trust – Grow Mindfulness

Managing People with Confidence

I have been co-authoring a book with my colleague, Julie Cork. The book, Managing People with Confidence (to be published in 2025), is based on our co-facilitated, longitudinal, manager development program. We have conducted the 4-6 month Action Learning Program together for the past 16 years. The book is based on our experience of working with over 2,000 managers and draws on the Resources Book that we have co-authored and provided to Program participants.

I found it intriguing to read Ivan Cleary’s memoir, Not Everything Counts but Everything Matters. Ivan states very clearly that everything that you do as a leader/coach matters, whether you are in the public eye or not – it matters intensely to your team members. In our Manager Development Program and co-authored book, we make the fundamental point that as a manager “what you say and do and how you say it and do it” matters – it shapes your team and your team culture. We emphasise the need to manage mindfully – being conscious of the impact of your words and actions on members of your team. Ivan reinforces this message by sharing his own learning experiences as a leader and coach.

There are many elements to Ivan’s book about how he led Penrith to three consecutive premierships (despite early career failures and depression) that resonate very strongly with our long established approach to managing people with confidence. Below are some of the elements that we have in common with Ivan when writing about managing people:

Consciously creating a team culture: Ivan spends considerable space in his book stressing the critical importance of consciously establishing a team culture based on mutual respect, commitment and behavioural norms. Our Program emphasised this cultural element very strongly. We encouraged manager participants to think explicitly about the kind of team culture they are trying to cultivate and provided them with a model for developing a productive and mentally healthy team culture.
Building trust in the team: Ivan reiterates this time and again because it develops relationships and connection – so that people have a sense of belonging and become focused on the success and wellbeing of the playing team and all team members (including, in Ivan’s case, his Assistant Coaches and other staff). He emphasises the importance of leadership accountability and authenticity, involving honesty and owning your mistakes. We encapsulate these themes in our book by emphasising “congruence” – aligning your actions as a manager with your words. It means not just espousing values but personally acting on them so that you model your desired cultural values in your own behaviours, in your words and actions. This congruence, in turn, builds trust.
Giving positive feedback – in his early career, Ivan failed to do this and acknowledged in his book that it negatively impacted team members. He came to realise the power of positive feedback, acknowledging individual’s contribution to the overall positive team outcomes. The contributions will differ among players and non-playing staff but each person has a role to play for team cohesion and success and this needs to be acknowledged through positive, timely, sincere feedback by the leader/coach. It’s through positive feedback that we build employee’s self-belief and self-efficacy. In this way, we can also reinforce the desired values and related behavioural norms of our team.
Proving corrective feedback – failing to do this, can lead to self-deception and misconceptions on the part of an individual team member. Honest, open corrective feedback reinforces cultural norms, builds self-awareness and helps people make the quality contribution that they are capable of. Like Ivan, in our long-running Program and book, we have emphasised the need to provide such feedback face-to-face and in private to facilitate understanding and acceptance of the feedback.
Being vulnerable to encourage openness by team members: Ivan shared with team members (and in his book) that fact that he had experienced debilitating depression and anxiety at various stages in his career as an elite footballer and coach. By sharing his own vulnerability, he encouraged his team members to “speak up” about their personal difficulties and to draw on the social support of family members, friends and therapists. As managers, we can build trust and openness in our team by acknowledging our own vulnerability and sharing strategies to develop positive mental health.
Developing individual and team resilience: by providing stretch and helping people to use challenges to build character and grow in confidence in facing inevitable setbacks. In this way, we enable team members to grow and develop exponentially on all fronts – intellectually, physically and emotionally. In our Program and book, we provide specific strategies for building team resilience, through an approach we call “the 10 C’s”. Managerial congruence is foundational to this approach.
Delegating to team members and support staff: a fundament challenge for the leader/manager is to be able to “let go” to enable employees to grow and develop and learn through their own mistakes. In our book, we highlight the power of delegation and the disablement of others (and ourselves) that occurs when we fail to delegate. Ivan acknowledged that he learnt the hard way by trying to do it all himself. He recognises now that trusting others to perform and achieve builds connection, competence, respect and self-belief.
Mindfulness to overcome depression and anxiety: Ivan stresses the importance of being able to stay in the present moment to avoid experiencing depression (by focusing negatively on the past) or anxiety (by focusing negatively on the future). He discusses ways that different elite athletes have used mindfulness to restore their focus and concentration (away from negative-self-talk) in the middle of challenging encounters (with others or their own mistakes). Ivan reiterates the importance of mindfulness for “high performance” and positive mental health. Our own book and related manager development Program provides reflections and strategies to build managerial mindfulness, incorporating both reflection-on-action and reflection-in-action (the latter described by Ivan as “practising mindfulness in the middle of the football field” (e.g. joining our fingers to feel the warm of the blood flow in our hands). He maintained that so much of his day as Head Coach with the Penrith NRL team is taken up with providing information to players or “mindfulness practices”. Mindfulness helps us to become grounded and firmly focused on the present moment.

