WINTER 2013 THE MOBIUS STRIP A NEWSLETTER FOR LEADERSHIP PROFESSIONALS

Beginning Anew IN THIS ISSUE Beginning Anew Dear friends: lla and JJ Byun. We are thankful for all by Amy Elizabeth Fox Let me begin by wishing you all a Happy the practitioners who have been moved Chief Executive Officer New Year. A Year of Peace and a Year of by what we are creating and generously Leadership Selections Joy. I experience it as a gift this time of elected to place part of their professional Leigh Thompson, Heidi year that we have time to be with family practices inside the Mobius community. Halvorson, Linda Hill and Kent Lineback, Bruce Jackson, and friends, to remember the miracles We are grateful for the senior experts Claude Stein, Doug Sundheim, in our lives with gratitude, and to begin whose thought leadership, scholarship Ellen Perry, Margaret Wheatley anew to create the lives we wish for. and innovation fuel our offerings and and Deborah Frieze, Marcia I have some wonderful New Years rit- stretch who we are as practitioners. We Wieder, Tanis Helliwell, and Crane Wood Stookey uals that I love. For over ten years now are thankful for the clients who elect to each year the night before New Years my work with us because they too are sparked Mindfulness and Leadership friends and I go to Club Passim, one of by the knowledge that transformation Alex Trisoglio, Ellen Langer, the oldest remaining folk clubs in the can ignite greater results, creativity and Mark Thorton, Daniel Goleman, country and listen to the soulful music meaning in the work place. And to our Chade-Meng Tan, Susan Skjei, of Ellis Paul. Its the opposite of a glam- many collaborators whose own expertise, Susan Szpakowski, Jeremy Hunter, Matthias Birk, orous occasion In fact its downright wisdom and gifts broaden the possibili- James Gimian, Mirabai Bush, earthy crunchy. But the songs are full ties of what this work can offer. Michael Carroll, Scott Rogers, of soul and joy. And the musicians are We are also especially thankful for a Janice Marturano, Lama Surya full of love for one another and love for unique opportunity afforded us this last Das, Marc Roudebush, Chris Tamjidi, Christopher Baan, the power of music. We sing along. We year. During the period from June of come together. The last two years there 2011 through the Inauguration in a few Featured Artist have been two generation's at our tables weeks Mobius has had the extraordinary Angel Azul the Film with sculp- as everyone's kids become old enough to privilege to conduct the Obama For tures by Jason DeCaires Taylor join in our tradition. Its filled with love America Volunteer Coaching Program, Professional Development and community and its one of my favor- supporting the campaign with executive Opportunities, Winter 2013 ite nights of the year. The next day my coaching, facilitation and leadership sister Erica, with whom I founded and development. To the best of our knowl- lead Mobius, spend the day in quiet re- edge nothing like this had heretofore flection and restoration and use the time been done in democratic politics and to give gratitude for the year that has past, for all of us involved it was a life chang- garner its lessons, and share visions and ing experience. Our enormous thanks aspirations for our next year as a family, to Iris Bagwell who lead the program as friends, and for the business. on our behalf, to Jeremy Bird and Sara This year we have much to be thankful El Amine who lead the project on the for. We are thankful for the wonder- OFA side, and to all the Mobius coaches ful friends who help lead and guide the who so generously gave of their time company with us: Alex Kuilman, Andrea and their gifts. I also want to personally Winter, Tracey Eisman, Devra Fradin, thank Robert Gass for being my ongoing and our internal team Karyn Saganic, inspiration in this domain, my mentor Cindy Grossi, David Boyd, Vanessa Cire- and dear friend.

MOBIUS EXECUTIVE LEADERSHIP ■ NORTH AMERICA +1 781-237-1362 ■ EUROPE +31-20-88-909-55 ■ www.mobiusleadership.com This last year also brought an ex- to cherish life and a deep deep faith development. Later this year we will tended group of colleagues together, in God. Our condolences extend to publish our white paper on transfor- known to us through Erica's work her colleagues within Mobius and mational change. And in early Fall at Harvard Law School's Program beyond, the clients whose lives she 2013 Erica will publish her seminal on Negotiation, to celebrate the life no doubt inspired, and the circle of book on transformational leadership of her mentor Roger Fisher. It was friends and family who accompa- (Harper Collins forthcoming). Its a an amazing day full of re-dedication nied her throughout. year of tremendous fruition and op- to the work of peacemaking. A day As we look forward we anticipate a portunity and we look greatly forward full of friendship and reminiscences. rather remarkable year. In a few weeks to sharing it all with you in the days Dona Nobes Pacem. we will travel together, many of us, to and months to come. Before we close out on last year bring our OFA coaching project to a May this year bring you closer to I also want to mark the passing of fantastic close by attending the swear- your own dreams and find you in one of the founding members of our ing in ceremony. In a three month's good health and grace. coaching practice Angela Wagner. time we will launch the practitioner Angela struggled with cancer for the portal for use by our global practice last several years and demonstrated for best practice sharing, community an amazing courage, determination building and ongoing professional Amy

Mobius Executive Leadership celebrates the reelection of President Barack Obama. We are honored and proud to have provided the Campaign to Reelect the President with volunteer leadership development and executive coaching for the last year. We recognize the President and First Lady as beacons of transformational leadership in action. And we thank all the coaches and consultants who participated in this extraordinary pro bono effort.

2 Mobius Executive Leadership | www.mobiusleadership.com Book Excerpt: Creative Conspiracy: The New Rules of Breakthrough Collaboration by Leigh Thompson Chapter 1: Debunking Myths causal pattern. And, to summarize ❶ Teams are more about Creativity succinctly in the words of organiza- creative than Several years ago, I was on sabbati- tional psychologist Adrian Furnham, individuals. cal at the Center for Advanced Study professor of psychology at University ❷ If you want to in Palo Alto, California. I worked College London, “the evidence from enhance creative teamwork, get rid alongside about 50 other scholars science suggests that business people of rules, guidelines and norms. from various behavioral sciences. As must be insane to use brainstorming ❸ Striving for quality is better than part of the sabbatical arrangement, groups.” striving for quantity. each of us gave an evening “talk” on In my work with clients, compa- our research. I spoke about creativ- nies, and students, I find that they ❹ We need to be actively brainstorm- ity. My opening sentence that evening are often operating with very specific ing to generate ideas. was, “Several decades of research have beliefs about human creativity. Some ❺ Brainstorming teams should work unambiguously found that teams are of which are correct. And many of closely together and tear down demonstrably inferior to individuals which are wrong – at least according boundaries. when it comes to brainstorming and to scientific studies. In this chapter, ❻ You should brainstorm together idea generation.” I thought that such a I expose several of these key myths first to get the creative juices flow- statement in the presence of academics about creative teamwork. As you ing, then work alone. would not cause too much commo- read, think about which of these ❼ tion. However, I was wrong. One of myths is central to the way you work People who are pro-social (team- the scholars was a lead consultant for with your creative teams, and, how oriented) are more creative than a major Silicon Valley company that you might better structure your team those who are pro-self (individ- prided itself on creative idea genera- so as to capitalize on the strengths of ually-oriented, or just downright tion, particularly in teams. This led the team members. Many of the mes- selfish!). to a spirited debate between the two sages in this chapter are paradoxical, ❽ Calming, relaxing, peaceful de- of us that lasted through the evening or even downright contradictory to activating moods (e.g., sadnesss, and the next couple of months. I what is considered common practice relaxation, serenity) led to more eventually dug up more than 50 peer- in organizations (and even common creativity than activating moods reviewed articles and put them on his sense). So, we’ve been careful to pro- (e.g., anger, fear, happiness). desk. Every single article indicated vide data to back up these assertions. that teams were inferior to individuals When Myth becomes when it came to brainstorming. Once upon a Time…. Pseudo Science I’d like to say I won the debate. Creativity Mythology If you are like most people, you have However, companies do not want There is probably more mythology probably agreed with about 75% of to stop brainstorming. The re- surrounding creativity than nearly the statements above. In fact, all of search evidence – as powerful as it any other topic in social science. these statements are false. At this is – is not well disseminated. The Many companies have constructed a point, you may be ready to throw research studies have been carefully fairy tale about what sparks human this book on the floor and get back orchestrated to include sophisticated ideation that is just well, completely to running your business. Before methods for ruling out the effect of misguided. As a start, each of the you do, pick the statement above different personalities, differences in statements below has been endorsed that you hold closest to your heart intelligence, and differences in indus- by people in the business world. and read the research evidence. (I’ll try experience. Further, the studies When you read each statement below, point to some of this.) You can test have been replicated several, if not think about whether you believe it is your creativity competence by read- dozens of times and they show a clear true or false. ing the rest of this chapter where

