reflection – Page 20 – Grow Mindfulness

Creating a Journal to Declutter Your Mind

Ryder Carroll in a TEDx Yale Talk titled, How to declutter your mind – keep a journal, highlighted the role a journal can play in helping you to overcome the busyness in your life and lead what he calls an “intentional life” – a life lived with intent, focus and purpose. He maintained that we cause ourselves stress and anxiety by cluttering our minds with things that are not important and as a result lose sight of things that matter to us.

Our thoughts are discursive – one thought follows another in an endless stream. These thoughts and our busyness are often driven by expectations – our own and those of others in our life. As discussed previously, expectations can hold us captive and erode our freedom of choice. In some organisations, busyness has become a sign of importance – where the expectation is to be “seen-to-be-doing”, rather than being and achieving.

Ryder states in his presentation that today we suffer from “decision fatigue” resulting from “choice fatigue”. At every moment of the day we are confronted with choices and decisions – you only have to try to buy a simple product at a supermarket to experience this at a micro level. Decisions take time and energy and time is a non-renewable resource – the very words, “take time”, indicate that we consume time in our lives as we live out our choice-making and act on our decisions.

Create a journal to declutter your mind

Journalling has been shown to be beneficial for many reasons – not the least of these being to improve our overall well-being. Ryder, however, emphasises the necessity of a journal to help declutter our minds and free our thinking to focus on the things that are important to us. He suggests that a journal can serve the purpose of a “mental inventory”, where you record your tasks, events and notes as a way to better manage the present, track what has happened in the past and plan your future.

He provides a simple approach to journalling that he calls a “bullet journal” and provides a very brief video to explain this approach. The name derives from the methodology of creating different forms of bullet points to identify tasks, events and notes.

Ryder highlights the importance of reflection to underpin his approach to mind management. He suggests that it is not enough just to record the relevant information but also to review what has been written. He offers three considerations that can form the basis of a daily, weekly or monthly review of your individual journal entries:

does it really matter?

is it important to achieve or realise?

is it merely a distraction?

Recording without reflection is just reinforcing busy behaviour – without review there is little development of self-awareness and self-management. The review can be strengthened by consciously developing a focus for our time and energies.

Developing focus and productivity through small projects

Ryder’s approach to developing focus is to identify things that are important to us to achieve and to frame them as small projects (breaking down larger projects into smaller parts or milestones). He then suggests that these are incorporated in the monthly plan of your bullet journal, while the relevant tasks that make up an individual project can be collected in a project plan or what he describes as a “collection”.

The small projects act as a point of focus in any given month, serve as a way to channel time and energy, engage your curiosity and build a sense of self-efficacy through achieving identified milestones and project outcomes. Breaking goals down into achievable parts is a proven approach to increasing your productivity. Ryder suggests that the small projects should be something that is within your control – they are free from externally imposed barriers, they are expressed as achievable tasks/outcomes and can be done in the limited timeframe of a month (which lines up with the monthly planning cycle that he recommends). These small projects give us a sense of control and increased agency which serve as a foil to the sense of losing control which comes with endless busyness.

As we develop our journal to declutter our mind and manage our time and energy, we can free ourselves to grow in mindfulness through reflection and meditation and open our lives to less stress and more creative opportunities.

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

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Christmas: A Time for Kindness and Reflection

Christmas is a time for kindness and reflection. It brings out the kindness in people of all persuasions and provides a time to reflect on the year that has almost passed, as we count down the days to the end of the year.

A time for kindness

Christmas seems to bring out the best in many people – thoughtfulness of others and kindness towards to those who are less fortunate. I recall last year being in Bologna and watching a group of young people moving around the streets on Christmas Eve singing songs to homeless people and offering them gifts. This thoughtful action brought smiles to the faces of people who received this kindness, particularly as they sat huddled in blankets on a cold night approaching zero degrees.

Christmas is a time when families get together and share gifts, when mothers shop with their adult daughters and children wait with gleeful anticipation. It is really a time of giving not only of gifts but also time – time for others whether family, friends or those in need. Christmas is very much a testament to the human heart.

