outcomes – Grow Mindfulness

The Dark Clouds of Expectations

Expectations, our own or that of others, can be good. They help us to extend ourselves, go beyond our comfort zone and realise our potential in the various endeavours of our life. However, when expectations become too great, they can be disabling and damaging to our physical and mental health. Excessive expectations can lead to unhealthy levels of stress and the attendant negative impacts on our bodies and minds.

Previously, I discussed the tyranny of expectations, drawing on a blog post by Phillip Moffitt, author of Emotional Chaos to Clarity. In this post, I want to focus on the disabling effects of expectations when expectations become too great. Recent events at the 2020 Tokyo Olympics is the catalyst for this reflection.

Impact of excessive expectations on elite athletes

During the Tokyo Olympics what struck me was the number of elite athletes whose performance was adversely affected by excessive expectations, their own and that of others. An athlete who readily comes to mind is Ash Barty.

Ash Barty, world No. 1 tennis player, was beaten in the first round of the Olympic women’s singles by world No.48, Sara Sorribes Tormo. The straight sets loss created a media storm. Barty commented after the match that “she wanted to do really well” at the Olympics but her game was “too erratic” – she made an uncharacteristic 55 unforced errors. The expectations of others around Barty’s performance prior to the Olympics constantly made headlines in the press – she was Australia’s only guaranteed gold medal hope and would meet Osaka in a classic final that would decide who was the real world No.1 tennis player. Barty admitted after the match that she felt the stress of expectations but did not perform at her normal best.

What was interesting as an observer, was her failure to demonstrate her normal trade-mark skill of being able to assess an opponent’s strategy and adjust her own game if things were not going well. As Phillip Moffit points out in his book, excessive expectations can lead to “emotional chaos” at the expense of clarity – the resultant excessive stress can lead to “frazzle”, a state of conflicting thoughts and emotions, blocking out access to personal creativity in the situation.

Ben Crowe, Barty’s mentor and performance coach, makes the point that one of Barty’s great strengths is her capacity to block out distractions which can take the form of expectations, who is watching the match or any multitude of things that draw attention away from the present moment. Ben sees his job in part as helping Barty to manage distractions and he gives her feedback after a match about his observations of how she has handled distractions during a match (drawing on both displayed non-verbal behaviour and performance level). He stated that one of her “superpowers” is to be able “to separate self-worth from expectations of others”.

As Ben explained, you have no control over the expectations of others and limited control over outcomes. So many things can impact the outcome such as the excessive heat during the Tokyo Olympic tennis matches, the absence of spectators, anxiety about the pandemic and its impacts or personal weariness, ill-health or injuries. Ben observed that being able to separate your own sense of personal worth from outcomes enables you to separate goals/dreams from whether or not you achieve them. He explained that Barty’s sense of her own self-worth is rooted in her foundational values of “being a good human being” who is both respectful and respected. He maintains that her healthy self-confidence flows from a focus on “human-being” over “human-doing” – the being vs doing focus that is prominent in mindfulness.

Reflection

If we define ourselves by our outcomes in whatever arena we operate, we will be captured by the “tyranny of expectations” – our own and that of others. However, if we focus on the process rather than the outcomes and express gratitude for what we have and can do, we are less likely to be caught up in the distraction and disablement of expectations.

As we grow in mindfulness through meditation, reflection and other mindfulness activity, we can become better at paying attention in the present moment, achieve greater clarity about the present situation (however challenging it might be) and tap into our inner resources including our creativity.

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Image by mbll 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 Confidence through Mindfulness and Reflection

Rick Hanson, in a podcast interview on the topic Confidence or Narcissism?, focused on the fact that many of us confuse confidence with narcissistic tendencies – in summary, being self-absorbed and pursuing the need to be valued in the eyes of others. He suggests that our behaviours often derive from adverse childhood experiences where we have been deprived of what he calls, “narcissistic supplies” – a deprivation of expressions of love and appreciation for who we are, not for what we might achieve or become. Later in life, we try to fill the gap left by this deprivation by seeking to draw attention to ourselves or pursuing self-interest at the expense of everyone else.

