grow over time when these real, innate human needs are not met.

We can choose how we spend our time and energy

Johann observes that time is limited and that our day is like a pie with defined parameters. The way we carve up our day – how we allocate our time to aspects of our life – will significantly affect whether we realise joy and happiness or depression and anxiety. If we can align the way we spend our time to the pursuit of meaningful values, we can experience mentally healthy states of positivity, joy, happiness and gratitude. The more time we spend on materialistic goals, the lower will be our “personal well-being”.

As we grow in mindfulness through meditation and reflection, we are better able to notice the impact that the pursuit of materialistic values has on our quality of life – our relationships, our joy, our sense of self-worth. We will have a clearer idea of how well we meet our innate needs and how we can improve on their fulfillment. Importantly, we will better understand the sources of our frustration and anger and be able to improve our self-regulation. By developing mindfulness, we will more often experience the joy of being in the zone – of experiencing “flow states”.

____________________________________________

Image by KarinKarin 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.

Compassion: Exploring “Where Does it Hurt?”

Tara Brach in presenting during the encore of the Mindful Leadership Summit, discussed the nature of compassion and how to develop it through mindfulness. Tara’s talk was titled, “Radical Compassion: Awakening Our Naturally Wise & Loving Hearts“. She highlighted the fact that our limbic system (emotional part of our brain) often blocks our compassion. She offered a short meditation to help us to get in touch with understanding ourselves and to free up our “naturally loving” and compassionate heart.

Perpetuating the “Unreal Other”

Tara spoke about our tendency, and her own, to negatively impact close relationships through treating the other person as an “unreal other”. This involves being blind to their existence and needs because of our pursuit of our own needs for reassurance, confirmation of our own worth, sense of power and control or many other emotional needs that arise from our desire to protect our self-esteem. This preoccupation with fulfilling our own needs leads to judging others, instead of showing compassion towards them.

At the same time, we are captured by the “shoulds” that play out in our minds through social conditioning. The “shoulds” tell us what we should do or look like, how to behave or what to say. These mental messages perpetuate self-judgment which, in turn, blocks our sensitivity to the needs of others and our compassionate action. Mindfulness can help us to get in touch with this constant negative self-evaluation and open the way for our compassionate action.

The difference between compassion and empathy

Tara pointed out that compassion arises out of mindfulness, whereas empathy engages our limbic (emotional) system. Too much empathy can lead to burnout, resulting from taking on the pain and suffering of others. She points out that neuroscience demonstrates that compassion and empathy light up different parts of the brain. Compassion engages the neo-cortex and is linked to our motor system – compassion is about understanding another’s pain and taking action to redress it. Empathy is another form of “resonance” but it results in immersion in another’s pain.

A short meditation: “Where does it hurt?”

Tara offered a brief meditation to help us to get in touch with how the limbic system sabotages our compassion. The meditation begins with recalling an interaction that upset us or made us angry. Once we have this firmly in our recollection, we can then explore what was going on for us. What made us angry and what does this say about our response? What emotions were at play for us? Were we experiencing fear, shame, disappointment or some other emotion? What deeply-felt, but hidden need drove this emotion? If we can get in touch with this emotion and the need underlying it, we are better placed to be open to compassion.

Once we can get in touch with our own needs and how they play out in our interactions, we can begin to understand that similar needs and reactions are playing out for those we interact with. Tara points out that we all have “a foot caught in a trap”. For some, it may be the weight of expectations or anxiety over doing the right thing; for others, it may be grief over a recent loss or the pain and stigma of sexual abuse. Once we move beyond self-absorption, we can recognise the pain of others and extend a helping, compassionate hand. We can ask them, “Where does it hurt?, and we can be more sensitive to their response because we have explored our own personal hurts.

As we grow in mindfulness, we can better understand ourselves, our needs and the hidden drivers of our emotions and responses in interactions with others. This will pave the way for us to be open to compassionate action towards others, including those who are close to us.

____________________________________________

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

Image source: courtesy of eliola 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.

Caring through Mindfulness

Caring is integral to mindfulness – we pay attention in the moment with care and curiosity. We can learn to care for others through loving kindness meditation as well as learn to care for ourselves through self-compassion.