It is also a time to be mindful of others when we are driving in traffic, pressed for that parking space in the shopping centre, and queuing for high demand public transport or taxi/Uber services. It’s a time to take a break from the hurly-burly of the festive season and get in touch with our breathing and appreciate the many things we have to express gratitude for. We have only to think of people less fortunate than ourselves, e.g. experiencing loneliness at Christmas, to realise how much we have to be grateful for. There is so much that we take for granted in our daily lives.

A time for reflection

As we reflect on our past year, we can ask ourselves, “What have we done that contributes to our own mindfulness and that of others we interact with?” Have we been able to maintain a regular form of meditation, mindfulness practice or activity such as Tai Chi or yoga?

I know for myself it is easy to read about mindfulness and to write about it, but it is another thing to maintain regular mindfulness practice. It is difficult to sustain such practices in the face of daily pressures from work, family or the community generally. It pays at times like Christmas to reflect on our practice and identify ways to better maintain our chosen technique(s) for building mindfulness. The benefits can extend to every facet of our lives.

Christmas is a time to reflect in terms of what we have done to share the benefits of mindfulness with others who we come into contact with, either informally or more formally through workshops and training activities. If we have developed the gift of mindfulness, how can we best share this with others who are in need of its benefits – because of mental health issues, stress or time/work pressures?

As we grow in mindfulness, we can more readily extend thoughtfulness and kindness to others, reflect on what we are grateful for in our lives and seek ways to share the benefits of mindfulness with others. Sustaining our mindfulness practice provides the foundation for this growth in internal and external awareness.

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

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Identifying and Managing Harmful Beliefs

Tara Brach provides an insightful article on the nature and impact of harmful beliefs. She explains the well-known fact that our beliefs about ourselves and others (that we hold to be true), influence our thoughts which in turn generate emotions that then shape our behaviour – especially our responses to what we perceive as negative triggers. Tara points out that often our beliefs cause us suffering because while they are real, they are not true. The negative bias of our brains serves to sustain these harmful beliefs.

Our false beliefs can take many forms:

I am not good enough
They are out to undermine me
I am not doing enough
I don’t deserve to belong to this group
They don’t want me to be a part of this activity
I am bad.

These negative beliefs can develop at an early age and be reinforced by our cultural environment and own life experiences. Parental influences can play a big role, e.g. if we cannot live up to their expectations musically, academically or with sport. We may have experienced early separation from one or both our parents either temporarily or permanently. This can reinforce our natural inclination to separateness – seeing our self as separate from others- and develop a sense of what Tara calls, “severed belonging”.

Our negative beliefs about our self or others can lead to defensiveness and inappropriate behaviour in conflict situations. Our beliefs act as a way to protect ourselves when we are feeling vulnerable. These beliefs are often below the conscious level and can lead to unconscious bias. The problem arises when we then use our experience, impacted by distorted perceptions, to confirm our beliefs, thus leading to “confirmatory bias”. Tara suggests that our beliefs can act as a veil through which we see and interpret the world.

The reality is that our beliefs about our self and others are merely representations that serve as as “maps” to negotiate our interactions in daily life. The problem, though, is that “a map is not the territory”. Sometimes our “maps” are accurate and useful; other times they are flawed, misleading and a source of suffering.

Identifying and managing harmful beliefs

Tara provides an eight minute meditation podcast on how to come to grips with harmful beliefs and to manage them effectively. The starting point after becoming grounded is to reflect on a situation where you were in conflict with someone else.

Tara draws on the work of Byron Katie, author of The Four Questions, to provide a series of questions that you can pursue as part of this beliefs meditation:

What belief or set of beliefs was I entertaining during the interaction – what did I believe was happening? (identifying beliefs)
Are these beliefs true or did I invent them to protect myself? (remembering that beliefs can be real to us but not true)
How is my life impacted by this belief or set of beliefs – what is it doing to my day-to-day experience (am I feeling stunted, controlled or imprisoned by the beliefs?)
What is the underlying vulnerability embedded in my belief/set of beliefs – does this exploration reveal a pattern?
What would my life be like if I no longer held this belief or set of beliefs? (would I feel freed, better able to express compassion toward myself and others and able to develop my response ability?)

The process of identifying false beliefs and their impact on our thoughts, emotions and behaviour can create a new level of self-awareness. Once we have gained this insight, the process of managing our beliefs involves “letting go“, so we can progressively release our self from the distortions of reality involved, increase our openness, develop creativity and improve our relationships.

