The Art of Journalling

Suleika Jaouad brilliantly illustrates the art of journalling in The Book of Alchemy: A Creative Practice for an Inspired Life, which she published in 2025.  In explaining the practice, she drew on examples and stories from her own life and that of others.  The book grew out of a 100-Day Project she started during the Covid-19 Pandemic. Suleika, experiencing the negative effects of isolation, decided to start a newsletter to encourage people to start journalling daily to manage their challenging situations as a result of the Pandemic. 

Suleika provided a short essay and writing prompt with each newsletter to encourage people to write about their experiences. She first approached some well-known people she knew but before long the project went truly viral beyond anyone’s expectations.  Participants in the project were encouraged to share their journalling to create a sense of community and shared challenge.  The Book of Alchemy draws some of these contributions together.  In the process, Suleika shares her own experiences and wisdom, sometimes painfully achieved, as well as the insights and personal changes experienced by the contributors to the book.

Each chapter has an introduction by Suleika around some theme such as “On Beginning” and “On Memory”.  The contributions of people such as Sharon Salzberg, Elizabeth Gilbert, and Esther Perel are grouped under one of the ten chapters, with ten contributors in each chapter.  Thus the book provides essays and writing prompts for our own 100-day project. 

In her book, Suleika, as well as many contributors, offer suggestions on how to overcome blockages to writing a journal.  At the outset, she points out the need to avoid expectations about output volumes, just the admonition to write daily.  Suleika explains that there were times when she had to accept a paragraph in her journal as her output for the day.  She points out that no one has to see what you have written.  There is no coercion (apart from self-messages) to achieve coherence, cohesion, clarity or content in a journal entry. 

Overcoming blockages

Suleika found that by reading a poem or an excerpt from something someone else has written (e.g. a memoir or novel), she was able to progress her writing even when initially “stuck”.   She maintains that reading can prompt ideas, offer creative solutions and provide inspiration.  It can also propose alternative perspectives, stimulate lines of enquiry and identify new aspects on which to focus.  Erin Khar, in her contribution to the book, states that when she feels blocked she pulls a single sentence from one of her favourite essays or books to use as a starting point.  She often uses the sentence as the opening for her journal entry. Erin is the author of Strung Out,  

Ash Parsons, in her story in the book, discusses her “Ten Images” approach to journal writing.. She had adopted a son who was premature, football-size and confined to an Intensive Care Unit (ICU).  Being with him and holding him close to her was “all-consuming and not conducive to writing”.  She had to rely on creating “mental notes of images” of whatever was around her, e.g. the scrub room used before entering the ICU.  She would write about the images once she returned home after hospital visits. Unwittingly she was effectively “writing her life”.

Marie Howe, author of New and Selected Poems,  shared her “Radical Receptivity” story in the Book of Alchemy and explained her own process of journal writing.  When she is overcome with the pressures of her “to-do” list, she clears her desk and gathers a pile of clean paper and begins to write with her non-dominant hand after setting a timer for a specified number of minutes.  She then repeats the cycle and finds often that her mind slows down and she can more readily access her subconscious. 

Suleika suggests too that we don’t have to only resort to writing for our daily journalling.  We can draw pictures, paint with water colours, build a collage (e.g. from photos), or create a poem.  Kim Rosen reminds us that writing poetry can be transformative.  Poetry, like other forms of journalling, can enable us to “blend opposites and break frames”.

Carmen Radley offers the idea of mind maps as a way forward when we are stuck.  She adopts the practice of creating a mind map by putting a year, place or person at the centre.  The mind map can be developed by extending out from the centre using any other items of association such as words, feelings or events.  Carmen describes the process as surprising and exhilarating as it effectively “mines the memory for things long buried”.

Overcoming the self-critic

Suleika suggests that we have to find our own ways to overcome the self-critic so that we can “let the words flow without self-censure”.  There is a natural tendency to be self-critical, to perpetuate negative self-stories.  She proposes the  idea of addressing the ego directly by saying “You are sabotaging my writing, be quiet!”  The processes of  challenging expectations (about output and quality), writing with the non-dominant hand and writing freehand are also ways to help overcome the “internal censor”.

