Search Inside Yourself Leadership Institute

Developing Compassionate Leadership through Mindfulness

The concept of “Compassionate Leadership” has its foundations in the global mindfulness movement. One example of this foundation is the book by Amanda Sinclair, Leading Mindfully. She has a chapter on Bringing Love and Compassion into Leadership in this very readable and eminently practical book. In this chapter she draws on the example of Paul Roos, who coached Sydney Swans to their first AFL premiership.

The emergence of compassionate leadership

LinkedIn published an article in 2014 on the benefits of compassionate leadership and the traits of compassionate leaders. In 2017, Forbes produced an article on Compassionate Leadership: A Mindful Call to Lead from Both the Head and the Heart which tracks why compassionate leadership has evolved to its prominence today. The article recognises the seminal work of Google in developing mindful leadership through The Search Inside Yourself Program which is now available world-wide through the Search Inside Yourself Leadership Institute. The program was initially conducted over seven weeks in Google and is now offered globally as a two-day mindful leadership course covering mindfulness, emotional intelligence, neuroscience, and compassion.

The currency of the compassionate leadership approach has been reinforced by Forbes. In January 2020, Forbes published an article, How to be a more compassionate leader (and why it’s so important), which provides some practical steps to develop compassionate leadership including compassionate listening and helping to make other people’s lives better.

Developing compassionate leadership through mindfulness

In October 2020, Forbes published another article which recommends mindfulness practice as a way to develop Compassionate Leadership. The author, Laurel Donnellan, drew on the work of Darrell Jones, General Manager of Chill. Darrell recommends three basic elements – focus on inner transformation, value quality of mindfulness practice (however brief) over quantity (and the related “shoulds”) and find refuge in your practice whatever form it takes (e.g. meditation, Tai Chi, mindful reading or prayer) in challenging times, especially in times of grief. Darrell also suggests that we focus on “togethering” – putting our connectedness before our separateness. One way to do this is to consciously practise “compassionate listening” to those who have a different perspective or cultural background, seeking to create conversations that are inclusive.

During the Radical Compassion Challenge, both Jon Kabat-Zinn and Tara Brach reinforced the need for mindful listening to personal stories as a stimulus to compassionate action and highlighted mindfulness practice as a way to remove the blockages (such as fear of failure or unrealistic assumptions) to taking kindness-inspired action.

Chade-Meng Tan, author of Search Inside Yourself and founder of the Google program of the same name, stressed the role of mindfulness in developing personal insight, compassionate action, and the capacity to inspire others. His personal vision is to contribute to world peace through the development of compassionate leadership globally and he views mindfulness as the pathway to achieve this goal.

Many mindfulness practitioners and researchers see self-compassion, developed through mindfulness, as a source of insight and motivation for compassionate leadership. Tara Brach, for instance, argues that mindfulness can help us to overcome negative self-evaluation, sensitize us to the needs and hurt of others and free us up for compassionate action. Pema Chödrön maintains that “compassionate abiding” in our own pain and suffering as a form of mindful self-compassion builds resilience and acts as a doorway to compassion for others. Kristin Neff, author of The Mindful Self-Compassion Workbook, maintains that self-compassion is not self-pity or self-indulgence but helps us to understand our connectedness to others through sharing the human condition of pain and suffering.

Reflection

Mindfulness helps us overcome self-absorption, our sense of separateness, negative self-narratives and resentment and, in the process enables us to see more clearly our connectedness, identify our capacity to helps others and to find the courage and creativity to put our compassionate ideas into action. As we grow in mindfulness through meditation, reflection, and mindfulness practices, we build our capacity for compassionate leadership that not only enables us to take compassionate action but also inspires others to do likewise.

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Image by Joshua Choate 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.

Mindful City Initiative: Mindful.Org

In the previous post I discussed the Mindful City Project focused on a pilot in Highland Park, Illinois. This is only one example of the many initiatives being undertaken in the USA to develop mindful cities. Another key approach is the Mindful City Initiative undertaken by Mindful.Org. I will focus on this initiative in the current blog post.