Reflection

Both Ivan’s book and our manager development Program and book (currently in production) reinforce the power of mindfulness. As we grow in mindfulness through reflection and mindfulness practices we can develop self-awareness, build resilience and grow in self-belief and creativity.

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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.

Healing Through Creative Storytelling

I have previously written about the Health Story Collaborative created by Dr. Annie Brewster M.D. The Collaborative provides an online platform for individuals to share their story (through any medium) about their health challenges and their road to recovery. The stories provide healing for the storyteller and ongoing inspiration for others to overcome the challenge of ill-health in whatever form it takes. Annie Brewster is the author of The Healing Power of Storytelling: Using Personal Narrative to Navigate Illness, Trauma and Loss.

Creative Meetups

One of the programs offered by the Health Story Collaborative is Creative Meetups that are designed to cultivate “writing for expression and connection”. They are based on the firm belief that artistic expression of a person’s story can help them “find hope and healing”. These free workshops are offered every second Wednesday via the Zoom platform – they only require prior registration through the website.

The Creative Meetups are currently facilitated by Annie Robinson, who has completed a Masters in Narrative Medicine and is a qualified meditation, mindfulness and yoga teacher. In her private practice, Annie helps health professionals, including nurses and doctors, by training them in wellbeing, reflection and resilience. She also assists individuals in various life transitions and is co-curator of the podcast for health professionals, Thriving in Scrubs.

My experience of a Creative Meetup

I recently participated in my first Creative Meetup – initially with some uncertainty, not knowing what would be involved and how vulnerable I would feel. The Meetup facilitated by Annie had about 12 participants, both male and female. The process usually involves Annie providing some form of stimulus for reflection followed by a period for individual creative writing that can take any form a participant desires, e.g., a poem, picture, narrative or dot points.

Annie explained at the outset that she was departing from her usual practice of having two participants read out a piece of writing, e.g. a poem, that can act as a stimulus to reflection. On this occasion, she shared an abstract painting that featured a number of colours with a pattern that suggested “reflection” to me.

Our Meetup process involved an initial two minute writing task where we reflected on what the painting meant for us as individuals, there being “no right answer”. This was followed by a brief sharing by some people who wished to share with the larger group. We were then assigned the task of taking a sentence from our earlier reflection and expanding on this over a period of 20 minutes of individual creative writing (with no restrictions on form or length).

When we had completed our creative writing, Annie placed us into Zoom “rooms” of three or four people to share at another level. Participants were encouraged to share only what they felt comfortable sharing with no pressure for full disclosure. The small group environment enabled rapid rapport building and a degree of openness that was disarmingly honest (destroying any erroneous first impressions that may have been formed).

As one participant commented in the larger group, there was a common bond amongst participants in that we were all dealing with a health challenge (however varied in nature and complexity) and were seeking healing through writing and sharing. Reg Revans, the Father of Action Learning, would describe us as “Comrades in Adversity” (or as others put it, “Comrades in Opportunity”).

