The Zen Leader – Grow Mindfulness

Developing Our Inner Life as a Leader

As we grow in mindfulness, we develop our inner life – realising a deeper self-awareness, developing increased understanding of the nature and strength of our personal triggers and building a greater understanding of, and tolerance for, other people’s differences. This enriched inner life builds our capacity for insight, resilience, creativity and integration of our words and actions with our life purpose – all essential traits of effective leadership. Ginny Whitelaw, in her book The Zen Leader, describes this reframing and reorientation of a leader as a flip from “Out There” to “In Here”.

We create our world “out there”

Ginny explains that what we consider to be “out there” (external reality) is, in fact, a projection of our inner world. Drawing on her study of biophysics, martial arts and Zen philosophy, Ginny marshals her arguments to demonstrate that our external world as we perceive and experience it, is mostly of our own making. Her argument revolves around several key insights:

Limited perception – Ginny points out that our human capacity is to perceive external reality in two or three dimensions (the latter achieved mainly by artists and architects). She maintains that our external world exists in ten dimensions, most of which are outside our awareness.
Cultural filters – our national culture, the world we are raised in, creates filters that shape our perceptions, beliefs, words and actions. Naomi Osaka (Japanese tennis star), for example, explained in an interview for the Brisbane International that she was bemused by the enthusiasm, boisterousness and naturalness of Australian tennis spectators – which she pleasantly experienced as a sharp contrast to the “politeness” of Japanese tennis spectators.
Personal triggers – what we experience individually and differentially as negative triggers is shaped by our early life experiences which heighten our sensitivity to different interactions – a sensitivity that can be reflected in a constant need for control, an overwhelming drive to prove that we are “better than”, an obsessive need to please so that we are liked, or the continuous perception of criticism of ourselves by others. These negative triggers are often the result of distorted perception of our external world – for example, we see criticism where none is intended or where the opposite is intended.
Expectations – our expectations reflect our self-image and influence how we experience others’ interactions with us. Ginny maintains that through our expectations “we’ve pre-tuned our senses to notice only certain things and to place certain interpretations on them”. Our expectations that reside “in here” create the world we experience as “out there”.

So, what we experience as “out there” is highly subjective and is of our own creation – we are constantly making our own world. There are inherent deficiencies and dangers for leaders in assuming that what we perceive and experience, is “real” and is the only reality. Reg Revans, the father of the action learning approach to leadership development, warns us that if we assume that we know what is real we are going to cause trouble for ourselves and others. Politicians frequently attempt to shape our perceptions of reality by stating unequivocally that “the reality is…” (invariably something of their own making that serves their purpose).

Developing our inner life (as a leader)

In her book on Zen leadership, Ginny offers some penetrating exercises that address our individual distortions of “out there” and enrich our inner life (what is “in here”) thus empowering us to “lead fearlessly” but attuned to others’ reality and own purpose. These reflective exercises fall into several categories:

What World do You Make? – this exercise built around personal skills and traits as well as values that you hold strongly, develops an insight into how you shape your world in a typical week. (p.86)
Turning a Difficult Relationship – involves reflecting on an interaction with curiosity and openness to ascertain what you personally brought to the interaction (in terms of perceptions and triggers). It entails looking into the mirror, discovering the fear at the root of your perception and behaviour and “claiming your power” by naming and facing your fear. (p.97)
Sitting Meditation as a Core Practice – Ginny offers a guided meditation based on sitting and grounding that releases tension, develops deep body-mind relaxation and provides the opportunity to gain greater awareness of what is “in here” and “out there” for you. (p.101)

Ginny’s book is rich with insights and personal exercises and reflections to deepen self-awareness, enhance self-regulation and develop ways to empower yourself to take your place fully in the world (not constrained by distorted perceptions, unfounded assumptions and projections or unexposed fears).