Mindful City Initiative: Flint, Michigan

The Mindful City Initiative is a social intervention that is one of the three high-leveraged projects undertaken by The Foundation for a Mindful Society. The Foundation aims to improve wellness, health, compassion and kindness in all sectors of society through its publications, Mindful.Org and the Mindful Magazine, as well as projects which aim to cultivate and support mindfulness practices based on evidence-based research. It seeks to achieve these outcomes through an authentic approach to mindfulness that reflects the integrity of the not-for-profit Foundation.

Flint in Michigan is a city that has experienced major crises, e.g. reduction in the GMH workforce from 80.000 at its peak in 1978 to 8,000 by 2010 and lead contamination of its water. The Mindful City Initiative in Flint is designed to utilise mindfulness to assist the regeneration of the city so that it can become, once again, a thriving, healthy and resilient community.

In pursuit of this aim, a two-day workshop – developed and delivered by the Search Inside Yourself Leadership Institute (SIYLI) – was conducted for civic leaders encompassing leaders in businesses, education organisations, healthcare, and philanthropy. SIYLI provides leadership training in mindfulness and emotional intelligence, as well as extensive mindfulness resources, including the latest neuroscience research on mindfulness practices.

The leaders in Flint developed a vision of a “flourishing community” and sought the help of the Mindful City Initiative to develop leadership skills that will achieve active collaboration and innovation to realise their vision. Through this initiative, Mindful.org is linking the city leaders to teachers, partners and programs in the mindfulness arena, as well as providing access to their publications and mindfulness practices offered via their major social media site.

A further initiative is planned for Jackson Hole, Wyoming. The focus here is on “bringing together city leaders and neuroscientists” to enhance civic leadership skills to enable leaders in different sectors to work together to create a sustainable, “healthy community”.

Through social innovations such as the Mindful City Initiative, organisations are working to enable civil leaders to grow in mindfulness and transfer their knowledge, learning and experience to the broader community for the health, welfare and sustainability of their communities.

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Image by John Hain 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 Mindful Cities

The Search Inside Yourself Leadership Institute (SIYLI) conducts 2 day mindful leadership courses around the world based on the three pillars of mindfulness, neuroscience and emotional intelligence. Participants in these courses tend to be motivated to practice mindfulness and spread the learning and ideas to various local arenas such as schools, organisations and community settings. There are now movements underway to integrate these initiatives on a local level by developing “mindful cities”.

The Mindful City Project

One of the initiatives designed to aggregate local mindfulness activities is the Mindful City Project established by co-founders Deb Smolensky (CEO), Michelle Spehr and Ellen Rogin. Their approach is based on the three pillars of awareness, compassion (including self-compassion) and generosity. These pillars are underpinned by the knowledge, practices and insights emerging from neuroscience and emotional intelligence research.

In an interview with Jen Arnold, Deb and Michelle discussed their own background and experience with mindfulness and the motivation and purpose for the Mindful City Project. Deb mentioned that she had been introduced to mindfulness at age 10 by her drama teacher who taught his class to use body scan to overcome nervousness. In her twenties, she resorted to meditation to deal with her anxiety attacks.

Deb, Michelle and Ellen each have experience in the wellness arena, with Ellen’s experience focused on financial wellness. They saw the need to help communities to become more connected, collaborative and compassionate – to adopt a holistic approach to enable the whole community to thrive. The Mindful City Project initiative sets out to develop a framework that will enable both a common language and a set of practices (encapsulated in checklists). The aim is to provide education, resources and funding to enable leaders in city communities to progressively develop their own mindful city and to share their relevant knowledge and experience with leaders in other cities.

A beta mindful city project

Deb and Michelle discussed a pilot project in the city of Highland Park Illinois where they are working with three community groups – schools, businesses and public services such as hospitals and the military. A key intervention strategy is the development of a “layered form of education and practices” for each type of participant group.

For example, different seminars are conducted for students, teachers and parents – enabling reinforcement in all directions and exponential growth in the use of mindfulness practices. Schools are provided with a checklist of practice options that they can adopt – the practices covering each of the three pillars. A school, for example, could inculcate the practice of taking a mindful breath when the bell rings and/or instituting mindful pauses in classrooms.