The environment created through the Creative Writeup process was one of trust that facilitated openness and vulnerability by participants. There was a shared sense of journeying towards healing with the aid of the understanding, empathy and mutual support offered by fellow participants. Annie’s low-key facilitation style and active listening modelled appropriate behaviour for participants.

I was blown away in the small group by the creative writing that was shared. In one case, this involved a poem that expressed the meaning for the participant of each of the colours in the painting – an insightful and revealing piece of writing that we asked the storyteller to read a second time because it was so rich. Another involved an allegorical story that was emotive and self-disclosing and left us all feeling loving kindness towards the person who shared so vulnerably.

One of the features of the small group was the way that one person’s shared reflection stimulated reflection by another person and achieved a deeper level of self-disclosure. Participants could relate to some aspect of a shared situation, response or recovery approach. We were each able to learn from the storytelling.

Reflection

During the small group sharing, I was able to share with others how expressing gratitude for what I am able to have and do was a recovery mechanism for me following my diagnosis of multi-level spinal degeneration. It also empowered me to seek alternative medical assistance in the form of an exercise physiologist who helped me return to tennis when my doctors told me that I would never play again.

The painting that Annie shared reminded me of the art of reflection – having spent most of my working life in studying, teaching and practicing action learning. Reflection underpinned the way I played tennis, conducted workshops, managed people and interacted with others.

More recently, through reflection, I came to understand that one of my personal barriers to active listening was my need to come from an “I know” perspective rather than what Frank Ostaseski recommends as a “don’t know mind”. The “don’t know” approach is foundational to action learning, so my listening behaviour was not congruent with what I espoused about action learning. Reg Revans reminds us that, ”If you think you fully understand something, you are not only going to get yourself in trouble but others as well.” Reg encourages us to “ask fresh questions” and to develop “questioning insight”. He frequently quoted Isaac Newton’s comment about studying some interesting shells and pebbles in his lifetime “whilst the great ocean of truth lay all undiscovered before me”.

At the time, I attributed this personal barrier to active listening to my many years as an academic. I realised, too, that the “I know” perspective accounts in part why I had so much resistance when trying to introduce action learning into my university. It also explains why in the first year of an action learning program that I was facilitating in another university, the hierarchy insisted on removing “become a learning organisation” from the vision statement for the program (they re-inserted it after their experience of the first year of the program and its outcomes).

As I grow in mindfulness through reflection and activities such as the Creative Meetups, I am better able to develop resilience to deal with life’s challenges, gain increased self-awareness and cultivate deep listening to enrich my relationships.

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Image by Peter H 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 and the resources to support the blog.

Rebuilding Trust Within Your Hybrid Workplace

Mark Mortensen and Heidi K. Gardner reported in a Harvard Business Review article that dozens of companies are reporting declining trust in the Hybrid Workplace model, both amongst employers and employees. They point out that in the early days when the Pandemic hit, people were forced to work from home because of isolation requirements. In that environment, when everything was in turmoil and everyone was “in the same boat”, there was a lot of tolerance and trust within organisations, despite the existence of some forms of hybrid workplaces. However, now with the reduction in the Covid19 presence and associated risk, and the return to workplaces (for some of the time), the level of tolerance and trust has dropped.

The authors attribute the decline in trust to a number of factors including the lack of preparedness of employees for home-based work (such as the absence of established routines), inadequate home technology, and the unpreparedness of organisations to facilitate information flow. While the majority of people at some stage had to work from home (because of lockdowns), this prevented employers from choosing the most appropriate employees to work from home. The problem now is that employees have the very strong expectation that working from home for some part of the week is part of their revised, return-to-work employment contract. They have experienced the real benefits of working from home in terms of flexibility and reduction in travel time and associated costs. Some employees experienced heightened productivity and the associated sense of accomplishment.