www.mobiusleadership.com | Mobius Executive Leadership 3 we step through each of the myths the same number of people working well-advised to work individually – at above. The rest of this chapter delves completely independently. As noted least for some period of time—on a into the myths that have morphed to earlier the same number of people problem. become pseudo-science in the busi- working independently came to be The solution, however, is not to do ness world – which we do our best to known as a “nominal group” (i.e., a away with teams, which are essential to debunk. group in number only). Nominal reach organizational objectives. Rather, groups outperformed real groups in we need to re-think and re-structure Myth #1: Teams are more terms of quantity as well as quality. how teams work creatively. Left to their creative than individuals. Yet many executives and manag- own devices, teams are usually poorly- As I touched on in the Introduction, ers reject these ideas outright. This structured for the creative process. the assertion that “Groups are more is akin to dismissing the surgeon However, with a few key insights and creative than individuals” has been general’s report that smoking causes simple best practices, teams can dra- scientifically tested more than a great cancer. I often invite my students matically improve their performance many claims in social science. We and executives to do a simulation and generate creative conspiracy. know that it is controversial to argue of the now-classic experiment. For that teams are less creative than indi- example, in one class of investment Myth #2: If you want to en- viduals. And, there is not a person on bankers, consultants, and managers, hance creative teamwork, get the planet who has not had the feeling we randomly assigned people to work rid of rules, guidelines and or the experience that creative magic in small teams or work individually. norms. has indeed happened in their group. Then, we gave everyone 10-15 min- Most people think this is true because Yet, the data are painfully clear on this utes to perform a creative task. The they don’t like rules and think that all-important question. So, why are nominal groups kicked the butts of rules are bureaucratic. Let’s face it. so many teams and their companies the real groups. In one of our recent Most adults don’t like rules. We got under the powerful illusion that they simulations, the nominal groups gen- fed up with them in grade school and are more creative. Well, for most of us, erated over 20% more ideas and more we looked forward to the day when no it just feels good to be part of a team than 42% more original ideas! It is one would tell us what to do or when and so, we think that magical things nearly impossible to not get this effect! to do it. We embraced the idea that no like creativity must be present when we The reason that people think teams rules freed our mind. Well, unfortu- are working with our team. are more creative is that they believe in nately, we were probably better off in It all began when an enterprising synergy. They believe that the whole grade school or at least more creative business man, named Alex Osborn is greater than the sum of the parts, in grade school. The data in this case published a book and coined the but it does not appear to be – at least are more than painfully clear. Groups term, brainstorming. Osborn was under typical conditions. It is certainly that don’t have rules or guidelines are a staunch believer in the power of possible that synergy can take place in distinctly less creative than those who teams. He was convinced that if teams teams, but more often than not, it does have rules and guidelines. did four simple things, they would not. For example, teams who build on How do we know? Paul Paulus easily outperform individuals. Appar- each other’s ideas neither create more and his team at University of Texas, ently, this sage advice was enough for ideas, nor are the ideas that build upon Arlington carefully contrasted teams most organizations to adopt his belief previous ideas better. that followed guidelines versus those and attempt to institute best practices. What are the implications? Well, that were set free to guide them- Sometime later, the academics asked on nearly a daily basis, leaders and selves. Teams with instructions and for proof. Since Osborn did not have their companies make decisions as rules humbled the laissez faire teams! data, much less conduct controlled to whether to assign group projects There is also evidence that groups experiments, a flurry of research pro- or individual projects. This raises the have difficulty functioning without grams were launched on the question question of whether we are efficiently rules. They often respond by making of whether teams or individuals were using the talents of people in compa- rules! For example, one provocative more creative. Hundreds of studies nies or whether we are falling far short field investigation conducted a long- were conducted that compared in-tact, of our potential by insisting that people term study of the effects of removing face to face brainstorming teams with work in groups, when they might be rules and regulations in a team. The

4 Mobius Executive Leadership | www.mobiusleadership.com well-meaning CEO of ISE Com- ideas than any other goal. tendency to be attracted to the first munications made a commitment What’s the problem with focusing option that is suggested. There is a to restructure the organization into on quality (to the exclusion of quanti- pervasive belief that the first idea is self-managing teams. Literally over- ty)? Several. First and foremost, quality mission critical for the creative en- night, he reconfigured the physical requirements lead to self-censoring. terprise. But Ed Catmull, president of workspace and created several work Self-censoring occurs when people Pixar and Disney Animation Studios teams called Red, Blue, Green, Or- do not suggest ideas because they be- could not disagree more. A misguid- ange, and so on. Before the change, lieve the ideas don’t meet the imposed ed view of creativity is to exaggerate three levels of managerial hierarchy quality criterion. They fear others will the importance of the initial idea in existed between the vice president ridicule their ideas. So, they play it safe developing a product. and the manufacturing workers. and don’t say anything. When other After the restructuring, the report- people ridicule their teammates, this is Myth #4: We need to be ing rules were removed with the idea known as jeering. We’ve all seen how actively brainstorming to gener- that removal of rules would empower this creates an uncomfortable silence ate ideas. workers and ideas. However, over and can also be demoralizing. Instead Idea exchange is a crucial part of cre- the following 4 years, a curious thing of ridiculing or badgering others, team ativity, and we sometimes lose sight of happened: the teams spontaneously members must find ways to stimulate the fact that there are two key elements. developed more rules similar to ISE’s and encourage others. Team members First, people need to carefully process old bureaucratic structure (e.g., if you don’t need to be criticized, rather they and understand the ideas in the group are more than 5 minutes late, you’re need ideas to stimulate the next idea – this is known as attention. Second, docked a day’s pay). The social rules and so on. This is called “priming”: they need to reflect on the ideas – this is were even more rigid. And work- the act of stimulating new ideas and known as incubation. Incubation is the ers nostalgically recalled the good thoughts with a phrase, suggestion, term used to refer to how our uncon- old days of bureaucracy. J. Barker’s picture or idea. For example, the other scious mind often works on a problem ground-breaking study points to two day, I was facilitating a brainstorm- when we just can’t think about it any- simple truths about rules and creativ- ing session and the group came to a more. This is why sometimes people ity: First, removing rules in no way grinding halt after about 5 minutes. think of a solution to a problem when liberates people; and second, some With 5 more minutes left to work, they they are in the shower or taking a walk rules are actually adaptive for groups. were at a loss for how to reinvigorate – they are not thinking consciously The principle seems to hold for themselves. So, we decided to look for about a problem, but unconsciously, individuals, as well. One recent in- inspiration in the environment. We they are solving the problem. This is vestigation compared how “intuitive” raided briefcases and found various important, because incubation gets people and “systematic” people be- items, magazines, Iphones, personal shut out by another dynamic that haved under “structured” conditions. photos that the team spread out on the affects brainstorming. Fixation is the Overall, creativity was higher under work table in front of them. Suddenly, tendency to focus on a limited number “structured” task conditions. new ideas started sprouting! Priming of domains or kinds of ideas. Fixation is like social popcorn – it stimulates is thinking inside the box! Myth #3: Striving for quality is others to suggest ideas. Unfortunately, the very act of better than striving for quantity. A strict, or even loose, quality brainstorming with other people We’ve been told all our lives by every- focus narrows the options. Quality tends to lead to fixation, as compared one—teachers, employers, friends, requirements create small set of ideas to brainstorming independently. In- and family that quality trumps quan- from which to choose. The smaller deed, over time, the quality, variety, tity. As a case in point, one study the set of ideas from which to devel- novelty and quantity of ideas starts to examined four different types of op and choose, the less likely it is that decline in a group. Most important, instructions: no stated goal, a qual- a truly great idea will emerge. taking a break can break this cycle. ity goal, a quantity goal, as well as a We often try to get companies to Engineers Paul Horowitz and Alan joint quantity and quality goal. The avoid choosing the very first idea Huang were both facing extremely results? Those who had the quantity that is brainstormed. A related prob- vexing problems concerning designs goal generated more ideas and better lem is the primacy effect: the strong for laser-telescope controls and laser