A key pillar of the mindful city project is generosity. Schools can choose the level and breadth of their generosity endeavours, e.g. supporting a charity or adopting a pay it forward program. Deb and Michelle gave the example of a school that raised USD160,000 for childhood cancer.

In developing awareness in businesses, Deb and Michelle stated that they found the foundations for mindfulness already present in organisations in a number of forms:

emotional intelligence incorporated in leadership training
a focus on “unconscious bias” within diversity and inclusion training

Unfortunately, these mindfulness initiatives are often segregated and lose the opportunity for mutual reinforcement and the synergy that comes from a holistic approach. In the Mindful City Project approach, mindfulness training covers both internal and external elements:

internal – emotional intelligence and inner awareness
external – compassion and generosity

As people grow in mindfulness through education and mindfulness practices in schools, businesses and homes, the potential exists for leaders to build mindful cities that thrive on connection, collaboration and compassion. The Mindful City Project provides the resources and funding to enable cities to create their desired future.

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Image by Marion Wellmann 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.

Overcoming Agitation – A Calming Meditation

It’s so easy to become agitated in this fast-paced and demanding world. The environment we live in with its constant changes – economic, social, financial, climate, legal, electronic and political – demand incessant adaption. We can become so easily agitated by our daily experiences – our expectations not being met, having an unproductive day, managing ever-increasing costs and bureaucracy, being caught in endless traffic, managing a teenager who is pushing the boundaries in the search for self-identity and independence. Any one of these, a combination of them or other sources of agitation, can lead us to feel overwhelmed and “stressed out of our minds”.

Mindfulness meditation can help bring calm and clarity to our daily existence and reduce the level of stress we experience when things do not seem to go our way or frustrate our best intentions. There are an endless range of meditations that can help here – ranging from gratitude meditations to open awareness. The Search Inside Yourself Leadership Institute (SIYLI) provides one such meditation designed to restore calm at a time when we are really agitated.

Overcoming agitation through a calming meditation

Rich Fernandez, CEO of SIYLI, provides a meditation podcast designed to focus attention and restore equilibrium and equanimity. The meditation employs what Rich calls “focused attention” – where the focus is on your breathing.

The 9-minute, focused attention meditation employs several steps:

Making yourself comfortable in your chair, being conscious of your posture (releasing any tightness reflected in slouching)
Notice your body’s sensations precipitated by your interaction with your external environment – the pressure of your body against the chair and your feet touching the ground.
Bring your attention to your breathing, what Rich describes as the “circle of breathing” – the in-breath, pause and out-breath.
Notice if your mind wanders from the focus on your breath and bring your attention back to your breath (the meditation develops the art of focused attention by training yourself to return to your focus).
Treat yourself with loving kindness if you become distracted frequently – (scientific research informs us that we are normally distracted 50% of the time).
Close the meditation with three deep breaths – this time controlling your breath (whereas in the earlier steps, you are just noticing your breathing, not attempting to control the process).

The focused attention meditation can be done anywhere, at any time. If you are really agitated before you start, you can extend the meditation, repeat it (at the time or sometime later) or supplement it with another form of meditation such as a body scan. Once again it is regular practice that develops the art of focused attention – maintaining your meditation practice is critical to restoring your equilibrium and equanimity. Without the calming effects of such a meditation, you can end up aggravating your situation by doing or saying something inappropriate.

As we grow in mindfulness through focused attention meditation, we can develop the capacity to calm ourselves when we become agitated. Regular practice of this meditation will enable us to restore our equilibrium and equanimity.

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Image source: courtesy of Skitterphoto on 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.

Mindfulness for Overcoming Resentment

Resentment towards another person, organisation or group can hold us captive and lead us to give away control of our emotions to others. It also has the ability to linger and smoulder long after the initial catalyst has passed or even been forgotten.

Our resentment may flow from someone or a group that has frustrated our expectations or impeded our goals or done something that we experienced as harmful to us personally. Unless we let it go and dissolve its power, resentment can eat away at us and negatively impact our quality of life and the quality of our relationships.