As we grow in mindfulness through beliefs meditation and reflection on our less-than-satisfactory interactions, we can identify and manage false beliefs that bring suffering to our daily lives and achieve a new level of vulnerability, not higher levels of protectionism.

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

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Gratitude – a Reflection

In my last post I wrote about simple gratitude exercises. There was one in particular that resonated with me – reflecting on your day. As a result, I reflected on a specific event that occurred the day before. It was a cafe meeting I had with two of my colleagues. Reflecting on this event brought home to me how much I take for granted in my life. I will share my reflections about my gratitude for this interaction in the following post.

Gratitude for colleague 1 – occasional colleague

I last worked with this colleague about six months ago. Despite this elapsed time, I found we virtually took up the conversation “where we left off”. I often marvel at how this occurs – when you are with real friends, you seem to be able to resume “where you left off” even after 6 months, a year or even many years – it’s almost as if you communicate in the ether over time, even when you are going your separate ways.

Underlying this ease of conversation, is a common value system and belief about the inherent goodness of people. In our case, it also relates to an approach to organisational consulting which sets a lot of value on respecting people and seeking to create positive, productive and mentally healthy organisations. It is a rich source of support when you have a colleague, however occasional, that you can relate to so easily and share a common paradigm about people and organisations. I am very grateful for this rich relationship, developed more than three years ago, which has provided me with such professional support.

Gratitude for colleague 2 – weekly collaborator

Over more than a decade now, I have worked weekly with a colleague with whom I collaborate on manager/executive development and organisational reviews and development. While we may not be working specifically with a manager or organisation all the time, we are regularly sharing resources, planning workshops or interventions, reflecting on our activities and following up with clients.

We have in common a shared set of values which among other things encompasses working continuously to develop mentally healthy organisations. We do this through the Confident People Management Program (CPM), a longitudinal, action learning program we conduct with managers and executives in Government agencies throughout the State. In all, we have worked with over 2,000 managers in the past decade or so.

Additionally, we have undertaken organisational interventions at the request of clients who want to increase leadership effectiveness, undertake collaborative strategic planning, develop a positive and productive culture, heal divisions or act on aspects of organisational life identified by managers and/or staff as unsatisfactory.

My colleague has the contacts, the persistence and energy to generate this work – and I regularly express appreciation for this collaborative work and the rich experience and learning that this provides (not to mention the revenue involved also).

I appreciate her courageous commitment to her values and willingness to challenge others when their words and actions do not align with their stated values. Associated with this is the readiness to question her own words and actions through ongoing reflection. This personal commitment to continuous improvement in herself and others is foundational to the success we experience in engaging managers and organisations. It is underpinned by her absolute commitment to meet the needs of our clients, whether they are individuals, groups or organisations as a whole.

There is also an underlying courage and willingness to “have a go” and try something different which is both refreshing and encouraging and has taken us into consulting realms and activities that I thought would not eventuate. This is the inherent developmental aspect of our professional relationship, as we stretch our boundaries to meet the needs of our clients – managers and organisations.

I appreciate too that my colleague does not have “ego” investment in any of the processes we plan for our manager development or organisational intervention activities. This makes it so much easier to plan, explore alternative options, experiment and change course mid-action. It also facilitates the ability for collaborative reflection on action as well as in-action.

I am grateful that our relationship has been built on complementary skills – with my colleague contributing a unique depth of understanding of our public sector clients and their history as well as endless contacts. My contribution focuses on process design and our collaboration has developed my process design skills and provided the support/opportunity to explore new processes and embed different processes into our manager development activities and organisational interventions. We also share a common understanding of group and organisational dynamics and a commitment to action learning and the values that underpin this approach to manager and organisational development.

Underlying all this however, is a common set of values around respecting and valuing people and seeking to facilitate the development of mentally healthy organisations where executives, managers and staff can develop themselves and their organisations. We often describe our work as “enabling organisational participants/groups to have the conversations they should be having”- whether that is managing upwards, sharing values, planning together, resolving conflicts or building each other’s capacity and capability.