www.mobiusleadership.com | Mobius Executive Leadership 5 computing. After struggling with the own space and sacks that hung on my generation—which usually happens problem for months they both depict- desk; today, primary school classrooms in solitude. This hybrid structure per- ed a solution in their sleep. Similarly, are arranged in pods and rotated regu- fectly reflects the fact that the creative in the 1950’s, Don Newman, a profes- larly. Yet, working closely together and process is a fine orchestration of indi- sor at the Massachusetts Institute of removing all boundaries is in no way vidual and group work. Let individuals Technology was trying to solve a vex- conducive to creativity. think in their caves. Then let the team ing math problem. "I was… trying to Susan Cain notes in her 2012 New debate which of the ideas is the most get somewhere with it, and I couldn't York Times expose, that Backbone En- valuable (this is when to bring the and I couldn't and I couldn't." One tertainment, a video game company in teams into the commons). night, he dreamed of the solution in California initially used an open-plan Relatedly, there is a common no- his sleep and turned his dreams into office, but soon realized that its game tion that the more time groups spend a published paper. developers­—the creative think tank of together, the more they will bond and Indeed, studies of problem-solving the organization —were not happy. So, perform well together. Think again. and incubation reveal that tempo- they converted to cubicles and soon Karen Girotra, Professor of Technol- rarily putting a problem aside, and the creative game developers had those ogy and Operations Management at returning to it later can lead to more nooks and crannies that allowed them INSEAD, examined hybrid teams, breakthroughs and superior perfor- to think creatively. in which individuals first worked in- mance than continuing to actively Consultants Tom DeMarco and dependently, and then together, and focus on the problem. Why? Steven Timothy Lister studied the Coding versus teams that worked only together Smith and Steven Blankenship of War Games, a series of competitions and found that hybrid structures led to Texas A&M University argue in their that test software engineer’s abilities, more ideas, better ideas, and increased forgetting-fixation hypothesis s that and compared the output of more than ability to discern the best quality ideas. correct solutions are made inacces- 600 computer programmers at 92 com- sible during initial problem solving panies. DeMarco and Lister discovered Myth 6: You should brainstorm because we keep retrieving incorrect that the enormous performance gap together first to get the creative solutions. Thus, forgetting about a between highly-productive companies juices flowing, then work alone. problem and focusing on something and less productive companies was People are under the mistaken else can make correct (but dormant) how much privacy, personal work- impression that being in a group will solutions more accessible. space, and freedom from interruption supercharge their idea generation and that programmers had. Statistically, prep them to think creatively. This Myth #5: Brainstorming teams 62% of the best performers described is patently false. In fact, the opposite should work closely together their workspace as private compared is true! It is nearly always better for and tear down boundaries. with only 19% of the worst performers. people to work independently before Private space and solitude is out of And, 76% of the worst programmers moving into a group. Paulus and his fashion. In some companies, request- said they were often “needlessly” inter- research team put this idea to the test ing private space might even raise rupted, compared to only 38% of the by training people in several differ- concerns about your teamwork abil- best performers. ent modalities. Some people worked ity or whether you are a “team player.” For all these reasons, the cave-and- alone on a brainstorming problem Nearly all US workers spend signifi- commons workplace design may be and then moved into groups. Other cant time in “teams” and 70% of us ideal for team-based companies. A people worked with groups and then inhabit open plan offices in which no cave-and-commons design is an of- moved to independent brainstorm- one has an office to themselves. In fact, fice in which teams have shared space ing. Specifically, they instructed some in recent decades, the average amount – known as a commons, but each team people to first brainstorm in a team of space allocated to each employee member also has private space – known and then brainstorm alone and then shriveled by 300 square feet, from 500 as a cave. In the cave-and-commons had another group do the opposite square feet in the 1970s to 200 square design, people have common space to (i.e., first brainstorm alone and then feet in 2010. When I went to primary meet – when needed and necessary— brainstorm in a team). The results were school, our desks were in neat rows but they have their own private caves quite clear: those who worked inde- and all my gear was loaded into my that they can retreat to for creative idea pendently before moving into groups

6 Mobius Executive Leadership | www.mobiusleadership.com Leigh Thompson is the J. Jay Gerber Professor of Dispute Resolution had much better group brainstorming sus “I usually go along with what others and Organizations at sessions! Why? The people who were want to do, even when I would rather the Kellogg School alone initially in their own thoughts do something different”. If you tended of Management. She before moving into a team led to much to agree with the first statement in each directs the highly greater group creativity. When we pair, chances are you are primarily pro- successful Kellogg are brainstorming alone, we are in a self. If you tended to agree with the executive course, state of thought; we are not in a state second statement in each pair, chances Leading High Impact Teams, and the Kellogg of action. Conversely, when we work are you are primarily pro-social. Don’t Team and Group Research Center. She also in teams, we start getting busy, making misunderstand me, being pro-social is codirects the Negotiation Strategies for plans, setting an agenda and this does very advantageous in many, if not most Managers course. Thompson has published not serve us well. of life’s situations. It is just not condu- more than 100 research articles and has It is far more effective to have peo- cive to thinking creatively. authored nine books, including The Truth About ple brainstorm alone and then move However, we don’t advocate creating Negotiations, Making the Team, and The Mind and Heart of the Negotiator. to groups than to do the reverse. By a culture of self-centeredness. Rather, brainstorming alone first, the individ- we point to ways of temporarily putting ual is not under the peer pressure of pro-social, communal concerns aside However, after three months of such others. Moreover the individual does during a focused brainstorming session languid writing days, she produced not have to pay attention to social cues in order to turn on or ignite a pro-self nothing that she was proud of. Shortly or for that matter even listen to oth- orientation for increased creativity. In thereafter, her first baby was born and ers. Rather, that person can think in a my research with social psychologists her schedule went from long, open, completely unfettered fashion. Wendi Gardner at Northwestern and peaceful, unstructured days to tightly Elizabeth Seeley at NYU, we’ve used a orchestrated minute-by-minute slots, Myth #7: People who are pro- technique to temporarily engage pro- punctuated by extreme activity. The social (team-oriented) are more self views. It involves pronouns. If result? She became prolifically pro- creative than those who are you want people to be self-absorbed, ductive. In her words, she was “wired”. pro-self. then have them write or read state- The way she put it to me was, “I have We warned you this would not be polit- ments that contain a lot of personal 90 minutes when Sam is napping and ically nor organizationally correct. For pronouns, such as “I”, “me” and “mine”. I run to the computer and write like years, we’ve been told to act more like Conversely, if you want people to crazy. I’m totally focused.” Turns out team players and put self-interest aside. focus on others, then have them read our colleague is onto something. In In fact, that advice does not make sense or write statements that contain other fact, it is better to be aroused when for creative teamwork. People who are pronouns, such as “we”, “us” and “ours”. attempting to think creatively. In my pro-self and have a high concern for We find that this simple mind exercise own research with Brian Lucas, we find their own self are actually more cre- can temporarily activate either pro-self that people feel that they will be more ative than people who are pro-social. or pro-social concerns. creative when listening to peaceful, How do you know if you are pro-self calming music than to a boring speech, or pro-social? Well, as a start, do you Myth #8: Calming, relaxing, but in fact the opposite is true. When resonate more with the statements like, peaceful de-activating moods people were listening to the boring “I enjoy being unique and different from (e.g., sadness, relaxation, se- speech, they were becoming annoyed, others in many respects” or statements renity) lead to more creativity frustrated and agitated. Conversely, like, “Even when I strongly disagree than activating moods those listening to their favorite songs with group members, I avoid an argu- (e.g., anger, fear, happiness). were growing more relaxed and serene. ment”? Similarly, are you more likely There is a widespread belief that cre- We then examined their behavior in to state that “I do my own thing, regard- ativity is best served through inner a creativity challenge and found that less of what others think” or that “It is peace, serenity, and calmness. I know those who had listened to music dra- important to maintain harmony within one colleague who was convinced matically under-performed compared my own group”. And what about, “I that her own creative writing was best to those who had been frustrated by the prefer to be direct and forthright when when she had no distractions, qui- annoying political speeches. We don’t dealing with people I’ve just met” ver- etly sipping tea in a peaceful setting. want to suggest that it is always nec-

www.mobiusleadership.com | Mobius Executive Leadership 7 essary to frustrate and annoy people creative collaboration competence. However, if the challenge of the day in order to spark creativity. What we Think about the last meeting you calls for brainstorming a new product do suggest is that arousing, energetic had in which the task called for creativ- idea or new ways of engaging custom- moods and environments bring out ity. What did you do to set the stage? ers, then the team must organize itself more creativity than relaxing peaceful If you are like most people, you did not to be at its creative best, which will call environments. do anything different – or maybe you for a different set of norms and behav- brought in the donuts! Most teams run iors. Establishing the ground rules for Assess your team’s creative every meeting the same way no matter these norms and behaviors to occur know-how what the business at hand is. High per- is the part and parcel of the creative Now that we’ve poked some of the big formance teams, however, constantly conspiracy. myths surrounding creative collabo- change gears so as to optimally meet Most people float into meetings ration, what can we do make sure our the challenge of the day. If the chal- and conference rooms that look own teams don’t get caught up in them, lenge of the day involves brain surgery, strangely similar to one another, no and hold themselves back from being or a SWAT mission, then clearly de- matter what the true business at hand effective? First, we need to set the stage fined roles, top-down leadership, and it. Why? In the Creative Collabora- by seeing where you are in terms of a strong prevention-focus is necessary. tion Assessment that follows, we ask