Diana Winston provides a meditation podcast on the subject of mindfulness and care and stresses the need to care for ourselves as well as for others. She suggests that people often discount or devalue their inner experience or feelings and yet be consumed by care for others.

Diana asks an important question to enable us to be mindful about caring – her question is, “What or whom do you care for”. For whom do you express care and concern – a son or daughter, partner, friend or people suffering adversity. How wide is your circle of care and how deeply do you care?

These are challenging questions because they raise the issue of how often we express care and concern for others – how generous and expansive is our caring? How many people do we let into our lives through concern, considerateness and thoughtfulness?

Caring through mindfulness

Caring can be the focus of our meditation once we have become grounded through placing our feet on the ground, adopting a restful position with our body (and especially our hands) and taking a few deep breaths.

Our concern and care of our body can then be expressed through a progressive body scan and relaxation of points of tension. Focus on our breathing will assist us to pay attention to the theme of caring as mindful breathing steadies our mind and enables us to concentrate.

We can focus on an individual and express care for that person and tap into what it feels like to express this care – is the feeling one of warmth, love or genuine concern for their welfare? How is this care manifested in our body?

We can also express appreciation for the fact that we do care for others and take the time to express that care in words and actions. We can acknowledge that it is a gift to be able to be sensitive to others and their needs – to move beyond self-absorption to concern for others.

As we grow in mindfulness through caring meditation our circle of care and concern widens and deepens, and we are able to more readily extend care to ourselves.

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

Image source: courtesy of MabelAmber 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.

Being present: Key to Effective leadership

Rasmus Hougaard and Jacqueline Carter, in their Harvard Business Review article, If You Aspire to be a Great Leader, be Present, reinforce the necessity for a leader to be present, especially when they are engaged in conversation. They demonstrate how being present contributes to effective leadership and draw examples from the experience of leaders. Rasmus and Jacqueline are the co-authors of the recently released book, The Mind of the Leader.

Rasmus and Jacqueline in doing research for their book, surveyed in excess of 1,000 leaders “who indicated that a more mindful presence is the optimal strategy to engage their people, create better connections, and improve performance”.

Being grounded

The authors explain how Loren Shuster, Chief People Officer at the Lego group, grounds himself before an important meeting or a presentation that he has to give.

His grounding is achieved by focusing on his body and imagining every part being alive with energy. This enables him to listen effectively, show respect for the views and opinions of others and access his own creative ideas and solutions to problems. This practice only takes five minutes but if affects the way he stands, sits and addresses people – his posture demonstrate that he is present and “with” the people with whom he is conversing. He automatically adopts a posture that is seen as respectful, attentive and engaged – characteristics that build connections and improve performance.

Silence the inner voice

The authors argue strongly that a key element of being fully present is to silence the inner voice – and this takes discipline. We cannot be actively present when we are saying to ourselves things like, “Oh no, here he comes again!”; “I wish she would ask someone else!” What have I done to deserve this?’; “I wish he would not get so emotional about things”. If our inner voice takes over, it is impossible for us to “tune in” to the other person. People easily sense that you are thinking your private thoughts and are not present – in consequence they feel unheard, devalued and frustrated that they cannot get their message across.

Be open to the needs of others

Our influence as leaders is very much determined by our capacity to meet the needs of others – whether they are sad, in pain, need more challenge, feel letdown, experiencing grief, or are fearful of pending changes to their role. A leader who is present and attentive to others’ needs will be well received and be very influential.

Mindfulness develops our capacity to be present, to be grounded in the moment and to acknowledge and act on the needs of others. As we grow in mindfulness through the stillness and silence of meditation we can access our creativity and bring that to bear in the present moment in our daily encounters with people and challenging issues.

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.

You Are Traffic Too!

In one of her presentations, Sharon Salzberg tells the story of driving a friend somewhere and being held up by a traffic jam. Sharon became increasingly agitated and frustrated by the delay caused by the congestion. Her friend turned to her and said, “Sharon, you are traffic too”.

This is a great illustration of what Sharon describes as the “centrality” of ourselves. We forget that we are part of the problem we are complaining about – that we too are the traffic. By being in the traffic queue, we are contributing to the traffic problem. However, we see the other vehicles as the ones that are holding us up – what right have they got to be there when we are trying to get somewhere else?