Reflection

Our life experience and our personal responses provide a rich store for reflection and insight. Developing our inner life is not a luxury for a leader – it is an imperative because leaders are able to influence others and to enrich their lives. The starting point is acknowledging and accepting that the world we experience is something of our own making and that we can remake our world (and help others to do likewise) by growing in mindfulness through meditation (such as the sitting meditation proposed by Ginny), by reflection (such as focusing on what we brough to a difficult interaction) and by open exploration (seeking with curiosity to identify our personal “imprint” of our world).

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Image by Gerd Altmann 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.

How to Resolve a Dilemma or Conflicting Polarities as a Leader

Often a leader is faced with resolving a dilemma or deciding between two different options that represent opposite polarities and are supported by different groups of people. Each of the parties, too, that support opposite perspectives are very ready to highlight the deficiencies of the other party’s perspective and ignore the deficiencies of their own option. The leader then is confronted with an “either or” situation. Both options have advantages and disadvantages.

The tendency is for the leader to come down on the side of one option or other because it might appear as the “lesser of two evils”. But even this solution depends on what priority the leader is assigning to the adverse impacts of the options – for themselves, the opposing groups, for consumers/clients or for the wider community.

Ginny Whitelaw in her book The Zen Leader suggests that each of us resolves the tension of a dilemma on a very regular basis when we are breathing. The actions of inhalation and exhalation are polar opposites, and each has advantages and disadvantages. For example, when we inhale, we can take in oxygen and refresh our blood; when we exhale, we can remove carbon dioxide and relax our body and mind. Each action – inhale or exhale – when taken to extremes (like holding our breath for too long) can have serious adverse effects on our health and wellbeing. Neither action is sufficient of itself to sustain life.

Ginny points out that for a leader to lead effectively and in a fearless way, they must move away from “either or” thinking and reframe the issue or problem. She argues that this involves a flip “from Or to And”. Ginny suggests that in the tension of a dilemma or opposite polarities lies a creative solution.

How to resolve a dilemma or conflicting polarities

Ginny maintains in her book that the real impediment to moving to the And position (resolving the dilemma), is when a leader or a group becomes locked into one option by overstating the benefits of their solution and highlighting the deficiencies of the opposing solution, while simultaneously underplaying the deficiencies of their own solution and the benefits of the opposing solution. This occurs frequently in organisational settings when leaders and their managers are engaged in strategic planning involving decisions re product/service offerings, pricing, place of operation, marketing approach or target customers/clients.

Ginny proposes a process she describes as a “paradox map” which has four quadrants that participants can work through to find a solution that encompasses the best of both options, while reducing the downsides of each. This process entails seeking out the resolution of the tension between opposites by focusing on the And.

My colleague and friend Bob Dick has described a similar process over many years which he calls “option one-and-a-half”. Bob provides a detailed process for a leader to work with a group to resolve conflicting polarities or opposing positions on an issue or problem. His group process entails identifying the advantages and disadvantages of each option and then employing a creative group problem solving process and voting to come up with a solution that incorporates the best of each option.

As I was thinking about this challenge of moving “from Or to And”, I encountered a situation where my partner and I were trying to decide how to arrange a meeting with a mutual friend who lived on an island about 45 minutes by sea from our location. I was strongly of the view that we should take a car across in the car ferry because it was convenient, provided independence and enabled flexibility when we were on the island. My friend argued that the cost of the car ferry would be exorbitant considering we were only attending a lunch meeting and would not need the flexibility of our own car while on the island.

After exploring the advantages and disadvantages of each solution we came up with the idea of having our friend travel to a location on the mainland that involved a similar travel time for each of us, reduced the costs for us and fitted in with other reasons our island friend wanted to come to the mainland. The final solution incorporated the best of both initial, opposing options – reduced cost, flexibility, independence and a bonus of being able to extend an invitation to another mutual friend to join our “catch-up” meeting on the mainland.