Now employers are faced with many more employees wanting to work from home with high expectations of this highly desirable condition being granted. This then raises equity issues for employers in terms of who to allow to work from home now, the number of days that people need to be at work and what days of the week individuals will be allowed to work in their home environment. It is interesting that in Brisbane City at present, Mondays and Fridays are very quiet traffic days (and there is plenty of parking at railways stations), while the other days of the week have returned to normal traffic flows and associated peak hours and delays.

Declining trust within hybrid workplaces

There is a problem that not everyone is suited to a work-from-home environment and not every home environment facilitates effective at-home work. Desirable traits for work-at-home employees include initiative, ability to work autonomously, reliability, results oriented and resilience. If employees lack the desired qualities to be effective working from home then a manager’s trust in their capacity and quality of output is eroded.

While people are working from home, there is a reduced opportunity for workplace relationships to develop through such random activities as the “water cooler chat” which has clear benefits for communication flow, collaboration and team-building. The resulting limitation on relationship-building impacts on levels of trust and tolerance amongst co-workers.

In the absence of “line-of-sight” for managers and supervisors there is a declining level of trust in how employees are spending their working day at home. Many managers and supervisors report that they don’t trust their employees working from home because they “can’t see what they are doing”. Mark and Heidi report that this has led to increased remote surveillance via electronic monitoring (e.g., keystroke counts) and virtual visual monitoring such as webcams and drones. All of which communicates to the employees that their managers do not trust them – which, in turn, impacts the reciprocation of trust (from employee to employer).

How to rebuild trust in a hybrid workplace

There are many strategies for building trust within a team, especially in a hybrid workplace. Below are some suggestions:

Create culture change: Lynn Haaland suggests that managers of hybrid work teams can actively promote a “speak up culture” so that issues are addressed in a timely manner. The willingness to share what is not working well is even more paramount within the hybrid context as dissatisfactions can fester and lead to conflict and lower productivity.
Provide guidance for working from home: Many people have written about how to be productive while working remotely. Managers can share the best suggestions and facilitate team exchanges of what works well for individuals in their home environment.
Demonstrate trustworthiness: Mark and Heidi stress the importance of understanding that trust is “reciprocal and bi-directional”. This puts the onus on the manager to demonstrate trustworthiness in their words and actions and to align them so that they are perceived as congruent.
Be empathetic: Jack Zenger and Joseph Folkman argue that empathy is one of the three key elements that build trust in a workplace team. They explain that empathy can be displayed by resolving conflict, building cooperation, providing helpful feedback, and balancing concern for task with real concern for employees’ welfare. Empathy also helps to build the manager’s own resilience in the face of the increasing demands of their hybrid workplace.
Adopt regular “check-ins”: If the focus of these check-ins is staff welfare as well as progress on assigned tasks, this will demonstrate empathy and build trust. This focus involves being prepared to really listen to how an employee is feeling, whether they are coping and what they need to rectify what is not working well.
Use collaborate planning processes: Collaborative planning processes such as Force Field Analysis (FFA) and Brainstorming facilitate on-going collaboration, the exchange of ideas and the development of a sense of connection. Genuine Involvement in planning processes develops employee’s sense of agency and demonstrates that their views are valued, trusted and respected.
Establish cross-team projects: Going beyond the immediate team to develop cross-team projects with other teams that have a common interest, concern or problem, helps to build rapport and trust, to break down barriers and silos, and to generate new ideas and perspectives.
Be a good role model: The Mind Tools Team suggest that being a good role model is central to rebuilding trust in the workplace. This involves honesty, transparency, avoiding micromanagement, clearly communicating expectations and being a team player (not putting own promotion ahead of the team’s welfare). It can also extend to modelling working from home.
Undertake more conscious planning and thinking: Bill Schaninger in a podcast interview stressed the need for managers to put more planning and thought into how they manage their hybrid teams. The world and workplaces have changed dramatically with the advent of the Pandemic and the way we manage has to be re-thought and re-designed. We can no longer assume that it is “business as usual” but be willing to change and adapt and reinforce for employees that we are across their issues and the new demands on them.