Rick suggests that one way to fill the gap is to be mindful throughout the day whenever we experience something that is self-affirming, e.g., an expression of gratitude, and to savour this in the moment. He also recommends loving kindness meditation towards others who are engaged in extreme narcissistic behaviour – recognising that their bullying, belittling, and blaming behaviours are often the result of a deficit (not receiving positive affirmation in their younger years). Mindfulness meditation can increase our awareness of our own narcissistic tendencies, build a genuine confidence born of appreciated positive affirmations and help us to understand what drives behaviour that is perceived as “over-confidence” or “superior conceit”.

The disabling effect of negative self-stories

Negative self-stories can undermine our confidence, lead to procrastination and act as a barrier to creativity in our life’s work.. These can have their origins in parental messages, schoolyard experiences, workplace exchanges or other environment influences. They are below awareness and are often reinforced by our own self-criticism throughout our life experiences. The self-stories get reflected in our emotional responses and habituated behaviour, such as procrastination.

Tara Brach, meditation teacher and practitioner, suggests that it is important to bring these stories “above the line” in order to prevent them from undermining our confidence and self-belief. She encourages us to practice meditation and reflection to enable us to name the stories, embrace the underlying feelings, understand recurring patterns, and increase our awareness about their origins and our self-reinforcement of the persistent false beliefs. Leo Babauta recommends adding a dose of self-kindness, as well as loving kindness towards others.

A reflective framework

In a recent online webinar on Awaken Your Confidence, Empowerment Coach Amy Schadt provided a reflective framework that identified four categories of self-doubt. After the workshop, she generously provided a worksheet for one of the four categories that you identified during the workshop as being the most prominent self-doubt category in your life at the moment. The worksheet provided a means of reflecting on the thoughts and behaviours that were creating a blockage for you and undermining your confidence.

Amy usually works with women and offers a range of services such as personal coaching, workshops, and her signature online program, Design Your Unstoppable You. However, I participated in the webinar because I wanted to address a blockage to undertaking what Leo Babauta, creator of Zen Habits, describes as “your meaningful work” – your life purpose which involves actualising your knowledge, skills and experience in the service of others. It often entails uncertainty and moving outside your comfort zone. The meaningful work that I found difficult to initiate is the conduct of a series of online mindfulness webinars. So, I could readily relate to the category of self-doubt identified by Amy as Hesitation.

Viewed on a purely logical level, this hesitation is not rational. I am trained in group facilitation and have run hundreds of paid, face-to-face workshops and, more recently, many via the Zoom platform. I am very comfortable with the technology, have a paid subscription to Zoom (so I can control the medium) and have a group of over 200 potentially interested people in my paid Meetup Group, Brisbane Courses and Workshops. I have conducted a number of paid workshops on mindfulness in organisations. I have also written more than 550 blog posts on the topic of mindfulness and engaged in a wide range of regular mindfulness practices, including Tai Chi.

It is as if my life’s study, training, and experience has been preparing me to undertake this meaningful work in the form of online, mindfulness workshops. I am very conscious that there is a huge need for mental health support in the community and I am firmly convinced through my research, writing, and practice that mindfulness has a role to play in providing that support. While my hesitancy about conducting these specific mindfulness workshops has no rational basis, it clearly has an emotional one.

Reflection

As Amy points out, underlying hesitancy is a fear that something could go wrong, I might make a wrong decision or the workshops will not work out as I expect them to. In combining Amy’s Self-Doubt Hesitation Worksheet approach and Leo’s approach to dealing with rationalizations that prevent us from undertaking our “meaningful work”, I decided initially to explore my rationalisations for hesitancy and identify “contrary arguments based on evidence of my past experience”.

My Rationalisations

After some sustained thought and reflection, I identified the following rationalisations as blockages to my undertaking the desired workshops:

I am uncertain about the needs/interests of potential participants
The workshops may not meet my expectations in being able to help people
Workshop participants might have questions that I might not have the answer to
Workshop participants may have mental health issues that I do not know how to handle
I am concerned that I might accidently trigger a trauma response.