Overcoming resentment through mindfulness

There are several mindfulness practices that can help us to let go of resentment. Here are three processes:

Forgiveness Meditation

Forgiveness meditation is one way to use mindfulness to overcome resentment towards a person and has proven to build understanding and empathy. It is designed to replace resentment with thoughtfulness and loving kindness

Dealing with conflict

During a two-day course on mindful leadership conducted by the Search Inside Yourself Leadership Institute, I learned a process that related to conflict resolution but was also designed to build understanding and tolerance of others and to dissolve the blocking effects of resentment. As part of the process, you had to reflect on the conflict incident and put yourself in the place of the other person with whom you had a conflict and towards whom you felt some resentment.

The conflict process acknowledges that for both parties in a conflict there are three levels of issues at play – (1) content, (2) feelings & (3) identity. So when you begin to reflect mindfully on what is happening for the other person, you ask the following questions from their perspective:

Content (What happened from their perspective?)
Feelings (How do I think they felt?)
Identity (What might have been at stake for them in terms of their sense of competence, their thoughts about their own goodness and lovability?)

By reflecting mindfully about what was going on for the person in the conflict that we felt some resentment towards, we can experience the resentment dissolving and empathy replacing it. As we ask ourselves the same questions, we can begin to realise that we are all very human and that we misunderstand each other and make mistakes which we may later regret.

Being mindful of the potential damaging effects of resentment

If we are able to get in touch with our feelings at a point in time and name our feelings as resentment, we can reflect on what that feeling is doing to us both bodily and emotionally. If we focus on these damaging effects and project them into the long-term, we will come to realise that we have to let the resentment go and move on, just as Khaled Hosseini described.

Khaled, in his book A Thousand Splendid Suns, has one of his lead characters, Laila, refuse to give into resentment:

But Laila has decided she will not be crippled by resentment. Mariam wouldn’t want it that way. What’s the sense? she would say, with a smile both innocent and wise. What good is it, Laila Jo? And so Laila has resigned herself to moving on. (p.399)

As we grow in mindfulness through meditation and reflection, we come to realise the damaging power and hold of resentment and to learn ways to overcome it. In the process, we can develop understanding of, and empathy for, others.

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

Image source: courtesy of Kasya 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.

Mindful Leadership: Social Skills – Communicating with Insight

Chade-Meng Tan (affectionately known as “Meng”), is the author of the book, Search Inside Yourself, a developer of the related Google course and one of the founders of the Search Inside Yourself Leadership Institute.

Meng maintains that as we grow in mindfulness we develop calmness of mind and clarity of thought. So whatever the stressful situation we are in, we are able to remain in control of our emotions – instead of being held captive by the primitive part of our brain, the amygdala. (Meng’s Google Talk)

We are able to notice our emotions as they occur and to choose how we respond, e.g communicate with compassion, instead of with anger. We are no longer controlled by our emotions.

The insight we gain is not only insight into ourselves but also understanding and insight into others’ emotions, motivations and behaviour. So we are better able to communicate from this position of increased understanding and insight, a position of increased clarity of mind not confounded by emotions. We also gain a greater understanding and appreciation of our environment, both the natural environment and also the micro and macro work context.

The Search Inside Yourself Leadership Institute’s two day program on mindful leadership and emotional intelligence offers a process to help leaders communicate with insight in the context of difficult conversations. The process involves reflection on a conflicted conversation that you have been involved in with another person. It aims to help you to gain insight into your own perceptions, emotions and motivation and those of the other person.

The two step process starts with an analysis of your involvement in the conflict. Firstly you are asked to identify the content of the conflict (what happened from your perspective) and secondly, your feelings at the time (your emotions). The process then helps you to gain a deep insight into your own motivations.

The third step, then, is the critical one. The assumption is that both parties in the conflict are ultimately trying to deal with identity issues – a fundamental motivation behind the conflict for each party. These identity issues are expressed as three questions:

am I competent?
am I a good person?
am I worthy of love?

Once you answer these identity issues questions for yourself, you put yourself in the position of the other person and repeat the three step process with respect to the other person in the conflict (the what, the feelings and the identity issues for them).