Creative Collaboration Assessment 1. With regard to ground rules and norms in our creativity ❏ has used an untrained facilitator (2) sessions, my team… ❏ has used a trained facilitator, practiced in the art of ❏ operates with dysfunctional rules and norms (0) creative teamwork (3) ❏ really does not have any clear rules or norms (1) 4. In terms of external aids (e.g., whiteboards, flipcharts) ❏ has knowledge of effective ground rules, but does not props, stop-watches, toys, films, and materials, my regularly use nor enforce them (2) team… ❏ regularly operates with at least 4 cardinal rules of ❏ meets in a room that is largely impoverished brainstorming (e.g., expressiveness, no evaluation, (no whiteboards, no flipcharts, no wheels on the chairs, quantity focus, and building on ideas of others) (3) no art, etc.) (0) ❏ regularly operates with the 4 cardinal rules of ❏ meets in a room that has blackboards, flipcharts, writing brainstorming as well as additional rules that we have surfaces, moveable chairs, and we might occasionally use found to be particularly impactful (e.g., no story-telling, them but not regularly (1) no explanations, encouraging those who are not making ❏ actively uses the blackboards, flip charts, writing surfaces, a contribution to contribute, etc.) (4) moveable chairs and more (2) 2. With regard to conflict, my team… ❏ in addition to actively using our space, we bring in additional materials, such as stickers, index cards, post-its, or other ❏ is not very nice; we engage in openly rude behavior; open supplies and materials (3) venting, jeering, personal attacks and harsh criticism (0) ❏ is too nice; we actively avoid conflict (1) 5. With regard to mental stimulation and things to ❏ sometimes expresses conflict, but people try to separate the keep us thinking, engaged and invigorated, such people from the problem (2) as props, videos, games, primes, objects, pictures, etc., my team… ❏ routinely engages in open, spirited debate, much as scientists do, who hold different theories; we passionately ❏ does not provide nor encourage any kind of “external attack the problem, but we respect our people (3) stimuli” such as pictures, toys, objects, etc. (0) ❏ has on occasion, attempted to “liven up” our creative 3. With regards to a group facilitator, my team… meetings through the use of props, humor, etc. (1) ❏ has never used nor is open to using a facilitator (1) ❏ actively imports props, such as toys, devices, gadgets as a ❏ has attempted to sabotage an outside (or inside) trigger for discussion (2) facilitator (0)

8 Mobius Executive Leadership | www.mobiusleadership.com you to think about how your team 50% of your time or more. Once you cesses should be dropped altogether conducts itself. Where do you meet? have taken stock of just how you are or abandoned? What are the spoken and unspoken using your own and other people’s The Creative Collaboration As- rules of engagement? Does anyone meeting time, we introduce a set of sessmet contains 20 items. As you facilitate the meeting? Are any spe- scientifically-tested best practices for answer the assessment, imagine that cial props or materials brought in optimizing the creative meeting. We a team psychologist is observing for the meeting? Are ground rules suggest that you begin by complet- your team through a one-way mir- discussed? Sadly, most of the time, ing the assessment yourself and then ror. Your team does not know they the answer is no, no, and not really. conduct an open-ended conversation are being observed, but an organiza- This suggests then, that leaders are among the team’s members. Does tional psychologist is watching your not making most efficient use of their everyone see the group’s process in every move. The psychologist is well- scarcest resource: people’s time. the same way? Where are the points trained and has studied thousands of We’ve developed a Creative Col- of agreement? Disagreement? What teams. How would that psychologist laboration Assessment that invites works well in terms of your group’s describe your team? In short, we are you to examine your team’s creative process? What does not work? What asking that you take an objective look meetings – which absorb at least 25- practices should be added? What pro- at your team.

6. With regard to mood, my team… 10. In terms of incentives, rewards, and consequences, ❏ looks like a bunch of grumpy men and women (0) the following best describes my team: ❏ is largely neutral (not happy, not sad, just there, taking up ❏ many more sticks than carrots; under-performance more space) (1) scrutinized than exceptional performance (punishment ❏ is often positive, and upbeat (2) focused) (0) ❏ is consistently positive and upbeat (3) ❏ no meaningful rewards or punishments (no consequences) (1) ❏ 7. With regard to goal-setting, my team… more carrots than sticks (reward-focused); exceptional performance noted more often than under-performance (2) ❏ has not set a goal as long as I can remember (0) ❏ meaningful process and outcome rewards (3) ❏ sets safe/weak goals (1) ❏ sets definite goals (2) 11. The leader of my team is best described as… ❏ sets goals based upon meaningful criteria and ❏ milquetoast: uninvolved and passive (0) scientifically-based benchmarks, and revisits those goals ❏ on a regular basis (3) transactional: gets the job done; acts like a manager (1) ❏ relational: nice, likeable, but not particularly strategic on the 8. With regard to diversity, my team… tasks (1) ❏ is largely homogeneous, with people having similar points of ❏ transformational: consistently articulates goals and vision for view, personality, and background training (1) the team (2) ❏ has demographic and or gender diversity (2) ❏ has demographic or gender diversity that falls along faultlines 12. If my team were having a brainstorming or creativity (e.g., all women are in HR; men in engineering, etc.) (0) session, my team would most likely… ❏ has deep-level diversity (based on skills, training, ❏ not do anything different than in any other meeting (0) background, education) (3) ❏ hope that people share ideas (1) 9. The size of my team is… ❏ go around the table one-by-one and invite people share ideas ❏ unclear since we have never specified who’s on the team (0) aloud (2) ❏ consistently over 10 people (1) ❏ engage in brainwriting (the simultaneous writing of ❏ 8-10 people (2) ideas) (3) ❏ 5-7 people (3) ❏ engage in brainwriting for part of the time; and perhaps ❏ less than 5 (4) electronic brainstorming (4)

www.mobiusleadership.com | Mobius Executive Leadership 9 13. With regard to membership change on my team… 20. With regard to social networks, my creative team… ❏ there has been no membership change for 5 or more ❏ is disconnected from the rest of the organization (0) years (0) ❏ is very closely connected to one another (1) ❏ there has been no membership change for at least a year (1) ❏ are closely connected to one another, yet have good working ❏ new members have been added and some members have left relationships (2) in the past 12 months (2) ❏ we have planned membership change and rotation; and often Scoring invite people on a temporary basis (3) After taking the Creative Collaboration Assessment, add up your answers across the 20 items. The points for each answer are in 14. With regard to office space, my team or company… parentheses. Note that the minimum score is 0 and the maximum ❏ is marked by closed doors and very few meeting spaces (0) score is 56. We rarely see such extremes. An average score is ❏ has a largely, completely open floor plan (1) around 28. The higher your overall score, the more creatively healthy your team is. ❏ is a careful balance of cave-and-commons, with private spaces and common meeting spaces (2) Scores 0-10: (Low). Scores this low should be an immediate call to action. Low scores in this range are usually due to one of 15. With regard to time pressure in our brainstorming- three things: (1) the team has not been taught the best practices creativity sessions… of creative teamwork; (2) the team does not take the time or does ❏ we meet for the same amount of time every week (0) not feel accountable for modifying the structure of the group; or (3) ❏ we meet until we are finished (1) someone is actively sabotaging the team. The first two are easy to fix. Reading this book will undoubtedly improve your team score. ❏ we strategically plan the length of the meeting and set goals (2) Making even one change to your weekly team creativity meetings 16. The future oriented mindset of my team is largely… will have a marked effect on your creative output. ❏ prevention-focused; the team worries about what can go wrong; Scores 11-21: (Medium-Low). You have much room to improve. attempts to avoid disaster or bad outcomes (0) We suggest focusing on 2-3 best practices to implement in your ❏ promotion-focused; we focus on goals; think about team. Be sure to introduce each practice by itself and build in new success (1) best practices incrementally. Ask for feedback and keep modifying. Scores 22-32: (Average). This range is actually the danger zone 17. With regard to people skills, also known as emotional because it is the zone of complacency. “We are ok. There is nothing intelligence skills… to worry about. We are about average for our industry. Others are ❏ plain and simple: my team does not have them (0) worse than us.” If you find yourself in this range, make it a point to ❏ some members have people skills, but not everyone (1) locate a team in your organization with a significantly higher score ❏ several members have people skills and they coach others (2) and invite them in for an informational session. Barrage them with questions. Ask whether it was worth it. (no doubt it is!). Find others ❏ the team has people skills, we actively coach each other, and the in your team who are not satisfied with mediocrity and introduce organization appreciates the value they bring (3) one new best practice every month. 18. With regard to free-riders on our team, such as people not Scores 33-44: (Above Average). Congratulations! Scores in this doing their share of the work, yet expecting credit… range are rare and it means that someone on the team really is ❏ free-riders exist on our team and they get away with it (0) committed to the success of the team. Make sure you affirm this ❏ free riders exist on our team and we make weak attempts to person’s efforts. Ask how you can be an active contributor to the confront them (1) team’s continual evolution. Celebrate your best practices. Offer to coach other teams. ❏ we take proactive steps to discourage free-riding (2) Scores 45 & higher: (Extremely Advanced). You are a black 19. In terms of outsiders, my team… belt creative conspirator. Because of you, your team is already ❏ does not trust them and does not involve them (0) functioning at an elite level. Find areas to continue to improve. ❏ may consult with them occasionally (1) Offer to coach other teams. Conduct smart experiments within the team to discover which practices had the biggest ❏ regularly involves the input of outsiders (2) effect. Publish your findings and share with other teams in the ❏ regularly involves the input of outsiders who are devil’s organization. advocates (3) ■ Reprinted by permission of Harvard Business Review Press. Excerpted from Creative Conspiracy: The New Rules of Breakthrough Collaboration by Leigh Thompson Copyright 2012.