My counter arguments for these rationalisations

Leo suggests that you explore counter arguments for your rationalisations to weaken their hold and open up new, creative possibilities. Here’s my attempt to provide counter arguments for each of my rationalisations listed above:

Uncertainty re needs – It is likely that members of my Meetup group (people who have expressed an interest in mindfulness and related topics) have needs and issues in areas that I have covered in my blog, including effective leadership and creating a mentally healthy workplace. The workshop would also enable them to be aware of, and have access to, the numerous resources mentioned in this blog. There are many other people who are members of Meetup groups across the world who have similar interests and would be interested in participating once the workshops were advertised throughout Meetup. This increases the likelihood of my not knowing what their pressing needs are or how to address them in the workshop. However, I could conduct a survey via Survey Monkey© to elicit these. I could also just ask participants what topics they want to cover in future workshops (which is something I do on a regular basis in my manager development programs).
Not meeting expectations – I know from my many manager development workshops over many years that you cannot control outcomes in workshops, you can only design the process the best you can with the knowledge and information that you have at the time. People come to workshops with different expectations, orientations, readiness to learn and motivations. People have different learning styles and they also learn differently in various situations. For one person, something another participant says might be the catalyst to deep insight; for another, it might be something they read away from the workshop. I cannot control outcomes, nor should I try. Hugh Van Cuylenburg, author of The Resilience Project, and other creative writers, artists and performers, emphasise the need to focus on process not outcomes and explain how this perspective generates freedom and creativity.
Questions I can’t answer – I am not intending to present myself as a mindfulness expert or mindfulness trainer. I want to share what I have learned about mindfulness – its processes, benefits, challenges and rewards. I will encourage participants to share their experiences, knowledge, practices and insights. I also have a mountain of resources at my disposal to share with anyone who has a question that I cannot answer or that someone in the participating group does not have the answer to.
Mental health issues that are too complex – I will not be presenting myself as a mental health expert but as someone who has had to deal with mental health issues personally and as an ongoing carer. I will provide a disclaimer – “I am not a Medical Doctor or Psychologist/Psychiatrist; I am a retired Emeritus Professor of Management who has worked with many people within organisations on a very wide range of issues affecting human behaviour.” I know that for some people in some circumstances the very opportunity to share their challenges in a supportive environment can be a healing process. I have some understanding about when to refer people to a professional in the area of mental health and I am aware of many resources in this area (having provided organisational consultancy services to a number of organisations in the mental health field).
Trigger a trauma response – I have become acutely aware that some mindfulness practices, as well as facilitation activity (e.g., storytelling), can be a trauma trigger for an individual. I became very aware of this through the work of David Treleaven on trauma-sensitive mindfulness. I have researched this area and written a number of blog posts on the topic. The staring point is to have the awareness about this possibility. There are strategies I can employ such as providing a choice of anchors when undertaking meditation practices that will reduce the risk. However, the reality is that I have no control over what will be a trigger for an individual – many people have had adverse childhood experiences and trauma in their life and the potential triggers are too numerous to mention or even adequately conceive. I think I also have a particular sensitivity in this area because I have seen on a number of occasions where a relatively harmless intervention activity has resulted in a major physical and emotional traumatic response – and it is something that made myself and other people present very uncomfortable.

These reflections on rationalisations and counter arguments have helped me to strengthen my resolve to undertake this meaningful work and clarified for me what I need to do to ensure I develop a quality process for my proposed workshops. As I grow in mindfulness through meditation, reflection and other mindfulness practices, I can gain greater self-awareness, insight and wisdom, increased clarity about what I am trying to achieve and heightened creativity to achieve outcomes people value.

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Image by Couleur 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.

Change Your Perspective and Change Your Life

Foundational to Hugh Van Cuylenburg’ Resilience Project is a change in perspective and in his book on the topic he provides evidence of people who have turned their lives around through a change in their perspective. He urges us strongly to focus on what we have, not what we lack. He maintains that this change develops the positive emotions of appreciation and gratitude that replace the negative emotions of envy and resentment. He points out too that it replaces depression about the past and/or anxiety about the future with the capacity to live the present moment more fully.

Underpinning the gratitude perspective is a change in our point of reference – from comparing ourselves to those who have more, to making the comparison with others who have considerably less. His story of the Indian boy, Stanzin, highlights the impact of this different way of looking at things. Stanzin was one of the most destitute children he met in India but the happiest person he had ever met – he appreciated everything in his life (no matter how old, broken, or impoverished).