Reflection

The demands on managers are increasing with the widespread adoption of hybrid workplaces. Yvonne Stedham and Theresa Skaar maintain that what defines a leader is their capacity to see a need for change, make things happen, and encourage others to engage in actions and behaviors that create a “new reality”. They argue that mindfulness is an essential trait/characteristic for leaders in these changing and challenging times. Yvonne and Theresa, on the basis of a comprehensive literature review, contend that as managers grow in mindfulness they are able to shift their perspective (re-perceiving), increase their flexibility and cognitive capacity, regulate their emotions and behaviour, and grow in self- and social awareness.

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Image by Ernesto Eslava 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.

Managing Conflict

Recently the First Person Plural: EI and Beyond podcast featured Professor George Hohlrieser (Lausanne, Switzerland) discussing, How Leaders Can Overcome Conflict. The podcast series involving collaboration between Daniel Goleman (author of Emotional Intelligence), his son Hanuman Goleman and Emotional Intelligence (EI) coach Elizabeth Solomon, is designed to raise listeners’ awareness through stories provided on interview by inspiring people. The hope is that listeners can grow in mindfulness and resilience in living proactively within the systems that surround them – within their personal, social, natural and global systems.

George works with multiple Fortune 500 companies as a clinical and organisational consultant. He recounts during the podcast the story of how he became an accidental hostage negotiator while working for the police. He has continued working in hostage negotiation (sometimes at considerable personal risk), as well as working with people who are suicidal. George is an internationally renowned speaker and best-selling author. His widely acclaimed book, Hostage at the Table: How Leaders Can Overcome Conflict, Influence Others, and Raise Performance, is undergoing revision and updating and will be published on 30 November 2022. In the book, he recounts compelling stories of real hostage situations and draws out the psychological principles that enable hostage negotiators to be successful.

Conflict management principles

During the podcast, George explained some of the principles that underpin his approach to conflict resolution and how they can apply to leaders who are attempting to influence others and develop high performance teams:

Don’t be a hostage: people can be a hostage to others – their children, parents, teachers, bosses, clients, suppliers or employees. A hostage thinks they are powerless and the pandemic generated feelings of helplessness in a lot of people. Not thinking like a hostage involves, among other things, thinking clearly about a desired outcome and establishing a positive mindset about that outcome. It also involves establishing a secure personal base, not being hostage to your own emotions.
Become a secure base: manage your own fight/flight/freeze response so that you are not caught up in what Daniel Goleman describes as the “amygdala hijack”. Develop calmness so that you “see opportunities not threats”. George mentioned that in his leadership development programs he does not use the traditional Harvard case studies but tells participants that the case study is “you” – building self-awareness, developing insight and courage and tapping into personal intuition and creativity. Being calm and secure builds trust – an essential element for conflict resolution and management.
Tell it like it is: George argues that you should not “sugar coat” the unsatisfactory situation, e.g. poor performance or inappropriate behaviour. He gives the example of telling someone that “you are too aggressive with clients – that needs to change”.
Address the conflict directly: George uses the analogy, “put the fish on the table” – drawing from his experience working with fishermen in Sicily who were scaling and cleaning fish on a table, removing the bloody, smelly bits and preparing the fish for the “great fish dinner a the end of the day” The analogy means addressing the conflict not ignoring it (“not putting the fish under the table”), dealing up front with the messiness of the issues and looking forward to a positive resolution.
The person is not the problem: George maintains that you should not “write off” the person(s) involved, e.g. “they are just argumentative, nasty or thoughtless”. He argues that there is a real problem underlying a conflict situation, e.g. the person may feel slighted or disrespected; they may feel taken for granted when passed over for a promotion or project; or they could be experiencing distress in a home situation. He illustrated this principle by telling the story about a father involved in a hostage situation – it was not that he was a “naturally violent person” but that he had been prevented from seeing his child (locked out by unreasonable access rules). The core problem in this situation was the inability of the father to see his child and the solution lay in finding a way for the father to gain access to his child.
Identify the “pain point”: George argued that you make little progress in managing conflict if you focus on “selling points” versus “pain points”. This requires active listening, not trying to persuade. The pain point is often related to a loss – past, present, future or anticipated. He mentioned Warren Bennis’ idea of “hidden grief” – that leaders are often blind to their own underlying sense of grief and can be grieving over things that happened many years earlier. George illustrated this point by recounting the stories of two CEO’s who committed suicide out of a sense of grief over some situation – economic or workplace related.
Be caring: listen for understanding and be willing to be empathetic. Express the desire for their wellbeing and demonstrate a caring attitude. George suggests that this creates a bond even with people you might consider your “enemy”. Bonding helps to dissolve conflict.
Be daring: learning a new skill such as conflict management takes you outside your “comfort zone”. Be willing to dare yourself as any new talent you desire to develop requires daring on your part – facing the fear, acknowledging the challenge and preparing yourself. Daring your employees by presenting them with challenging work or projects, develops and motivates them.
Ask questions: George suggests that asking questions empowers the other person, even in a situation where a person is suicidal. Curiosity can communicate care and concern. Questioning can help to explore the “pain point(s)” and to work towards a solution that they can accept.
Provide choice: avoid a “command and control” approach as this damages bonding and trust. The command and control approach does not motivate – it disempowers and disables people. It can lead to compliance, but not sustainable change. Provide choice wherever possible so that the person feels a sense of agency in relation to the underlying issue.