Even the very best and most experienced writers have to deal with the inner critic.  Dani Shapiro, author of 11 books, suggests that no matter what you are attempting to write “you must first gather up an unreasonable, unearned confidence bordering on lunacy”.  She talks about the inner voices that say something like, “You will fall flat on your face”, “People have done this before”, “Who do think you are to talk about your life?”, “How many followers do you have on the Internet?”.   Dani ignores these voices and tells herself, “Here goes nothing!”.  She says to get to this point in self-awareness and beyond self-censure, you need to believe that you have “nothing to lose”.

Even highly successful writers such as Elizabeth Gilbert have to deal with negative thoughts that can attack self-esteem and derail creative endeavours.  After the outstanding success of her first book, Eat, Pray, Love, she was beset by negative thinking about her second book and whether it would be good enough – the challenge of expectations, our own and that of others.  Elizabeth addressed the related anxiety in her TED Talk, Success, failure and the drive to keep creating.  She found that reflection, meditation, mindfulness practices and writing herself “daily letters of love” enabled her to overcome the natural inclination to “self-hatred”.   She explains this “letters of love” process in Suleika’s book and offers a writing prompt based on this approach.

Why people journal

Suleika explains that people journal for all kinds of reasons, reflecting where they are at in life.  Some use journalling to deal with grief, to manage transitions (such as leaving home for college), to gain self-understanding, to manage a relationship break-up or to help them to live with a chronic or terminal illness.

People who journal find that the process is transformative – they gain new perspectives, insights and creative ways of moving forward in their life.  Suleika describes the process of journal writing as alchemy – a metaphor for inner transformation or purification.  She maintains that journalling creates space for exploring alternative responses to those generated by our habituated behaviours.  In her view, journalling provides the tools necessary “to engage with discomfort, to peel back the layers, to uncover your truest, most laid-bare self”.

Reflection

I was stuck for what to write for this blog post until I started reading The Book of Alchemy by Suleika.  Her book provides 100 essays and writing prompts by accomplished writers as well as extended essays by Suleika at the start of each chapter.  There are numerous prompts available online including poetry prompts by Rosemerry Wahtola Trommer.   Rosemerry contends that poetry enables us to blend opposites, break mental frames and change perspectives.

The barriers to daily journalling are typically internal – our own self-criticism, mental blockages and excuses we give ourselves (such as not enough time).  The secret is to start small and build on an existing daily habit like having a cup of coffee or undertaking an exercise routine.  What will help to maintain the habit of daily journalling is develop your own personal strategies to deal with expectations, mental blockages and self-criticism.  Suleika and her hundred contributors offer numerous suggestions for strategies that you can employ to achieve these goals.

As Suleika and her contributors attest, there are numerous benefits to daily journalling, not the least being that we can grow in mindfulness and tap into “flow” as we experience “being-in-the-zone”.  As we commit to daily journalling we can grow in self-awareness, enhance our creativity, progress a writing project, and find creative solutions to life’s daily challenges.

If you need community support to start your journalling, you can join a journalling club or start one of your own as Sheri Campbell did (she provides some guidance for others who want to do the same).  You can also access Suleika’s Journalling Club Guide here.

_______________________________________

Image by Penny from Pixabay

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

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

Cultivating Inclusive Leadership

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

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

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

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

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

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

Traits of inclusive leadership

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

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

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

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

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

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

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

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

 

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

Image source: courtesy of geralt on Pixabay

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

Grow Mindfulness through Humility

I have been discussing being mindful at work.  It seems appropriate to draw on the lessons from superb leaders who turned their companies into great companies that enjoyed longevity as well as success.

In his book, Good to Great, Jim Collins identified what characterised these highly successful leaders.  It was not, as you might surmise, their outgoing nature, their capacity to “sing their own praises” or their readiness to boast about the achievements of their companies.  These great leaders were characterised by two key qualities, “personal humility and professional will” reflected in their quiet, almost shy, demeanour together with their determination and resilience

I want to concentrate on the “personal humility” quality here.  Humility is closely linked to mindfulness in that genuine humility requires a level of self-awareness that is realistic and accurate and not based on negative self-evaluation.

Developing mindfulness through personal humility

Personal humility is a “road less travelled”.  Most people are either boastful of their achievements (a habit cultivated by our competitive society) or dishonestly “modest”.  The middle road is difficult to achieve but beckons when you want to grow in mindfulness and achieve its attendant benefits.