Reflection

Being able to flip from an “either-or” position to what Ginny describes as a position of “And“, enables us to resolve dilemmas, reduce conflict and identify creative solutions incorporating the best of opposing options. Underlying the process involved is the ability to move from a fixed position of “being right” to being able to explore the perspective of the other person or group. This entails mindful listening and the capacity to be open to alternative perspectives and solutions. As we grow in mindfulness through meditation, mindfulness practices, reflection and exploration of alternatives, we can develop the necessary self-awareness, self-management and creative capacity to have the openness and curiosity to achieve the personal flexibility required.

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Image by Dirk Wouters 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.

How to Let Go of Tension as a Leader

In her book The Zen Leader Ginny Whitelaw explains that to achieve real change in the way we lead, we need to make a number of “flips” (10 in fact), and one of them is “from tension to extension”. Each of the flips involve reframing – changing the way we think about our self, others and our situation.

Tension is mirrored in the body

When we are tense, we contract our body, blocking the flow of energy and our capacity to make a real impact. The words we use to describe a tense person convey this idea of contraction – “uptight”, “wound up like a spring”, “ready to pounce”. Tension affects not only our thoughts, emotions and behaviour, it is mirrored in our bodies through muscle pain, a stiff neck, headaches, swollen and sore ankles or back pain. Sometimes tension can be experienced as overall body pain or fibromyalgia.

The paradox is that we need the process of tension and muscle contraction to be able to move – to move the bones in our arms and legs for instance. So physical tension and contraction are natural processes and Ginny explains how they function for body movement through her in-depth biophysical knowledge. She also points out, however, that the problem arises when the process becomes stuck, just as we can become stuck through our tension – unable to move forward, resistant to change, unwilling to explore new ways or unable to see a way ahead.

Impact of tension in a leader

Research has consistently confirmed that our mood as a leader is contagious – if we are negative, we develop a negatively oriented team. Some of the impacts of tension in a leader are disengagement of staff (through poor leader modelling), withholding of information (for fear of an angry reaction), conflict between staff (a lack of cohesion and common goals) and inertia (absence of positive leadership energy). So, there are very real costs for the tense leader, including staff avoidance.

Extension: how to let go of tension as a leader

The concept of extension (or expansion) builds on Ginny’s earlier discussion of the flip from “coping to transforming”. She points out that the concept of moving from contraction (tension) to extension underpins much of Eastern philosophy and martial arts such as Tai Chi. Contraction constricts, extension releases energy. The challenge for a leader is to be able to move beyond the feeling of being “stuck” to achieving flow and productivity and engagement.

Ginny illustrates the power of extension by a brief physical exercise that involves contracting the muscles in the arms to create movement and then extending them to realise the flow of energy through the extended arm and hand. She suggests that there are three principles underlying the flip from tension to extension:

Rhythmic movement not relentless pushing or forcing – when we are tense, we break our natural rhythms of sleep, breathing, regeneration and relaxation and we fail to find time to unwind. Ginny argues that we need to recharge ourselves like we do our phone battery – by plugging into our internal and external energy sources. She suggests that we take brief breaks of two minutes every 90 minutes (others suggest every hour) supplemented by extended breaks of 30 minutes to undertake exercise or meditation (or Tai Chi) once or twice a day. We have previously offered the practice of making awareness (and not your phone) your default when waiting, enabling you to tap into the natural rhythm of your breathing and the flow of universal energy that surrounds you.
Develop downward energy flow to offset the tendency to move energy up – the words we use reflect this redirection. When we are tense, we are “uptight” in more ways than one, when we are opening to expanding and redirecting our energy, we are grounded, calm and begin to “settle down”. Ginny maintains that we can direct our energy downwards to our hara, our energetic center, through deep breathing and centering exercises that she offers on her Zen Leader website.
Direct energy out, not in – outwards energy is needed to generate a vision, develop and implement a strategy and pursue achievement of goals. Ginny describes a simple physical exercise to illustrate this energy flow and develop the practice of energy alignment.

Building on these three principles, Ginny offers a series of reflective questions designed to help us to generate more energy and achieve a better alignment of our energy with our purpose. She reinforces the power of mindfulness practices to “free up energy”.