Reflection

George’s approach to conflict resolution has been developed through his experiences as a hostage negotiator and working with people who have suicidal intentions. He has also refined his approach through working with organisational leaders around the world to help them implement the fundamental conflict management principles he has developed. He emphasises that conflict management involves both caring and daring – it challenges us to move outside our comfort zone to achieve a resolution. It requires us to avoid relying on positional power and instead employ the personal power associated with integrity, humility and compassion.

His approach requires us to grow in mindfulness so that we gain the necessary self-awareness and insight into our inner landscape to operate from a calm and secure place. Mindfulness helps us to achieve the emotional regulation involved in dealing with conflictual situations and working to de-escalate the emotional tension involved. Reflection on our own resentment(s) can assist us to achieve calm, caring and daring.

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Image by iqbal nuril anwar 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.

Being Vulnerable: How to Improve Our Relationships and Contribution

In the previous post I discussed Tara Brach’s presentation on vulnerability and intimacy and ways to overcome our defence mechanisms. In this blog post, I want to focus on becoming vulnerable to improve two aspects of our lives – our contribution and our relationships.

Vulnerability is universal

Vulnerability is “part and parcel” of being human. When you think about it most people you encounter in life will have experienced at least one trauma – a significant frightening or disturbing event – in their life at one time or another. A traumatic event may take many forms and people will react differently to varying events such as the death of a child, partner, parent, sibling or friend; the break-up of parents through divorce; a major car or workplace accident; loss of a job; experience of chronic illness and/or pain; severe financial difficulties resulting in the loss of a home; break-up of an intimate relationship; a period of mental illness; addiction to drugs or alcohol; or any manner of distressing events.

Tara makes the point that “the more wounding there has been, the greater are the defences”. We each have been wounded at some time through various events, traumatic or otherwise, that have intensified our sense of being vulnerable and precipitated our defence mechanisms designed to protect us from such vulnerability. Ian MacLaren recognised that everyone experiences vulnerability when he wrote, “Be kind, for everyone you meet is fighting a hard battle”.

Because of our past experiences, we may feel afraid to speak up, to take part in a group activity, to perform publicly, to engage in conversation or to give positive feedback to another person. We may feel that we will be rejected, laughed at, or cut out of a group. We might be concerned about experiencing embarrassment, lack of control or overt emotions expressed as tears.