This then puts you in a position to communicate with renewed insight into the other person in the conflict You should undertake the follow-up conversation only after you have first reflected on your intention on having the subsequent conversation. You may actually decide not to pursue a further conversation at this point, but resolve to approach the next interaction with greater care and insight.

Communicating with insight comes with growth in mindfulness. As Meng points out, if you have developed mindfulness, you are able to approach any situation, whatever it involves, with clarity of mind and calmness (free from from the influence of uncontrolled emotions).

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

Image source: courtesy of geralt on Pixabay

Mindful Leadership: Empathy

The Search Inside Yourself Leadership Institute draws on Evan Thompson’s (2001) explanation of the nature of empathy that identifies two key aspects:

(a) The ability to experience and understand what others feel

(b) while maintaining a clear discernment about your own and the other person’s feeling and perspectives.

(Empathy and Consciousness, Journal of Consciousness Studies, 8, 1-32)

So the first aspect of empathy is the capacity to experience what the other person is experiencing from their perspective. It is like, metaphorically, standing in their place, realising and understanding what they are thinking and feeling. It is not trying to provide a psychological solution or judging the emotion of the other person. At the heart of empathy is understanding both intellectually and emotionally what is involved for the other person.

Secondly, it is the discernment ability to separate the other person’s emotion from your own. It is not owning the other person’s feelings as if they were your own. This ability to differentiate yourself and your feelings from the other person and their feelings is critical. An inability to do this means that you will eventually suffer from empathy overload, which can be harmful to you and reduces your capacity to help the other person. Total identification with the other person is not the goal of a healthy approach to empathy.

There are a number of ways to enhance your empathy. Here I will discuss three strategies:

1.Understanding and appreciating similarities

Foundational to empathy is self-awareness and the ability to recognise similarities between ourself and other people. When we focus on differences, we are less able to empathise with others and are more inclined to make assumptions about others. It is interesting, too, that we tend to judge ourselves by our intentions and judge others by their presumed motivation. We all know that there can be a huge gap between intention and action.

2. Empathetic listening

Empathetic listening involves not only attending to what someone’s is saying (the words), but also the feelings (the emotions) behind the words. It includes the capacity to not only reflect back the content of the other person’s communication, but also the ability to reflect back the emotion and depth of emotion involved. This is often very difficult to do, given our busy lives and our tendency to run away from emotional encounters – either withdrawing physically or psychologically by tuning out. As we grow in mindfulness, we are better able to stay present to the other person and listen empathetically.

3 Kindness

Simple acts of kindness, helping another in difficulty, builds empathy as it relies on awareness of another’s predicament and a willingness to take some action towards assisting that person. If you are looking for inspiration for your own acts of kindness, here are some websites that may help:

Random Acts of Kindness

Kindness.org

103 Random Acts of Kindness

As you grow in mindfulness you develop your capacity to be empathetic, as empathy requires you to be present on purpose and non-judgementally.

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

Image source: courtesy of geralt on Pixabay

Mindful Leadership: Motivation

There are a number of ways to build our motivation and mindfulness as a leader and I will discuss four ways here.

1. Alignment with our values

When what we are doing is aligned with our values, we have more energy, focus and insight. In an earlier post, I asked the question, “What are you doing this for?” In that post, I explored the exercise involving the process of asking yourself three times “why?” i.e. why are you doing the work/ activity that you are doing ? This is one way to check your motivation and how aligned it is with your values.

2. Alignment with our core skills

Previously, I explored three elements that contribute to happiness- an intrinsic source of motivation. One of the core elements was how well aligned your work or other activity was with your core skills. Alignment with your core skills keeps boredom at bay, builds learning through challenge and maintains motivation.

3. Envisioning our future

The capacity to envision the future provides the opportunity to work towards some desired state or future condition – this clarity around an end goal helps to maintain motivation and guide action. The Search Inside Yourself Leadership Institute provides leaders with a way to discover an ideal future through a scenario and a series of questions:

If everything in my life starting today, meets my most optimistic expectations, what will my life be like in 5 years?

Who are you and what are you doing?
How do you feel?
What do people say about you?

