Zen Leadership – 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 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.

How to Go Beyond Just Coping as a Leader

Ginny Whitelaw published a book on The Zen Leader in which she integrates her experience as a senior manager at NASA, a Zen Master and martial arts expert as well as her doctoral study of biophysics and personal experience of life’s challenges and difficulties, including divorce. She draws heavily on the mind-body connection to provide a pathway for leaders to “lead fearlessly” and in a way that integrates mind, body and spirit. Her pathway is presented in the form of 10 “flips” which she describes as inverting old ways of thinking through processes of reframing “your sense of self and the world” [imagine “flipping over” an omelette when cooking breakfast!]. Throughout the book, Ginny provides insights, practices, exercises and “takeaways” to help us embed Zen Leadership into our words and actions as a leader.

From just coping to transforming self and others

The first of the “flips” Ginny introduces is flipping from “coping to transforming”. For her, coping is reflected in blaming behaviour (blaming others, the system and anything external to oneself), denial or being blind to the reality of a situation and your part in it. She notes that this unproductive and energy sapping behaviour often has its origins in adverse childhood experiences. To reinforce this message, Ginny provides an example of a leader who refused to accept performance feedback in coaching sessions but was subsequently able to link his obstructive stance to a childhood trauma.

Ginny explains that the real breakthrough came with acceptance – acknowledging that the feedback was true, rather than trying to fend it off or rationalise it. I had a similar experience with a leader that I was coaching who refused to accept the fact that he was defensive, until the fifth coaching session when he acknowledged his counter-productive behaviour flowing from adverse childhood experiences. He unwittingly reinforced the concept of the mind-body connection when he stated that the insight was like a “blow to his stomach”. As Ginny points out, acceptance replaces anger with joy, “being stuck” with creativity and debilitation with enthusiastic pursuit of solutions to problems and difficulties that previously appeared insurmountable.

Finding the energy to transform self and others

Much of Ginny’s approach is presented within a framework of energy obstruction and release. For her, leadership is about achieving resonance, both internally and externally. She provides a simple practice to enable energy release and focus when confronted with a problematic or challenging situation. The practice entails three steps – relax, enter and add value. The core process is “enter” which draws heavily on Ginny’s deep recognition of the mind-body connection. Entering entails fully immersing yourself in the situation, including its impact on your thoughts, feelings and bodily sensations. She describes this process as “entering the eye of the storm” and encourages this approach because from there the only path for your energy is “out” – towards transformation of self, others and the situation.

This transformative approach of “relax, enter and add value” is in line with many mindfulness practices that involve relaxation and grounding, noticing and accepting what is personally experienced and changing the way you think, feel and act in line with the resultant insights. To strengthen the ability to move beyond just coping to transforming, Ginny provides a further in-depth exercise that enables you to move from problem thinking to opportunity perception and creative resolution. She also offers an online course titled Lead with Purpose to enable you to realise your best self as a leader and add real value to the world.

Reflection

As Ginny points out, much of the issue of just coping comes from our habituated, unproductive behaviours that flow from our early life experiences. Entering fully into the problem situation, instead of blocking the realisation of our part in it, creates the possibility for transformation of our self, others and the situation. As we grow in mindfulness through meditation, mindfulness practices, insight exercises and reflection, we can come to accept our personal blockages to energy release and free up avenues for creative resolution.

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Image by Myriam Zilles 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.