Mind Over Matter: Harnessing Mindfulness for Leadership Success

I was having an engaging conversation with a friend about their professional future.

During the conversation, my friend made several statements that I would have just accepted in the past. The market is looking for "this"; you must have done "that" to get a job like that.

I was compelled to ask, "How do you know that is true?"

As I dug in, it turned out that none of the statements were grounded in experience or fact. They were assumptions. Those assumptions formed a story in my friends' mind about what they could be when they grew up.

We went deeper and realized that the story had helped combat an underlying fear that they were not "good enough" or "capable enough." That story was keeping them in a less-than-optimal role.

It made me think: How many times have I made up a story that allows me to quell a fear but, in reality, held me back? 

I resisted the urge to get into the fetal position and start sucking my thumb for comfort, and I admitted to myself…...often.

Is it possible for leaders to harness the power of mindset only for good?

More on that below, but first:

A Quote I am Pondering:

"In the valley of the blind, the one-eyed man is King." The attribution is unknown, though it does have some religious affiliation.

I heard this phrase for the first time recently. 

It was used in the context of skill and capability, where one only needs to know slightly more than one's peers to add value.

Applying it to mindfulness suggests that outward appearances don't always tell the whole story. 

I have been guilty of judging quickly based on first impressions and have often been wrong. Simple observable traits only tell part of the story of someone's full capability.

Do the work to find out, just as you hope someone would do for you. 

A Coaching Story

Every coaching conversation digs into motivations, assumptions, beliefs and barriers. 

Reflective inquiry is the strategy of not just simply asking questions but rather playing back what you have heard coupled with insightful questions to provoke critical thinking.

I was working with a CEO wrestling with a challenging personnel issue. 

As they explained the situation and the potential ramifications it was apparent that the CEO had not talked directly to the staff member. All the information was through others.

I summarized everything I had heard and asked, "Does this seem consistent with how you know this person?" There was a noticeable shift in the leader's demeanour.

So I asked, "Seems like that question touched a nerve for you. Can you explain why?"

What followed was a dissection of the complex relationships between the people involved, a frustration with himself and a resolve to get the story from the source.

My recommendation to this great leader was to question everything. No single person holds the whole truth; they only have their truth.

The Importance of Mindfulness for Leaders

Mindfulness has become increasingly important for effective leadership. 

By tuning into emotions, leaders gain a deeper understanding of themselves, their teams, and their challenges. This deeper understanding allows them to make more informed decisions and create a more positive and productive work environment.

In many roles across my executive career, I often had feelings about certain events or opportunities that I could not identify. 

One that stands out is a deplorable employment decision. I decided to join a company for status, income, and equity despite a nagging feeling about the quality of the actual opportunity. 

In retrospect, I didn't understand how to connect with my feelings, much less let them inform my decision-making.

As co-founder of High Impact Lab, Erin Sills says, "Name it, to tame it." This phrase is a proxy for learning to tap into those feelings and, importantly, why you are having them.

There are many reasons for leaders to learn the skill of mindfulness; here are a few that stand out:

Enhanced Self-Awareness

Mindfulness helps leaders develop greater self-awareness, which is critical to effective decision-making. 

Leaders can gain insight into their biases, strengths, and weaknesses by focusing on their thoughts, emotions, and physical sensations. 

This self-awareness impacts decision-making by adding another dimension of data, allowing leaders to make more objective and empathetic decisions.

Daniel Goleman stated, "Mindfulness is the key to effective leadership. When leaders are mindful, they are more aware of their own thoughts, emotions, and behaviors, and they are better able to manage their responses to stress and adversity."

Improved Emotional Intelligence

Mindfulness enhances emotional intelligence.

Vital to a positive and productive work environment, leaders who better understand their team members' emotions respond in a supportive and compassionate manner. This emotional intelligence fosters a sense of trust and respect, leading to increased collaboration and productivity.

In a different study Goleman published in the Harvard Business Review titled "What Makes a Leader?" he found that emotional intelligence was twice as important as technical skills and IQ for determining success in leadership roles. The study surveyed hundreds of executives and found that leaders with high emotional intelligence were more effective at managing teams, building relationships, and driving business results.

Reduced Bias and More Inclusive Leadership

The triple bottom line, an attempt to balance financial results with social and environmental results, necessitates focusing on diversity and inclusiveness.

Mindfulness is critical for helping leaders reduce bias and create a more inclusive workplace. Even the most well-intentioned executive has programming that will reinforce bias unless they consciously engage in a process that weeds it out. 

Team composition is one of the most potent natural combatants to bias. It does not rid your team of bias, it does force conversations about competing views.

Leaders who challenge their biases and assumptions and surround themselves with diverse people will make better, more objective decisions, driving more innovation and better results in our global economy. 

Adam Grant states, "Bias is a natural part of human cognition, but it can lead to unfair and discriminatory decisions. Mindful leaders are aware of their biases and take steps to mitigate them, creating a more inclusive and equitable workplace."

Want Strategies for Developing Mindfulness?

Developing mindfulness is a gradual process that requires practice and dedication, and it can be hard to do on your own.

Here are a few strategies to try:

• question your feelings with a simple reflection: "Why am I feeling this way?" 

• When you need to make a decision or prepare for an important meeting, ask yourself, "What assumptions am I holding?"

• For high-stakes situations, talk to someone you trust that is likely to have an alternate view and ask them to challenge your thinking
  

As I have learned through experience, coaching, and being coached, the ability to reflect and engage on a deeper level is the superpower. 

Coaches help you understand what you want and what is holding you back and help you uncover what you should do about it, all by helping you look inward.

The best coaches teach you a process you can use for yourself and your team.

If you want to learn "how" you know how to reach me!