10 Mobius Executive Leadership | www.mobiusleadership.com 9 Things Successful People Do Differently by Heidi Halvorson hy have you been so successful always respect the fact that it is lim- asked how confident they felt about re- Win reaching some of your goals, ited, and if you overtax it, you will sisting the desire to smoke in the future. but not others? If you aren’t sure, you temporarily run out of steam. Don’t They were also asked about whether or are far from alone in your confusion. try to take on two challeng- not they planned to avoid It turns out that even very brilliant, ing goals at once, if you can temptation—the situations highly accomplished people are pretty help it (like quitting smok- (like being out with friends lousy when it comes to understanding ing and dieting at the same who smoke) that might in- why they succeed or fail. The intuitive time). And make achieving crease their urge to smoke. answer—that you are born predis- your goal easier by keeping The results showed that the posed to certain talents and lacking yourself out of harm’s way. more confident the former in others—is really just one small Many people are overly smokers were about their piece of the puzzle. In fact, decades of confident in their ability ability to resist temptation, research on achievement suggest that to resist temptation, and as the more likely they were to successful people reach their personal a result they put themselves in situ- tempt fate. Several months later, smok- and professional goals not simply ations where temptations abound. ers who did avoid temptation were less because of who they are, but more Successful people know not to make likely to have relapsed, while those who often because of what they do. reaching a goal harder than it already overestimated their willpower returned These are the nine things that suc- is. to their old habits. cessful people do—the strategies they Resisting temptation is a key part Even if you have built up large use to set and pursue goals (some- of successfully reaching just about reserves of willpower, you will not times without consciously realizing any goal. What we want to do is often have much left for sticking to your it) that, according to decades of re- the very opposite of what we need resolutions at the end of a long day search, have the biggest impact on to do in order to achieve our profes- of putting out fires at work. (This is performance. Scientific psychologists sional or personal ambitions. This basically why Happy Hour exists.) who study motivation, like myself, may sound a bit counterintuitive, but Don’t kid yourself; during particu- have conducted thousands of studies the very first thing you are going to larly stressful times, you will have a to identify and test the effectiveness want to do if you are serious about hard time staying on track. That’s why (and limits) of these strategies. The resisting temptation—even before it’s so important to give some thought good news is that the strategies are re- you start working on building your to when you are most likely to feel markably straightforward and easy to willpower muscle—is make peace drained and vulnerable, and make use. Reading this book, you will have with the fact that your willpower an if-then plan to keep yourself out lots of “Of course!” moments. Also is limited. It will always be limited, of harm’s way. Be prepared with an some “Oh, I see, that makes sense,” even if you get more of it through alternate activity, a distraction, or a and a few “Wow, I had no idea” ones, regular exercise. (Remember that no low-calorie snack, whichever applies. too. In the end, not only will you matter how big a muscle is, it can still Also, do yourself a favor, and don’t have gained some insight into all the be overworked.) try to pursue two goals at once that things you have been doing right all The problem is that most of us think each requires a lot of self-control, along, but you’ll be able to identify we have more willpower than we actu- if you can help it. This is really just the mistakes that have derailed you. ally do. As a result, we put ourselves asking for trouble. For example, More importantly, you’ll be able to in harm’s way, exposing ourselves to studies show that people who try to use that knowledge to your advan- temptations that we assume we’ll be quit smoking while dieting, in order tage from now on. able to handle. For example, in one to avoid the temporary weight gain study of smoking cessation, partici- that often accompanies smoking ces- Don’t Tempt Fate pants who hadn’t smoked in three sation, are more likely to fail at both No matter how strong your willpower weeks (and were therefore well out of enterprises than people who tackle muscle becomes, it’s important to the physical withdrawal phase) were them one at a time.

www.mobiusleadership.com | Mobius Executive Leadership 11 "The development of the organizational ideal follows a course similar to that of the ego ideal. The organizational ideal is based on a set of identifications based on heroic stories of the organization's achievements that start with one person and then are shared. These stories capture the imagination of the organization's participants and are internalized. These ideal images of the organization, maintained through storytelling, symbols, and ritualistic activities, together are part of the organization's mythology. This idealization process is never-ending, perceptually fluid activity."

– Manfred Kets de Vries from The Leader on the Coach: A Clinical Approach to Changing People and Organizations

Finally, remember that it is far Focus on What You Will Do, is figure out whatexactly goes in it. easier to abstain from doing some- Not What You Won’t Do According to new research, you need thing all together than it is to give in Do you want to successfully get pro- to be very careful about the way you just a little and then stop. And you moted, quit smoking, or put a lid on word your plan, because one particu- need more and more self-control to your bad temper? Then plan how lar type of if-then plan can backfire, stop a behavior the longer it goes on. you will replace counterproductive leaving you doing more of whatever If you don’t want to end up having behaviors with more constructive, you were trying to avoid doing in the sex, it’s best to stop at the goodnight profitable ones. Too often, people con- first place. kiss. If you’re trying to lose weight, centrate all their efforts on what they Researchers from Utrecht Uni- it’s best to pass up the potato chip want to stop doing and fail to consid- versity in the Netherlands looked at bowl altogether. Remember the slo- er how they will fill the void. Research three types of if-then plans. Replace- gan, “Betcha can’t eat just one.” Lay’s on thought suppression (e.g., “Don’t ment plans do just what the name wasn’t kidding. think about white bears!”) has shown suggests—replace a negative behavior that trying to avoid a thought makes with a more positive one. If you have Putting It into Practice: it even more active in your mind. The a tendency to immediately say yes to Stop Before You Start same holds true when it comes to be- every opportunity that comes your 1. If you have a bad habit you’re try- havior; by trying not to do something, way, and you end up with way too ing to kick or an impulse you are the impulse gets strengthened rather many pots on the stove, you might trying to resist, give some thought than diminished. create an if-then replacement plan to the times and situations in If you want to change your ways, such as, “If I am offered a new proj- which you are most vulnerable to ask yourself, what will I do instead? ect, then I will think it over for at least temptation and how you can avoid For example, if you are trying to gain twenty-four hours before respond- them if possible. control of your temper and stop flying ing.” “Think it over for twenty-four off the handle, you might make a plan hours” is a replacement behavior—a 2. Tackle major willpower challenges such as, “If I am starting to feel angry, more adaptive response designed to one at a time. (If people stuck to then I will take three deep breaths to substitute for whatever you usually do just one New Year’s resolution per calm down.” By using deep breath- that gets you into trouble. year, they would be a lot more ing as a replacement for giving in to Ignore if-then plans are focused successful.) your anger, your success-sabotaging on blocking out unwanted feelings, 3. Avoid thinking you can have “just impulse will get worn away over time like cravings, performance anxiety, one” or “a little bit” of something until it disappears completely. or self-doubts. (“If I have the urge you really enjoy but shouldn’t Once you’ve decided to make an to smoke, then I will ignore it.”) In have. It is easier to skip it entirely. if-then plan to help you reach your this case, you are simply planning Less fun, but much easier. goal, the next thing you need to do to tune out unwanted impulses and