How we hide our fear of being vulnerable

There are many ways that we can camouflage our fear of being vulnerable such as:

excessive criticism of others, constant judging (people never measure up to our expectations)
projection of our own fears or anxiety onto others (“they are too fearful or lack courage”)
aggressive emotions such as anger, blame (fight behaviour)
withdrawal through depression (flight behaviour)
inertia (freeze behaviour)
overcontrolling others
overconsuming – food, social media, goods and services, drugs
hiding behind a mask/role – being the boss, the helper or the victim

The problem is that these ways of hiding our feelings of vulnerability are often subtle, elaborate, sub-conscious and developed over long periods of time. It takes a concerted effort and continuous training to be able to identify our defence mechanisms and overcome them through sustained, focused attention in meditation.

Being vulnerable to improve our contribution

Tara at one stage in her presentation tells the story of how a disturbed teenager’s life turned around when he heard a monk sing a song both loudly and off-key in front of an audience. He was taken with the courage required by the monk to do that and make a “fool” of himself. The monk showed bravery by placing himself in a potentially embarrassing situation.

I previously recounted a similar story of coach Mo Cheeks (who could not sing in tune) getting up in front of thousands of people at a NBA playoff and helping a 13 year old girl complete the national anthem after she was overcome with nerves.

Both these stories illustrate the power of being vulnerable (overcoming our natural defence mechanisms) to make a contribution to others and the community generally. Mo’s action, for instance, has been a source of inspiration for more than half a million people who have viewed the video of his compassionate intervention.

Improving a relationship by being vulnerable

Tara tells another story of a mother who was feeling very vulnerable because her daughter had become addicted to heroin and was continuously in and out of treatment centres for her addiction. The mother hid her sense of powerlessness and being vulnerable by her angry, blaming and controlling behaviour towards her daughter. Through psychotherapy the mother was able to let go of her defences and need for control and provide compassionate support for her daughter – to be with her daughter in her struggle, trusting in her daughter’s own wisdom to break free of the addiction.

The daughter did succeed and overcame her addiction and the mother and daughter built a deep relationship through this mutual experience of vulnerability. The mother was able to overcome her defence mechanisms to provide constructive support that enabled her daughter and the relationship to move forward.

A meditation on vulnerability

In her presentation (at the 35.45-minute mark), Tara provides a basis for reflection on your own sense of vulnerability and how it is impacting your relationships. She suggests you focus first on a relationship that you want to improve in terms of closeness or one that is bogged down in a pattern of behaviour that is not constructive. The focal relationship can be with anyone – life partner, friend, child, sibling or work colleague.

The reflection then revolves around exploring the ways that you are creating separation through your own thoughts and actions. Tara provides some questions to explore how your vulnerability is impacting the relationship:

in what ways are you protecting yourself in these interactions?
are you judging the other person?
are you projecting on the other person some expectation of how they should be?
are you withholding yourself and pretending to be who you are not?
are you trying to impress the other person by constantly explaining how good you are at some endeavour or how much better your trip or experience was?
are you operating from a low level of trust of people generally?

Once you have addressed these questions, the process then involves getting in touch with how you feel in your body when you are defending yourself – are you uptight?; does your face reflect your intensity?; are you physically rigid?; or are you looking distracted (as you search for a self-protective response)?

You next ask yourself how would you manage if you let go of one or more of your defences in your interactions with this person – how will you need to feel differently? A visioning question can be helpful here – “What if I reduce my armour, what will our interaction be like and how will I cope with being seen to be flawed or being rejected or looking foolish”? You can ask yourself, “How likely is it that these outcomes I fear will actually occur?”

The final step is to face your fear and sense of being vulnerable, acknowledge it and use your breathing to bring it under control. You can adopt a mindful breathing approach, deepen your in-breath and out-breath or envisage the fear as you breathe in and envisage its release as you breathe out.

As we grow in mindfulness through noticing and managing our vulnerability through meditation practice, we can open ourselves up to more creative contributions to our community and to deeper and more meaningful relationships. As the defence barriers we construct begin to come down or weaken, we are able to free up our creative abilities and let people into our life.

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

Image source: courtesy of geralt on Pixabay

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