I have worked with many colleagues over more than forty years of educating and consulting, and it is rare indeed to have a colleague who brings so much to a professional relationship, who values the relationship above self-interest and is willing to collaborate in the very real sense of the word. My reflection on this cafe meeting brought home to me how much I value this ongoing professional relationship and all that it has enabled me to undertake and achieve. For this, I am very grateful, but I realise how much of this richness I take for granted. Reflecting on various professional experiences with my colleague is a catalyst for this expression of gratitude.

As we grow in mindfulness, we learn to take less for granted and grow in appreciation for the many people and things that enrich our lives. Reflection really aids the development of this sense of gratitude. Through reflection we come to see what others have contributed to our wellness, growth, mental health, sense of accomplishment and happiness. In relationships we can become who we are capable of being. Ongoing reflection helps relationships, professional and otherwise, to develop and grow richer. There is so much about reflection that underpins gratitude. Being mindful helps us to reflect, just as reflection contributes to our development of mindfulness and the associated internal and external awareness.

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

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Some Simple Gratitude Exercises

The expression of gratitude does not have to be confined to extended gratitude meditations. In fact, the more often you can find simple ways to express gratitude, the more readily will you achieve a brain makeover from negative thoughts to a positive outlook and impact positively on those you interact with. It is a two-way street though – an extended gratitude meditation can deepen your overall sense of gratitude while regular expressions of gratitude can keep this positive emotion top of mind and impact your behaviour on an ongoing basis.

Simple gratitude exercises

If you have a suite of simple gratitude exercises, you are more likely to practise them and extend your expression of gratitude throughout the day as different gratitude prompts occur. Here are some gratitude exercises to get you started:

Making your “thank you” a conscious act

Stephanie Domet suggests that we can improve the quality of our daily expression of gratitude to others by being really present when we say “thank you”. We can often be distracted, mouth the words as a matter of course without real feeling behind them or become focused on our next action without being really present to the person we are “communicating” with. The person receiving the communication can sense whether you mean what you say or are just going through the motions. If you are not present when you say the words, your positive intent is lost as are the benefits for yourself and the other person.

Savour the moment through your senses

Elaine Smookler provides a comprehensive explanation of a 5-minute exercise that involves progressively engaging each of your senses in-the-moment. She maintains that this practice builds personal resilience when the waves of life wash over you – when things don’t turn out as you expected. Elaine also provides a guided meditation podcast within her article. This approach helps to switch your brain from a deficit mentality to one of appreciating life’s small blessings.

Reflecting on your day with gratitude

Towards the end of each day, it pays to look back on the day and reflect on what you have appreciated about your day – the people you have interacted with and the friendships involved, the opportunities that have come your way, the ease of conversation, the chance to achieve something worthwhile, acquiring new skills or knowledge (or enhancing existing knowledge/skills), gaining insights, growing in awareness (both internal and external). The list of things to be grateful for goes on endlessly once you set your mind to it. This simple exercise of appreciating the small things in life on a daily basis helps us to break free of self-doubt or negative thoughts and builds our confidence and potentiality.

Building gratitude into your daily life – choosing a simple or extended gratitude exercise

You can build your appreciation and sense of gratitude very quickly through these exercises and deepen your gratitude with more extended meditation practice. The secret is to head down this path of appreciation and its attendant benefits by choosing something, a simple or extended practice, that you can build into your daily life. It needs to be something that suits your lifestyle so that you can sustain it over time and make it an integral part of your life. One gratitude practice will then lead to another and change your outlook on life as well as your interactions.

As you grow in mindfulness through simple gratitude exercises and/or extended gratitude meditation, you will build your awareness of the positive aspects of your life, develop greater resilience and strengthen your relationships. Time spent reflecting on the things you appreciate each day will bring a rich reward.

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

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Overcome Reactivity through Mindfulness

Throughout the day we are often on automatic pilot, reacting to events and to others in an unconscious way. It may be that we react to something someone said or did – like hearing a perceived criticism or being cut off in traffic. Our automatic response is to be angry or annoyed and to lash out at the other person either in word or action (or by sending that angry email response).

Tara Brach, in her meditation podcast, defines this reactivity as “reacting out of our habitual patterns without consciousness”. All day and every day we will find ourselves in a reactive pattern, being totally unaware of where we are operating from. Viktor Frankl reminds us that there is a space between stimulus and response and that we have the choice of whether we use the space to manage our response. He suggests that in the space lies freedom and choice – the opportunity to break free from reactive responses and to exercise conscious choice in how we respond.