Consciousness about what you are working towards is foundational to mindful leadership, because a core role of a leader is setting a future direction.. If you don’t know where you are heading, it is difficult for others to follow you.

4. Building resilience

Resilience is your capacity to bounce back from setbacks and disappointments in pursuit of a goal or end vision. There are always things that create temporary barriers to goal achievement such as illness, loss of sponsorship or exhaustion. Resilience enables us to overcome these impediments and persist in the pursuit of an end state. In an earlier post, I discussed how mindfulness develops resilience. The mindful leader needs to be resilient if they are to persist in the face of difficulties and enable their followers to contribute to their vision.

As we grow in mindfulness, we develop the capacity to create a greater alignment with our values and core skills, gain clarity about our vision and build resilience in the face of obstacles. Each of these elements contribute to our development and motivation as a mindful leader.

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

Image source: courtesy of dweedon1 on Pixabay

Mindful Leadership: Self-Management

Self-management relies very heavily on self-awareness. If we are not conscious of what we are thinking, saying and doing – and the impact of our thoughts, words and actions – we are incapable of managing ourselves.

Self-management, according to the Search Inside Yourself Leadership Institute, is “the process of managing one’s internal states, impulses and resources”.

Viktor Frankl, author of Man’s Search for Meaning, identified the opportunity space for self- management:

Between stimulus and response, there is a space. In that space lives our freedom and our power to choose our response. In our response lies our greatest happiness.

There are a number of ways to develop self-management. I will discuss two approaches in this post:

1. Managing Your Response to Negative Triggers

We all have situations, people or events that “set us off”. They may stimulate anger, frustration, annoyance or anyone of the multitude of negative emotions. As Vikto Frankl pointed out, we really have a choice of how to respond. In a previous post, I discussed the SBNRR process (stop, breathe, notice, reflect and respond) to help you manage your response to your negative triggers. Reflect is an important stage of the process because it seeks to get us to move beyond the particular negative stimulus and response to gain insight into any observable pattern, e.g. obstinacy when dealing with a person in authority.

2. Mindful Listening

Mindful listening requires us to be fully present to the other person, to understand what they are saying and the significance for that person. It also means to be able to reflect back their words and feelings, and the depth of those feelings. It requires discipline to stay with the other person’s conversation and to avoid diverting the conversation to yourself and your own experience. It also means avoiding interrupting the other person mid-sentence. All of this takes considerable self-management. Mastering mindful listening is a lifetime pursuit – in the process you will develop self-management and grow in mindfulness.

Self-management contributes to the development of mindfulness; as we grow in mindfulness it becomes easier to manage ourselves and our responses. Both contribute to the development of mindful leadership.

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

Image source: courtesy of moulinaem on Pixabay

Mindful Leadership and Emotional Intelligence

Daniel Goleman, who popularised the idea of emotional intelligence (EI) in his book, Emotional Intelligence: Why It Can Matter More Than IQ, maintains that EI underpins mindfulness.

In fact, in his earlier book, The Meditative Mind, he shares his experience of different traditions of meditation. Thus meditation and mindfulness were part of the framework shaping his popular later work on EI.

Goleman acknowledges that he was not the first to use the phrase, emotional intelligence. Many other authors had written about this concept before him. Two of these researchers, Salovey & Mayer (1990) describe EI as follows:

The ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use that information to guide one’s thinking and action.

Based on this definition, the Search Inside Yourself Leadership Institute identifies the five elements of emotional intelligence as follows:

Self-awareness
Self-management
Motivation
Empathy
Social skills

(Source: 2 Day workshop on Mindfulness-Based Emotional Intelligence for Leaders)

Both the definition and identified elements of emotional intelligence call for action, not just awareness and thinking. As discussed previously in relation to lifelong learning, understanding is a necessary aspect but there is no sustainable learning without action.

The relationship between emotional intelligence and mindfulness is bidirectional – as we grow in mindfulness we are better able to exercise emotional intelligence; building emotional intelligence concurrently develops mindfulness. Both involve being present in the moment.

In future posts, I will discuss each of the elements of emotional intelligence individually.

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

Image source: courtesy of johnhain on Pixabay