We are entirely focused on our needs in the situation and the impact of traffic delays on us. We are unaware and unconcerned about the needs of the other drivers and passengers who are also delayed by what is happening (or not happening) on the road we are on.

Traffic delays create a great opportunity for mindful connection. We could think about frustration of the needs of other people in the traffic queue who are also delayed – rather than obsessing about the frustration of our own needs.

We could think of someone trying to get to see a dying relative for the last time, someone going to the hospital to give birth, someone missing out on an important job interview that they were a “shoe-in” for, someone else going to a specialist’s surgery to find out the results of the diagnosis of a potentially life-changing disease or someone experiencing some impact that is less dramatic.

This process takes us outside of ourselves and our concerns and enables us to become other-centred. It reinforces, too, our interconnectedness – we are all impacted by the traffic delay for different reasons and to different degrees.

If we cannot readily begin to think of the frustrated needs of others in the situation, we can always begin with mindful breathing to slow down our emotional response to the situation and to bring a degree of mindfulness into play.

Having regained some degree of self-control, we can increase our self-awareness and improve our self-management by adopting the complete process of SBNRR (stop, breathe, notice, reflect, respond) that we described previously.

As we grow in mindfulness, we become increasingly aware of the opportunities in everyday life to be mindful. We can more readily notice and act on opportunities to grow in self-awareness and self-management if we have actively developed our level of mindfulness through meditation practice and conversations with ourselves.

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

Image source: courtesy of Gellinger on Pixabay

Mindful Connection

Sharon Salzberg, in her presentation provided as part of the Mindfulness & Meditation Summit, focused on the theme, The Art of Mindful Connection. Sharon is the author of ten books, including Real Love.

Sharon made the point that real love is not a commodity to be exchanged, it is not simply about reciprocation -“I’ll do something for you, if you do something I want in return.” In her view, love does not mean unwillingness to express your own needs or feelings or coming from a place of neediness.

At times, real love is “tough love”, expressed as a readiness to say “no”, when the context, situation or your needs require that response. It does not mean just agreeing with the other person for the sake of peace or a false sense of making them happy.

Sharon spoke of love as a capacity – a capacity for real connection which flows out of being mindful. Real love creates real connection and is developed through mindfulness practice and being mindful in the situation when we encounter people.

The problem is that we all bring our conditioning and assumptions to every interaction – some being more negatively impactful than others. We each have our own conditioning and assumptions developed as a result of our family environment, our work experience and/or life events.

Our conditioning may mean that we are wary of dissenting, reticent to express our feelings and needs or have difficulty trusting others. Adverse events in our life may contribute to a tendency to look for, and see, only the negatives we experience, e.g. when reviewing our day, we may only focus on what we did wrong, our lack of achievement and/or our disappointments.

Our assumptions play a major role in how we relate to others. We can show interest in people (who we assess as interesting), look right past others or consider others to be not worth talking to.

Sharon told the story of a writer friend of hers who, on first sight of a woman who had approached him, assumed that she was not intelligent or not “with it”. It turned out that the woman was very intelligent and was actually a professional proof-reader for a publisher.

This example resonated strongly with my experience of my own unfounded assumptions which I described in my previous post about removing blockages to learning and performance.

Sharon encourages us to engage in meditation practice and honestly confront ourselves – to look squarely at the impact of our conditioning and assumptions on our relations with others.

She suggests, for instance, that in conversations with ourselves that we ask penetrating questions. We could ask, for example, “What groups do we think do not count?”, “Which of our assumptions were at play in a recent interaction with someone else that did not work out as we expected?” or “Who have we been avoiding and why?”

Sharon urges us to be honest with ourselves in these conversations and not let negative emotions such as shame or embarrassment get in the road of a genuine exploration of how our conditioning and assumptions play out in our daily interactions.

She suggests that unearthing these impediments creates a new freedom – a liberation from the constraints that prevent us from achieving mindful connection with others. Mindfulness, in her view, is the gift of liberation.

As we grow in mindfulness through meditation and conversations with ourselves, we can free ourselves from the conditioning and assumptions that hold us back from genuine engagement with others. By becoming progressively unfettered in the way we relate and being able to give our full attention to the other person, we can create meaningful and mindful connections.

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

Image source: courtesy of sasint on Pixabay