Reflection

Many of us are tense as a result of time pressures, work and family challenges and/or the demands of caring for a relative or friend. We intensify this tension through trying to live up to the assumed expectations of others and own unrealistic expectations. Tension affects our thoughts, feelings, behaviour and our bodies. It constricts and diverts our energy leading to exhaustion, frustration and feeling drained. Extension practices build energy, achieve resonance and encourage engagement. As we grow in mindfulness, we can free up our energy flow and progressively build our energy alignment.

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Image by Gerd Altmann 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.

Leadership as Resonance

Ginny Whitelaw, biophysicist and global leadership coach, understandably frames leadership in terms of energy and resonance. She explains that as humans we are made up of matter and energy – matter in the form of blood, skin, bones and energy in the form of our mind. Ginny notes that the leadership function entails concentrating energy, your own and that of your followers, to create an organisational vision (capturing emotional as well as intellectual energy); develop the culture of a team (through energy alignment); and promote innovation (turning creative energy into new products, services and structures). She explains that energy is always on the move, in constant transformation and continuously vibrating. Her new book, Resonate, to be released in 2020 explores these concepts in depth and their many leadership applications.

Resonance – synchronous vibration

One way to define resonance is synchronous vibration. For example, a room or a musical instrument is described as resonant when it amplifies sound vibrations and extends them by vibrating at the same time. Ginny provides the example of making a loud sound over an open grand piano and noticing that some strings vibrate, and others do not – the strings that vibrate match the vibrations in your voice. When things operate synchronously, we say that they are “in synch”. So, in Ginny’s perspective, leadership is about creating real change and making a difference by achieving synchronisation of energy, our own and that of our followers – in other words, generating resonance. She describes a leader as an “energy concentrator”.

Blocks to leadership resonance

Through her study of biophysics and martial arts (5^th degree Aikido black belt), Ginny came to realise the very close connection between mind and body and the role vibration and energy play in human consciousness (the resonance theory of consciousness). Her role as a senior leader in NASA, coordinating the 40 groups that supported the International Space Station, enabled her to understand that coordination involved energy alignment and resonance (vibrating “in synch”).

Ginny’s experience with martial arts and Zen philosophy heightened her awareness of the mind-body connection. For example, she explains that fear holds back our achievements as leaders because it distorts our resonance – blocks our energy emission and reception. She suggests that as leaders we need to go beyond our triggers that create fear in our mind and body. The fears may have their origin in adverse childhood experiences or the negative self-stories that arise through our inner critic.

Ginny likens the effect of fear to the dampening of resonance created when several socks are placed inside a bell. Even a bell designed especially for resonance will sound dull and clunky when the socks are inside it. The socks are metaphors for our mental and physical blockages – the things that stop our personal resonance. Our challenge as leaders is to remove the blockages – so that our voice is “as clear as a bell”.

Removing the blocks to leadership resonance

Ginny discovered through the impact of deep breathing on her asthma that clearing blockages requires being still, mindful breathing, and other mindfulness practices such as meditation, Tai Chi and yoga. Reconnecting with nature and the multiple sources of energy in the environment also help to rebuild personal resonance. Ginny explores relevant practices and exercises in her book The Zen Leader.

When you can achieve a level of integration between your thoughts, emotions and body you free up yourself to become your more “resonant self’. Ginny explains that by achieving this integration we can emit a “clear signal” and “bring our one clear note to achieve our purpose” as a leader.

Reflection

I can relate fully to the concept of leadership as resonance having been involved in many minor and major change endeavours as a leader in organisations and in community. The concept of energy emission and reception resonates strongly with me. I also find that as I grow in mindfulness, I am better able to tap into my creative energy, enhance my ability to tune into others’ focus and energy and contribute to a purpose that is greater than myself. Removing the personal blockages to my “one clear note” is a lifetime pursuit – a journey into mindfulness through meditation, Tai Chi and other mindfulness practices.

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Image by Valiphotos 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.