Hugh worked with elite sportspeople including NRL and ARL football players. He mentions that at least five elite athletes changed their lives dramatically by implementing a daily gratitude journal – going from suicidal thoughts to appreciating the richness of their lives.

From loss and failure to learning and understanding

Hugh suggests that loss and failure can be seen in a very different light if we change our perspective. If we view them as opportunities and lessons to be learned and realise that they are often the result of our own unmet expectations, we can move away from depression and anxiety to understanding and valuing the experience. In each of life’s experiences, there is something to learn. If we always experience “success” we can harbour false assumptions about what “made” our success, not realising our underlying deficiencies (often propped up by others).

Associated with this change in perspective is moving from self-absorption and self-congratulation to acknowledging the very rich contribution of the many people who have had a positive influence on our life (including our parents who provided our “gene pool”). This latter thought came to me this morning when I was making an entry in my gratitude journal. I was able to write, “I appreciate my genetic legacy from my father – athleticism, resilience and stamina, and from my mother – kindness, compassion, understanding and patience.”

It also means moving away from the perspective of “better than” to realistically appreciating our strengths and limitations – a change in perspective from “superior conceit” to a “healthy confidence”. This change can result in improved behaviour together with happiness and contentment.

From “clients” to “friends”

Hugh mentions that at some stage in introducing students, elite sportspeople, and businesspeople to his GEM pathway, he started to view them as “friends”, instead of “clients” who paid for his services. He viewed his role as helping people and building relationships, not engaging in a money-making venture. This made the experience richer for himself and others he interacted with. He gained many friends and was better able to help them as a result. It also meant that sometimes he offered his services for free to people or organisations that had limited resources.

From “outcomes” to “process”

Both Louie Schwartzberg and Lindsey Stirling, award-winning creative producers of film and music, stress the importance of focusing on the process, not the final outcomes. This involves enjoying the moment and fully experiencing making film or making music or engaging in any other creative endeavour. In our organisational consulting work, my colleague and I have moved from a focus on outcomes to designing a process that enables people to “have the conversations that they need to have”. This reduces the stress of process design because there are so many factors that influence the outcomes over which you have no control – what you can control is how well you design the intervention process. This shift in perspective from outcomes to process provides the freedom to explore innovative and creative ways to work with people, music, or photography.

Reflection

As we grow in mindfulness, we can become more aware of the perspectives and expectations that create our self-sabotaging behaviours and limit our options. Changing our perspectives can significantly change our lives for the better, increase our happiness and strengthen our resilience in the face of setbacks and failures. Perspective change can open the way for the exploration of creative options in all our endeavours – family, work, and sport.

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Image by Renan Brun 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.

Reflections on an Action Learning Intervention

In my previous post I described an action learning intervention undertaken by Dr. Rod Waddington to overcome a toxic workplace within the education sector in South Africa. What I would like to do now is share some reflections on this discussion.

Action learning intervention – overcoming narcissism

If we look at narcissistic managers, we can readily see that the underpinning values of such a manager are in direct opposition to those of action learning – the former involves destruction of agency, abuse, divisiveness, exclusiveness, resistance to ideas from managers and staff and an autocratic style of management. Action learning, in contrast, involves increased agency, mutual respect, collaboration, inclusiveness, openness to ideas from managers and staff and a participative style of management.

While the narcissistic manager creates divisiveness through blaming, favouritism and exclusiveness, action learning overcomes this “divide and conquer” approach through the power of collaboration built through mutual respect and inclusiveness.

The contrast in values described above reinforces the need to undertake an organisation intervention designed to embed a new set of values. In the action learning intervention discussed previously, the participant managers undertook a “values advocacy campaign” – designed to replace the existing demeaning value set with values that enrich the working environment and nurture engagement, creativity and commitment.