12 Mobius Executive Leadership | www.mobiusleadership.com thoughts in order to diminish their overeating, not overworking, not other hand, tell us a lot about who effect on you. staying up so late, not being so is likely to rise to the top. Finally, negation if-then plans in- defensive. But thinking about Successful people set very spe- volve spelling out the actions you a goal in this way can actually cific goals and seize opportunities won’t be taking in the future. With strengthen our self-sabotaging to act on them (using strategies these plans, if there is a behavior you impulses, rather than wear them like if-then planning). They always want to avoid, you simply plan not to down. Reframe a stopping goal know how far they have to go and perform this behavior. (“If I am at the in terms of starting: decide what stay focused on what still needs mall, then I won’t buy anything.”) This you will do instead. to be done. They believe they will is, in a sense, the most straightforward 2. Once you’ve decided on the succeed, but embrace the fact that and head-on way of addressing nega- good behavior that will replace success will not come easily. They tive impulses, and probably the one the undesirable one, make an remember that it’s about making we most often end up using. if-then plan: If I feel the urge to progress, rather than doing every- All three types of if-then plans ______, thing perfectly right out of the gate. were put to the test, with surprising then I will ______They believe that they can develop and consistent results. The research- instead. their abilities through effort, which ers found that negation if-then plans makes them gritty in the face of set- not only were far less effective com- backs and challenges. They build pared to other plans, but sometimes Conclusion their willpower through frequent resulted in a rebound effect, leading Most of us look at people at the exercise, make plans for how to people to do more of the forbidden top of their game—the captains cope when willpower is low, and try behavior than before. of industry, the wielders of politi- not to put themselves in situations Just as research on thought sup- cal power, the movers and shakers where temptations abound. They pression (e.g., “Don’t think about in the arts, film, and music—and focus on what they will do, rather white bears!”) has shown that con- explain their successes using words than what they won’t do. stantly monitoring for a thought like “genius,” “ability,” and “talent.” There is nothing they do that you makes it more active in your mind, Which would be fine if most of us can’t do, too. negation if-then plans keep the focus understood how genius, ability, and For more scientifically proven strat- on the suppressed behavior. Ironical- talent work. Being successful is not egies you can use to achieve personal ly, by simply planning not to engage about winning the DNA lottery; and professional success, check out in impulsive actions, the impulse gets it’s about reaching goals. It’s about my new book Succeed: How We Can strengthened rather than broken. So a making smart choices, using the Reach Our Goals. ■ plan such as, “If I go to the mall, then right strategies, and taking action. I won’t buy anything,” may end up Study after study shows that so- Reprinted by permission of costing you a small fortune. called “innate” ability measures, Harvard Business Review Press. Remember that when it comes like IQ, do a remarkably poor job Excerpted from 9 Things to reaching your goals, you need to predicting who succeeds and who Successful People Do Differently plan how you will replace the behav- doesn’t. Measures of effective strat- by Heidi Halvorson, Copyright 2012. iors that sabotage your success with egy use and persistence, on the better ones, rather than focusing only on the maladaptive behaviors Heidi Grant Halvorson, Ph.D. is a motivational psychologist and themselves. The critical part of your author of Succeed: How We Can Reach Our Goals (Hudson if-then plan is what you will do, not Street Press, 2011). She is an expert blogger on motivation what you won’t do. and leadership for the websites of several leading publications, including Harvard Business Review, Fast Company, and Putting It into Practice: Psychology Today. Her personal blog, The Science of Success, Focus on What You Will Do can be found at heidigranthalvorson.com. Follow her on Twitter 1. Many of our goals have to do @hghalvorson. with stopping something: not

www.mobiusleadership.com | Mobius Executive Leadership 13 Book Excerpt: Being the Boss: The 3 Imperatives for Becoming a Great Leader by Linda Hill, Professor, Harvard Business School and Kent Lineback, Consultant, Mobius Executive Leadership Manage Yourself it because I’m the boss.” But in a per- “Now I remember,” he says. “No- anagement begins sonal relationship, the boss says, “Do it body sent anything.” “Did anybody Mwith you—who for me because we’re friends.” Though say they’d be late?” you are as a person. sometimes created consciously, such “No.” Seeing the look on Jason’s It begins with you be- relationships usually develop because face, he adds, “Frank was pretty cause what you think and the manager simply wants to be liked relaxed.” Frank Rigby was Jason’s pre- feel, the beliefs and values and believes that a close, personal re- decessor. “He didn’t believe in lots of that drive your actions, lationship is the best way to influence reports or meetings or bureaucracy.” matter to the people you others. Unfortunately, it is not, and “Apparently not.” Jason takes a must influence. such relationships can create obstacles deep breath and fights back the anger Each day people examine your that limit the manager’s effectiveness. he can feel building inside himself. every word and action to uncover your Chapter 4, Can People Trust “Please go check with them,” he says intentions and motives. They want to You? answers this question: if influ- firmly but calmly to Kim. “Remind know whether they can trust you. How ence doesn’t arise from fear (“I’m the them I said this is important. Let me hard they work, their level of personal boss!”) or from being liked (“I’m your know when they expect to have their commitment, their willingness to ac- friend!”), where does it come from? It reports. And ask them about the other cept your influence will hang largely comes from people’s trust in you as a things I wanted. Sumantra’s going on the competence and character they manager. Trust is the foundation for all back and taking a close look at our see in you. And their perceptions will forms of influence other than coercion. agreement with the IFTE—I want determine the answer to this funda- In this chapter we examine the sources to know how they can bow out of mental question every manager must of trust—people’s belief in your com- Project Emerge, if that’s what they’re ask: am I someone who can influence petence and character—and encourage thinking of doing. Laraba is supposed others to produce the results we need? you to examine how well you do those to be comparing the IFTE’s network The chapters in part I will help you things that foster trust. of schools against the schools where find the answer. They focus on the very As you read these chapters, we hope Reynolds’ materials are already being core of management: the relationship you’ll consider carefully the many used. I’ll call Barry myself. And make between you and the people you man- questions they pose. Use them to re- sure Jay covers what’s going on with age. What is that relationship? What flect on your own practices and your eMedia.” Jay Bradshaw is manager of does it require of you? What about it ability to influence your people, peers, online production in charge of pro- creates the influence you must exercise? and superiors. ducing the actual online materials for Chapter 2, I’m the Boss! looks at formal This is where management—and all Project Emerge courses, based on a authority, a manager’s ability to exercise your management journey—begins. syllabus developed by Sumantra Tata, influence on behalf of the organization. Project Emerge senior editor. eMedia It’s an ability many managers misun- I’M THE BOSS!: is the outside production house Jay is derstand and misuse. They focus on the Don’t Depend on Your using. Jason has heard eMedia is hav- rights, privileges, and status—rather Formal Authority ing problems staying on schedule. than the duties and responsibilities— 8:31 a.m. Kim Young, Project 8:35 a.m. Jason finds Barry’s that come with their title. We conclude Emerge assistant, enters Jason’s office report in an e-mail that just arrived that formal authority is a useful but very waving the note Jason left on his desk. and spends a few minutes scroll- limited means of influence. “What’s this?” Kim asks. ing through it. With a sinking heart, Chapter 3, I’m Your Friend! looks “Last Tuesday,” Jason says, “I asked he realizes it’s not all he asked for. at a different source of influence: the Jay, Sumantra, Kathy, and Barry for He wanted a sensitivity analysis of personal relationship between boss progress reports by end of day yesterday. Project Emerge’s numbers next year and subordinate. In an authority-based I copied you and asked you to combine if development of the first offering, relationship the manager says, “Do them into one file for me.” Introduction to Programming, is