People are becoming increasingly reactive because we are fast losing the capacity to be in the present moment – to respond to life with full awareness. The growth in the incidence and violence of “road rage” is evidence that people are reacting mindlessly when they experience some delay in traffic or are frustrated by the actions of another driver. We can act out of impatience rather than being patient and understanding that we are traffic too.

If we practice reflection on our daily activities, we can begin to notice how reactive we often are. It is a useful exercise to think about a single event where we were reactive and to capture the moment – thinking about what happened, how we felt both bodily and emotionally and how we responded. We can then focus on what we could have done differently to avoid being reactive.

When we are in the midst of a situation that is stimulating a negative response in us, we can use the S.T.O.P. practice to create some space for ourselves and better manage our response. Meditation practice can help us to more frequently access this process to pause and stop ourselves from being overly reactive.

Tara suggests that one of the easiest practices during meditation to become grounded in the present is to listen to the sounds that surround us – in a way that is neither interpreting or evaluating the sound. For example, you might be fortunate enough to tune into the sound of rain as it falls, noticing the ever-changing pattern and different impacts as it hits the ground or buildings.

As we grow in mindfulness through meditation practice and reflection, we can become more self-aware, more aware of our reactive responses and better able to consciously manage our response to life and the varying stimuli we encounter throughout the day and night.

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

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Recognition of the Signs of Mental Illness and How to Intervene

In the previous post, I discussed being mindful of mental health in the workplace. This involves not only awareness and being present to staff and colleagues, but also being able to recognise the early warning signs of mental illness and having the courage and competence to intervene.

The early warning signs of mental illness in the workplace

Recognition of the early warning signs of mental illness enables early intervention to prevent deterioration in a person’s mental health. Without such an intervention, issues can build up for the individual, making it more difficult for them to manage their stress and/or stressors.

The Mentally Healthy Workplaces Toolkit introduced in the earlier post provides a list of possible early warning signs of mental illness and lists them under five categories:

Physical – such as constant tiredness, continuous ill health, major changes in appearance and/or weight, complaints about ongoing health concerns
Emotional – such as irritability, loss of a sense of humour or of confidence, increased cynicism, nervousness, overly sensitive to perceived or real criticism
Cognitive – overall performance decline through lots of mistakes, lack of concentration and/or inability to make decisions (constant procrastinating)
Behavioural – behaving out of character by becoming more introverted or extroverted, withdrawing from group activities, lateness to work, not taking scheduled breaks (such as lunches) but taking unofficial time off
In the business – inability to meet deadlines, declining motivation, frequent absences, working long hours unproductively.

There may be multiple causes for one or more of these early signs to occur. So, it becomes important to check in with the person involved as to how they are going and whether you can be of assistance.

Checking in – having the conversation

Often managers and colleagues are reluctant to say anything to the person showing early sings of mental illness and the person involved is often unwilling to raise the issue for fear of being seen as “not coping” or “being weak”. Part of the problem is that they really need support and care and genuine concern for their welfare. They can be experiencing a strong sense of isolation, lack of support and associated depression. Extending a helping hand can often work wonders. But how do you start the conversation?

People in the workplace are very ready to ask someone about a physical injury such as a broken wrist but when it comes to a mental illness they are often fearful or uncertain – yet the person with the early signs really needs someone to show care and concern. So, we can have a situation where the two parties – the manager/colleague and the person experiencing mental illness – are compounding the problem by not engaging in the conversation- a form of mutual withdrawal.

The recognised format for the initial conversation where someone is displaying the early signs of mental illness is called AYOK – “Are you okay?” The Mentally Healthy Workplaces Toolkit offers four steps for starting the conversation:

Ask R U OK?
Listen without judgment
Encourage action
Check in

It is useful to preface this conversation with the observation, “I have noticed that…and I am concerned for your welfare.” In other words, communicate what you have observed (shows you are interested in the person) and express care and concern.

