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.