14 Mobius Executive Leadership | www.mobiusleadership.com delayed or interest in it is less than ex- Cavit’s assistant. Jason takes the eleva- makes them managers. And some pected. Barry only considered lower tor up to the seventh floor, hoping to even think it changes who they are demand and ignored the possibility catch Cavit in his office there. No luck. and their place in the world. of production delays. Jason checks the He asks Cavit’s assistant to double- e-mail he sent Barry. It clearly said to check his schedule. Nothing. No free Misconception: Do You Think consider both demand and a delay. time at all, not even a few minutes. Authority Is Your Key Means 8:43 a.m. Jason calls Barry. “I 9:08 a.m. Jason takes the stairs of Influencing Others? need to know what happens if down, instead of the elevator, to work “I’m the boss!” It’s a common mis- Introduction to Programming is o ff some nervous energy. “This is take to think management is defined delayed.” “If it is, heaven help us.” turning into a big problem,” he thinks. by formal authority—the ability that “When can you redo the report?” “I can’t believe Project Emerge and my comes with a title to impose your will Jason asks. “I can’t submit any prelimi- future at Reynolds Ed depend on get- on others. In fact, formal authority is nary budget numbers until I see it.” ting ten minutes with this one guy just a useful but limited tool. “End of today.” to make sure he keeps his promise to “Then we won’t have numbers until assign people and give us time at Sales People Want More Than a Formal, Mon d ay.” Conference.” Authority-Based Relationship “They won’t like that,” Barry says. Many managers take an authoritar- with the Boss “Why not just put in the original pro ian “do this, do that” approach with Many managers—especially those who forma numbers?” their people. It’s not that they neces- were achievement-driven stars as indi- “We know more now, and I’m not sarily enjoy controlling others but that vidual performers—don’t even think signing up for funny numbers,” Jason they believe exercising authority is the about relationships. They’re so task ori- says. “I like reality.” most efficient way to influence others ented that they put the work to be done “Be careful. Reality can bite you and get results. and their authority as boss at the heart around here.” Barry laughs. For many of them, this approach of what they do and assume they can 8: 46 a.m. Kim returns. “ Those reflects the reason they became ignore the human aspects of working reports you wanted— Sumantra’s half managers. They want to have an im- with others. done. Jay says he’s been too busy. Besides, pact on their organizations, to be the The problem is that most people he’s meeting with eMedia at lunch today. ones who “drive the business,” the don’t want your authority to be the be- He’ll know more then. I can’t reach ones “who make things happen.” As all and end-all of the relationship. They Laraba. She must be on her way in.” one said, “I . . . always wondered what want a personal, human connection, an In a fit of frustration, Jason shoots it would be like to be in charge and emotional link. They want you to care out a curt e-mail to all of them saying get people to do things the right way.” about them as individuals. They want he needs their reports and other infor- When they issue a directive, they’re you to encourage their growth and de- mation by 4:00 p.m. without fail. “Let’s essentially saying, “Do it because I’m velopment. Research tells us this kind see if they ignore that,” he thinks. the one who’s been given responsibil- of human relationship with the boss is 8:51 a.m. Jason looks around to see ity and put in charge. I’m the boss.” a key factor determining an employee’s Julia Morgan standing in front of his What approach do you take? Do you level of engagement with the work. desk. She’s an editorial assistant who rely on the authority that comes with We know of a small-company works for Sumantra. She asks for a min- being a boss to get the results you need? owner, a warm, decent woman, so ute and makes an impassioned plea for Do you try to influence people by telling pressed for time she consciously de- the empty cubicle by the windows. She them what to do? Do you think that’s cided to avoid small talk at the office. has seasonal affective disorder (SAD), what you’re supposed to do? She never opened up to people about and unless she gets as much light as If you do, you may be among the herself or asked about their lives and possible in the winter months, she gets many managers we see who miscon- interests. She didn’t, that is, until her depressed. “I’ve been diagnosed,” she ceive the nature and purpose of their people rose up and expressed, through says. “I’m not making it up.” Jason tells formal authority. an intermediary, that they hated how her he hasn’t decided yet but will con- Many think it’s the center of their she treated them. They wanted a real, sider her request very seriously. work, the key means of influencing human connection with her, even if she 8:59 a.m. Still no word from Jack others. They think it is literally what was “the boss.”

www.mobiusleadership.com | Mobius Executive Leadership 15 The Limits of Formal Authority People may have a view of author- to get what you want from others. It Most managers soon discover, often to ity that differs from yours. They may certainly will not generate personal their dismay, that authority isn’t very bring to work generational or cultural commitment or real engagement with effective for influencing people and attitudes that lead them to distrust the work and the team. getting results. and question authority. That will make them less likely to comply. This is not Your Formal Authority Cannot Create Your Formal Authority Often Fails to personal. It’s simply a different point Genuine Change Produce Compliance of view that you and they will need to Change often brings uncertainty, You may think people are perverse work through. As companies and work loss, and pain for those it touches. Yet or stubborn, but there are many rea- groups become more diverse, these those are usually the very people who sons they don’t always follow your differences will appear more often. must embrace the change and make instructions. Finally, people may not comply be- it work. Real solutions can only come from those involved, and real change They disagree with you. cause they ’re confused. The growing They think requires that they alter not only their complexity of the workplace and there’s a better way and feel free to behavior but their thinking, assump- more fluid organizational structures exercise their own judgment. tions, and values as well. Authority with multiple bosses and temporary They think something else is more im- cannot compel such change. teams can complicate and blur lines portant. It’s up to you to set deadlines of authority. Many employees may Your Formal Authority Is Less Likely to and make your priories clear. be confused by what seem to them Elicit People’s Knowledge and Insight They don’t understand what you conflicting demands and expecta- Every individual in an organization want. Making directions more and tions. Also, in virtual teams with possesses knowledge, skills, and new more explicit can only go so far. Most members spread far apart, distance ideas of potential value. (If they don’t, work today requires some judg- diminishes the ability of formal au- it’s your responsibility to replace them ment and thought, and so it’s almost thority to create compliance. It’s easy with people who do.) Managing people impossible to give instructions specific to forget about a boss 3,000 miles primarily by exercising your formal enough to eliminate all misunder- away, especially when there’s another authority—by telling them what to do standing or cover every contingency. just down the hall. without truly seeking their input— They find circumstances have All of these reasons create a work- is far less likely than a more open changed, invalidating your directions place in which authority is at best an approach to capture that full value. and forcing them to improvise. uncertain means of influence. Insisting on “I’m the boss!” places a huge burden on you. The head of They dislike being bossed around. Pe- Your Formal Authority by Itself Cannot a large high-tech company told us remptory orders given in a tone of Generate Commitment of a discussion she once had with voice or choice of words that’s belit- You need more than people’s simple her head of HR. Her company had tling only invite minimal compliance compliance. You need them to be installed a program to encourage or subtle disobedience. As someone engaged with their work and want broader participation in decision told us, “I fixed my boss. I did exactly to do it well. You can command how making, and she was frustrated that what he said to do.” Be aware that your people spend their time, even product development seemed to be some people are especially sensitive where they direct their attention, but moving too slowly. “Maybe we have to “being bossed around.” They bring you cannot decree what’s essential for to go back to the old command-and- to work a history of troubled dealings good work—you must win their com- control system,” she said. “If that’s with authority figures. By the time you mitment by winning over their heads what you want,” said the HR per- meet them, they’ve accumulated a set and hearts. When you rely primar- son, “I’ll help you. But there’s one of ambivalent and even negative feel- ily on your formal authority, you’re problem. You have to be right all the ings about authority, which they apply fundamentally managing through time.” Laughing, the CEO said, “I’ll to you and any instructions you give. fear—fear of the consequences of never forget what he said. I told him, At the extreme, these are the people disobedience. Fear is a limited, ulti- ‘That’s never going to work.’ ” from whom a simple directive can mately corrosive and demeaning way No one person can possibly possess produce angry resistance.

16 Mobius Executive Leadership | www.mobiusleadership.com the knowledge, experience, and wis- ally? As one senior manager once told inconsiderate, and even illegal or un- dom needed to make every decision. us, “Sometimes I forget what it was like ethical acts. You think such things only Organizational success today requires before I was a boss.” happen to other people, but they can the involvement of everyone at all Ask yourself this: “Do I take plea- happen to anyone, including you. levels. Less authority-driven organiza- sure in being able to tell others what It can happen insidiously, a tiny step tions are more likely to elicit and take to do?” We don’t mean pleasure from at a time. We know managers who at full advantage of the talent and experi- the accomplishment of work. We mean first took pains to explain the reasons ence of their people. We see firms in all gratification from seeing others obey for what they wanted. But they became cultures moving in this direction, even you. Do you enjoy the simple act of ex- so accustomed to compliance that they those that are traditionally hierarchical. ercising your authority? stopped explaining and simply issued For example, a leading Indian IT You needn’t be an egomaniac to orders. They didn’t even realize what firm introduced several practices to admit you do. Virtually everyone does. they were doing. encourage employee engagement Society, the media, and popular fic- What this means in practical terms and foster innovation. Those prac- tion all encourage it. Indeed, we all care is simple: don’t let being the boss go to tices include 360-degree feedback about status and influence. We scan our your head. The use of authority without for all managers, including the CEO, environment to figure out who has it respect for others or to satisfy personal who posts his reviews on the compa- and to assess how much we have in com- needs rarely sits well with others. Such ny intranet and encourages others to parison. Such concerns are wrapped up use can take several forms: issuing or- do the same. In Indian culture, which with the human instinct for survival. So ders without explanation, demanding has historically valued hierarchy and for us to view our job as boss in personal personal loyalty and praise, foisting the status it provides, that’s a shock- terms is a natural impulse. your opinions on others, stifling dis- ing move, but it models the openness The issue is one of degree. Is your agreement, focusing on the perks that the company is trying to achieve. sense of the personal privilege conferred come with your title, or any number of by your authority overblown? Do you other actions that advance you person- Misconception: Do You Think make too much of it? Is the personal sta- ally at the expense of others who are Your Authority Defines You tus that comes with formal authority the “below” you. Personally? central feature for you of being a boss? If you see yourself primarily as “the You’re at a social gathering chatting with Research confirms the old saying boss,” the one in charge, the one above a stranger who asks, “What do you do?” that “power corrupts.” The frequent those you manage, it will limit the Do you answer, “I’m in charge of . exercise of formal authority can lead willingness of others to accept your . .” or “I run . . .”? Or do you say, “I’m you to inflate your own sense of self- influence. responsible for . . .”? worth and denigrate the value of those It’s a small distinction but a telling on whom you exercise it. As a manager Are You Abdicating Any of Your one. who had recently taken over a group Management Responsibilities? Here’s another question: visualize described his experience: “Then review We know managers at the other end yourself and your group. Do you see time came around . . . it was quite an of the spectrum—bosses who shrink yourself above your people, directing exercise . . . You hold their job, their from exercising their authority. them from a higher level? Or do you see career, in your hands, so to speak. They They’re uncomfortable with pro- yourself in the center, the hub connect- have an inbred fear.” viding guidance and direction. They ing all the pieces? Organization charts, As people defer to your authority, as hesitate to issue orders even in situations which literally place managers over you sense that fear, you may be tempted like a crisis that demands immediate those they manage, certainly encourage to believe they defer to you personally— action, when orders are needed and the “I’m above you” point of view. it’s you they fear. Once that belief takes appropriate. In failing to use their au- Both these questions begin to root, you’ll be tempted to exercise your thority, they’re abdicating responsibility. reveal the dark side of formal author- authority even more. Its seductive ef- So don’t draw the wrong conclusions ity—that those who have it begin to fects on your ego and self-esteem tend from what we’re saying. You cannot ig- believe it’s about them, that it changes to grow the more you use it. No wonder nore your authority and never use it. who they are. you hear almost every day of powerful It’s not the use but the misuse of author- Do you think it’s about you? Do people whose inflated sense of personal ity that creates problems. you believe it sets you apart person- importance led them to perform stupid, Be aware that abdication doesn’t