Agency and responsibility

In an earlier discussion, I emphasised how agency supports mental health by giving people a sense of control over their work environment and how their work is done. In a toxic environment, agency is destroyed through micromanagement and the pursuit of control over managers and their staff. Action learning, on the other hand, builds agency

However, when you enable agency, managers have to take up the responsibility that goes with it and this requires conscious effort to build managerial confidence. Action learning is one way to do this. Evaluations of action learning programs consistently demonstrate that managers grow in confidence about their authority and their capacity to exercise their responsibility and to be accountable.

In the action learning intervention discussed previously managers moved from a state of helplessness to being more assertive and proactive – thus demonstrating their increased sense of responsibility and empowerment.

In these reflections, I have focused on the need to address the differences in values between action learning and narcissistic managers who create a toxic environment. In the next post, I will explore how mindful meditation could be integrated into the action learning intervention to grow mindfulness and enhance the outcomes from the organisational intervention.

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

Image source: courtesy of Ippicture 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.

Mindfulness: Enabling Sustainable Agency in the Workplace

In a previous post on agency and mental health, I stressed the need to create healthy workplace environments where employees had a sense of control over their workplace environment and the authority and responsibility to decide how the work is done.

Mindfulness enables worker agency by impacting positively on both the manager and the employee and thus enabling the development of employee agency – which is conducive to mental health.

Mindfulness and the Manager: Enabling Agency

Managers need to cope with their own thoughts and emotions when providing agency (some control and power) to employees. There is a natural fear of loss of control which can impede the delegation of authority and responsibility to employees. There is also the ongoing concern when things do not turn out as hoped for or mistakes are made. Managers need the self-awareness and self-management skills developed through mindfulness, if they are to remain calm and to resist the temptation to curtail employee agency to prevent any reoccurrence.

The more positive and healthy perspective is to encourage honesty when mistakes are made, to undertake a systemic analysis of what went wrong (rather than an inquisition of the individual involved) and enable all concerned to learn from what happened. This requires robust self-esteem on the part of the manager and a willingness to trust employees – a trust that helps to develop a constructive, mentally healthy environment. This does not preclude the manager from ensuring that adequate training is provided to employees to undertake the tasks assigned to them.

The manager’s calmness, self-control and empathy in an apparent crisis (developed through mindfulness practices), will inspire employees and build their trust, confidence and risk-taking as they move outside their comfort zone and take up the opportunities presented by increased agency – increased authority and responsibility over their work environment and how work is done.

Mindfulness and the Employee: Building Capacity for Agency

Mindfulness builds the capacity of employees to contribute effectively in an organisation by taking up the authority, responsibility and opportunity provided by increased agency.

Like the manager, employees need to develop self-awareness (understanding their own thoughts and emotions) and self-management (keeping their thoughts and emotions under control). It is natural for employees to feel fearful as they move outside their comfort zone (typically based on dependence) to exercise more independence and judgment.

Some employees are reluctant to agree outcomes and outputs in advance, even while having control over how they are achieved, because this freedom of choice and agency brings with it a new level of responsibility. Self-awareness and self-management developed through mindfulness, and support of an empathetic manager, can help employees to take on the responsibility associated with increased agency.

Mindfulness, too, enables employees to develop clarity in relation to their role and responsibilities while enabling them to develop creative solutions. It also helps them to build resilience, not in the sense of endurance of unreasonable demands, but in the sense of being able to bounce back from difficulties and setbacks when pursuing specific goals and outcomes in the workplace.

Relationships in the workplace are enhanced as employees develop social skills through mindfulness training and become better able to contribute to the team effort and collaborative endeavours.

Mindfulness: Enabling Managers and Employees to Build Sustainable Agency

Mindfulness, then, enables managers to offer increased agency to employees and, in turn, assists employees to take up the opportunities and responsibility that come with increased agency. These mutually reinforcing outcomes of mindfulness training, not only enhance productivity in the workplace but also employee wellness.

As Tali Sharot points out in her research-based book, The Influential Mind:

Just giving people a little responsibility, and reminding them that they had a choice, enhanced their well-being (p.98).

As managers grow in mindfulness, they are better equipped to provide the psychological and productivity benefits of giving increased agency to employees; on the other hand, employees trained in mindfulness are more able to take up the responsibilities and opportunities entailed in increased agency and to enjoy the satisfaction and well-being that results.

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.