Shamash Alidina, author of The Mindful Way Through Stress, provides some strategies to develop personal humility in his insightful and comprehensive article on how to be mindful at work:

  1. Develop mindfulness practices  – as we have seen through the blog posts on this site, mindfulness meditations and activities help you to develop a genuine self-awareness that is neither boastful nor involves “beating up on yourself”.  These practices enable you to move from self-absorption (talking about your own achievements all the time in conversations with others) to recognition of what others have contributed to your present success.
  2. Being conscious of who has helped you – at any point in time, you can take a few minutes to focus on who has helped you to be where you are.  Being conscious of what you have it terms of work, colleagues and professional networks, can help you to develop a fine-grained awareness of those who have contributed to making you who you are and what you have achieved.
  3. Show appreciation to those who have helped you – this can be expressed towards people who have done even the smallest thing to help you, e.g. finding a resource for you or linking you to another person or idea.  If you develop the habit of showing appreciation in your everyday life, then it becomes a spontaneous act to do so in your work situation/ professional life.  Often we appreciate someone’s words or actions but fail to communicate this to them – we assume they know.  Expression of appreciation is an act of gratitude that builds mindfulness.
  4. Value the opinion of others – it is so easy to quickly dismiss the perspective, opinions or  views of others as if our stance is the right one all the time. However, being humble demands a recognition of the limitations of our own perceptions, knowledge and skills and an openness to others through respectful listening for understanding.

As we grow in mindfulness through mindfulness practices, being conscious of who has helped us and showing appreciation and respect for their help and alternative opinions, we can progressively develop a true personal humility.

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

Image source: courtesy of Wokandapix 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.

Naming Your Feelings to Tame Them

In the previous post, I discussed recognising our feelings.  This involved firstly, acknowledging that a very wide range of emotions are the essence of being human, and secondly, using mindfulness to get in touch with the feelings we are experiencing.  In this post, we take this process one step further by naming our individual feelings

Why name your feelings?

In his book, Mindsight, Dan Siegel argues that we “Name It to Tame It” – in other words, by naming our feelings we are better able to control them or, at least, lessen their impact as Professor Matthew D. Lieberman found in his research.

Dan argues that to say “I feel angry” is a very different statement, both in content and impact, than the words “I am angry”.  The latter tends to define us as angry person, whereas the former helps us to recognise that we are not our feelings – we are a lot more than what we feel.  Feelings come and go in nature and intensity – our essence remains.  Naming our feelings in a gentle, non-judgmental way affirms our self-worth and opens up the opportunity to master our feelings.

Naming your feelings gives you a sense of power over them and a freedom from servitude to them.  It also creates new perspectives and a spaciousness for the release of creativity.  As Dr. Ornish noted:

When you take time for your feelings, you become less stressed and you can think more clearly and creatively, making it easier to find constructive solutions.

The challenge of naming your feelings

Often we suppress our feeling or deny them because we are embarrassed to admit that we have those feelings.  Another issue is that often they come in a bundled format – a number of intertwined feelings linked together by a stimulus event or thought.  So, it is often hard to untangle them to identify and name each one.

Jack Kornfield tells the story of his encounter with a young man who said that he was depressed.  So Jack sat with him and entered into a conversation to help him to find out what was happening emotionally for him.  The young man started talking and first identified being worried, then angry, then discouraged, then sad – and finally, he was able to see a way ahead rather than being held captive by this undigested mix of feelings.  I had a similar experience recently, where I passed through a progressive range of feelings – unease, anxiety, fear, anger, empathy – only to identify creative solutions to the issue that was disturbing me.

Thus we need to take time to get in touch with our feelings and to name them.  Sometimes, we can be lost for words to name our feelings.  However, there are a wide range of resources such as the list of feelings (pleasant and unpleasant/difficult).  These feeling words open up the opportunity to get in touch with, and be more descriptive of, what we are actually feeling (rather than using a vague catch-all descriptor which does not strengthen our sense of emotional control).

Jack Kornfield suggests a meditation to help here as well.  It involves the typical process of mindful breathing followed by body scan and then identifying any feeling that you are experiencing through your body – it could be tightness brought on by anxiety, a tingling sensation from nervousness or a speeding-up of your breath resulting from a felt fear.  Acknowledging this feeling and naming it, without judgement, is the first step to dealing with it and gaining self-mastery.  After naming one feeling, you can move onto another feeling during this meditation process.

As we grow in mindfulness through mindfulness meditation on our feelings we gain the insight to name and tame those feelings and open up new perspectives on, and solutions for, existing problems.

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

Image source: courtesy of geralt on Pixabay

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