The person involved may be unwilling to talk initially but it is important to undertake the occasional check-in. An experienced practitioner at the 19th International Mental Health Conference mentioned that on one occasion he had the initial AYOK conversation and the person involved said they were okay…and yet, some months later they came up to the practitioner and said, “I’m not okay, my daughter committed suicide three months ago – can you help me?” Having had the initial conversation opened the way for the subsequent voluntary disclosure. To avoid the conversation compounds the sense of isolation of the individual involved – they feel that they can’t help themselves and that no one else is willing to help them.

It is important to prepare for the conversation beforehand – know what you are going to say, allow time for the interaction and choose an appropriate time and place. You need to ensure that you are prepared to listen and be mindful during the conversation.

You can provide support by suggesting they use the Employee Assistance Program, visit their doctor (who can initiate a formal Mental Health Care Plan) or discuss options for making reasonable adjustments to their work situation. The important thing is that you take compassionate action, not letting the situation deteriorate.

It is vitally important to maintain confidentiality about any information disclosed to protect the privacy of the person involved. You will need the explicit consent of the individual to disclose the information to co-workers, for example. The information conveyed to you can only be used for the purpose intended by the disclosure – e.g. to enable a reasonable adjustment to their workload or pattern of work.

The exception would be where the person discloses that they are experiencing suicidal thoughts or feelings. In this case, you will need to seek professional support. Beyond Blue has some very sound and detailed guidelines for the conversation in these situations, including what language to use. ConNetica, in their blog post Chats for life APP, also provides an App (with practical conversation tips) which has been designed by young people for young people experiencing mental health problems, and possibly suicidal thoughts and feelings.

As we grow in mindfulness through meditation and reflection, we can become more aware of the early signs of mental illness, have the courage and confidence to have the AYOK conversation and a willingness to take compassionate action.

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

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How Does Mindfulness Impact Our Behaviour?

Research on mindfulness suggests that through meditation practice we become more connected with ourselves and more in control of our thoughts, emotions and resulting behaviour. In particular, mindfulness improves the frequency and quality of our paying attention in the present.

Research by scientists on the outcomes of mindfulness point to the development of compassion, reduced sense of isolation, increased resilience and ability to handle stress – all of which impact our behaviour.

Exploring how mindfulness impacts our behaviour

We have to ask ourselves how mindfulness practice changes our own behaviour. Do we stop ourselves from writing that cutting email when we become angry at an email we received? Do we immediately retaliate with counter accusations when criticised by someone else? To what extent has our awareness and understanding of another’s pain increased our empathy and become reflected in compassionate behaviour?

One of the challenges we face in translating mindfulness practice into changed behaviour is that our habituated behaviour is very difficult to change. Even as we develop mindfulness through reflection and meditation, we will still have to deal with negative thoughts and emotions that arise spontaneously despite our best intentions. However, our capacity to deal with these challenges should develop so that our response ability increases and we can overcome our habit of responding inappropriately to words or actions that trigger us.

If we do feel agitated, we can have the presence of mind to stop and take a breath, observe what is happening inside ourselves and use the gap between the stimulus (the trigger) and our response to manage our behaviour better.

We can begin to see that we are moving towards more kindness in our interactions with others – it could be that we notice people more, stop and talk to people who seem lonely or depressed, demonstrate more thoughtfulness towards others we encounter in daily life.

A meditation to explore the impact of mindfulness on our behaviour

We can explore for ourselves what impact our meditation practice is having on our behaviour by way of checking our progress towards achieving the equanimity of mindfulness. We can review how often we have used mindfulness as a form of self-intervention to prevent us from saying or doing something that we considered inappropriate.

Tara Brach asks some penetrating questions about the ways in which mindfulness has positively impacted our behaviour. In the related meditation podcast, Tara encourages us to let go of the past and attend fully to the present moment. This meditation is particularly useful if you have reviewed your behaviour and found that you did not act mindfully. It is a calming meditation that is strongly situated in the present moment and in what you are experiencing within and aware of in your immediate surroundings.

As we grow in mindfulness through reflection and meditation, we can begin to see clearly observable changes in our behaviour particularly in moments of stress or when our negative emotions are triggered. We begin to notice our capacity to control our thoughts and emotions and increase our response ability – to respond in more appropriate ways that build relationships rather than damage them.

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

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Mindful Leadership: Being Present

One of the core skills of leadership is the ability to be fully present when interacting with others – whether with managers, non-managerial employees or other stakeholders. Being present underpins the capacity to influence. It is the precondition for effective listening, providing feedback and generating the engagement of employees.

Effective listening

To actively listen, you have to be really present to the person you are attempting to engage with. It means being able to focus on the person speaking and tuning in to their words, nonverbal behaviour and the emotions underlying their communication. It also requires the ability to reflect back to the other person not only what they are saying but also the emotions behind the words and the intensity of those emotions. This enables the speaker to feel truly heard. Being present in such interactions means effectively that you are open to the influence of the speaker – not shut off from their desire to engender some change in what is happening.

To tune into another person requires you to tune out of your own thoughts and to control your own preconceptions and assumptions. Reflection following an interaction can help you to identify what got in the road of effective listening.

Providing feedback

Being present is an essential requirement for providing effective feedback – whether positive feedback or corrective feedback. To be able to give positive feedback that is specific, genuine and timely, you need to be able to observe behaviour that should be acknowledged and rewarded with praise. You need to be present to notice the desired behaviour in the first place.

Providing corrective feedback for inappropriate behaviour or inadequate performance also requires you to be fully present and to manage your own feelings in the situation. Once you have spelt out the core behavioural or performance issue, you need to be able to actively listen to understand what is going on for the other person – what is impacting their behaviour/performance. You may even find, in the process, that you have contributed to the problem through lack of clarity of instructions/expectations or inadequate training. Openness to these possibilities requires being present and attentive to the person you are providing corrective feedback to.

Engagement of employees

Employees, whether managers or non-managerial employees, respect a leader who can actively listen and provided accurate feedback, whether positive or corrective. They understand and appreciate that by your being present and attentive, you are demonstrating respect for them, their skills and their contributions – the foundation for true employee engagement.

As we grow in mindfulness through meditation and reflection, we are better able to be fully present to provide effective listening and feedback to engender commitment and contribution of our followers, whether managers or non-managerial employees. Being present is the outcome of continuous meditation practice and reflection undertaken on a regular basis.

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

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What Is Your Unique Purpose in Life?

In the previous post on Finding Your True Purpose, I drew on the interview podcast by Stephen Cope. In that post, I explored what Stephen refers to as the “four-stage path of action”. The first stage, however, discerning your true purpose, is where people often become stuck and unable to move forward, for multiple reasons (including doubts).

Stephen suggests several ways to help you progress in deciding what is your unique purpose in life – what best utilises your knowledge, skills and personality for the greater good. This can be a challenging task and may take some time to discern – it could involve immersing yourself in an area of interest to establish the needs that are present in that arena. Research may precede action.

What is your unique purpose in life?

Some of Stephen’s suggestions may help with gaining clarity about your unique purpose. He suggests that you can focus on three areas to gain further insight into any “unconscious obstacles”.

What lights you up? – what in your life generates positive energy, captures your commitment or engages you over lengthy periods? The way to access this is to write a list of things that light you up, without censoring the list. Look for themes or connections amongst items on your list, and you may find a pointer to your unique purpose.
What is your deepest duty right now? – you will have duties as an employee, friend, colleague, parent, citizen, partner. What duty flowing from any of these roles is felt so deeply that if you do not fulfil it, “you will feel a profound sense of self-betrayal”?
What personal challenges do you face? – do you have a health issue, relationship challenge, a problem involving your child or children or a workplace issue? What do these challenges inspire you to do? It may mean helping others to show self-care or establishing a support group for parents who have lost a child or for people experiencing work stress. Some people have established a foundation or committee to enable them to engage others in supporting them in their endeavours to do something for the common good.

Famous people such as Gandhi and Robert Frost found their unique purpose and proceeded to develop what Stephen calls “unified action” – where you increase your focus on the area of interest and peel away anything that is not contributing to your unique purpose. Extraordinary people have achieved extraordinary outcomes but there are many more “ordinary people” who have excelled at what they do because they have realised a singular focus and a commitment to act in accord with that focus.

As we grow in mindfulness through meditation and reflection (particularly on our interests, our duties and our challenges), we can gain clarity about our unique purpose, find creative ways to fine tune our actions and increase the integration of that purpose into our daily lives.

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

Image source: courtesy of cocoparisienne on Pixabay

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