www.mobiusleadership.com | Mobius Executive Leadership 17 Linda A Hill, Wallace Brett Donham Professor of Business Administration at the Harvard Business School, chairs the HBS Leadership Do you see yourself in any of they try to influence others, they Initiative; headed the team that developed these descriptions? Does exercising understand what authority can and HBS’s required MBA leadership course; and authority make you uncomfortable? cannot do well. They know when and has chaired several HBS executive education We’ve cautioned against too much re- how to use it. Here are some questions courses, including the High Potentials liance on it, but failure to use it when that will help you compare your use of Leadership Program. She is the author of Becoming a Manager and numerous HBR necessary and appropriate is a man- it with their experience. articles and Harvard Business Publishing agement failure too. corporate learning modules. Do You Understand That Formal Authority Do You Want to Influence Others? Works Best as a Two-Way Relationship? Kent Lineback, now a writer and collaborator, spent nearly thirty years as a manager and Effective managers do. If you don’t, Authority will be most useful if you executive in business and government. He you’ll struggle to be an effective man- treat it as a two-way relationship—ide- is the coauthor (with Randy Komisar) of the ager because having an impact on ally an equitable series of exchanges, bestseller The Monk and the Riddle. others is the essence of management. give-and-take, over time. For you to But if you seek influence because you use your formal authority most effec- just mean doing nothing. It can also enjoy dominating others and seeing tively, your people must say, in effect, mean doing only part of the job, as them do what you say, that will create “We accept you. We will let you influ- seen in the following types of bosses. problems. The most effective managers ence us.” In short, you must earn the The boss of some but not others. You are driven by a strong need to have an right to exercise authority, for it comes may be comfortable managing some impact on others—not for their own with obligations to those you manage. people in your group but not others. satisfaction or self- aggrandizement but They expect you to solve problems, Perhaps you tend to ignore those older to achieve the goals of the group. make decisions, develop them, protect than you, or more experienced than That’s a critical distinction. Effec- them, obtain necessary resources, give you, or more expert or knowledgeable tive managers don’t view authority out rewards and recognition, advocate than you. You may ignore people you as a source of personal superiority or and negotiate for them, care about don’t like. primarily as a means of satisfying per- them, and more. Subordinates who The bureaucrat. Perhaps you see sonal needs. Instead, they consider it feel you’re letting them down can find yourself as the implementer of orders, a tool for helping others accomplish a thousand ways to comply formally rules, policies, and strategies from something worthwhile. In short, they with your directions without achieving above. You hesitate to make any deci- use authority to do useful work, not to what you want. sions without direction or, lacking that, serve their own ends. full consensus of all involved. If so, Some managers find it valuable to Do You Apply Ethical Judgment in you’re abdicating your responsibility to think of their authority, being the boss, Using Your Authority? ensure real direction yourself. as a role they play, a means of helping Your formal authority and the The technocrat. Perhaps you see others become more productive. They responsibility to your organization your organization as a rational, even distinguish this role from themselves as that comes with it don’t free you to mechanical “system.” Problems are individuals. Thinking this way can help ignore the side effects of your deci- technical challenges with a “right” you maintain some perspective when sions and actions. Your people, and solution, and the messy human ele- people display deference or negativity any other stakeholders, expect you ment is some- thing you can and because of your authority. If you think, to recognize and try to deal with the should ignore. “They’re reacting to the role I’ve been harms you do while seeking a greater The social director. Perhaps you see given to play, not to me personally,” you good. This is a key way you earn the yourself as one who coordinates, fa- won’t take the disagreement or negativ- right to exercise authority. cilitates, referees, and counsels those ity to heart, and the deference won’t go doing the work. Your primary task is to to your head. Do You Use Your Authority Sparingly? promote harmony and keep things run- Authority works best when it’s exercised ning smoothly. You rarely take a stand Effective Managers Know rarely and only when truly necessary. or make a difficult choice. You seldom When and How to Use Their Keep it handy, but the less you pick it criticize anyone and never allow con- Formal Authority up and use it, the more powerful it will flict, on the assumption that all discord Effective managers understand the seem. Most of the time, people will sim- or controversy will hinder good work. benefits and pitfalls of authority. As ply do what you ask. Consider it a last

18 Mobius Executive Leadership | www.mobiusleadership.com resort. As one manager told us, “You of view. You’ll want to gather infor- which your people can act with initia- have the ability to hire and fire, but the mation, identify alternatives, and then tive and creativity. moment you rely on that authority or take decisive action. imply it, I think the battle is lost.” To Focus People’s Time and Attention on When Members of Your Group Cannot What’s Truly Important Do You Involve Others in Your Use of Reach Agreement There is a powerful prerogative of Authority? It sometimes happens that your authority that few dispute but is often We know a manager who discovered group, after full discussion of alter- overlooked: the simple ability to com- that his people accepted and imple- natives, cannot reach consensus. mand people’s time and attention. mented his decisions more willingly Here you’ll need to make a choice Suppose you fear customer service is when he explained the reasons for in order for the group to move being ignored. But instead of imposing them. Another realized his direct forward. You’ll have to explain the new procedures, you have your people reports were much more willing to reasons for your decision, especially join you in talking about service to cooperate if they were first allowed to to those who preferred some other ten customers each. Such assignments, offer ideas and reactions. course of action, but most people in along with asking for reports or call- Wise managers solicit opinions, such situations will prefer progress to ing meetings, can bring attention to get information, and ask advice. impasse. an issue or problem and let people dis- They involve those who will be af- cover it for themselves. That’s usually fected by a decision or plan. They act To Maintain Group Standards and Norms better than dictating a solution. transparently by making clear both You may need to step in when your In the end, effective managers real- what they do and why. They manage group is about to violate or ignore ize that formal authority is neither the with the door open, so to speak. They some important element of group cul- heart of management—it’s not what know there’s no better way to win ture—group values, standards, and makes them a boss—nor the only or support and commitment. norms, such as quality, meeting a dead- best way to influence others. It’s sim- In fact, effective managers go be- line, fairness, openness to all points of ply one useful source of influence, a yond involving others. They share or view, and recognizing the rights and limited source that, by itself, cannot delegate their authority by giving oth- requirements of other groups. This produce what they ultimately need: the ers freedom to act within their own can happen when pressures mount to engagement of their people and the co- areas of responsibility. The secret of take shortcuts or skip steps or simply operation of those they don’t control. successful sharing is in knowing the choose a more expedient course. All this has been captured in a capabilities of those to whom you’re timeless way by Mary Parker Follett, delegating and then setting constraints, To Set Useful Boundaries or Outer Limits who studied workers and the work- as in the guideline below. Effective managers use their authority place nearly a century ago: “The test less to give directives than to set outer of a [manager] is not how good he is Do You Understand When It’s Appropri- limits within which people are free to at bossing,” she wrote, “but how little ate to Exercise Your Authority? act. Much of the Imperatives is exactly bossing he has to do.”9 Don’t misunderstand. We are not saying that. Goals and strategies say, “Go in To move forward on your journey, that you should never or rarely exer- this direction, not some other.” Plans give up the myth of authority— the cise your formal authority directly and prescribe certain actions and not oth- belief that it’s the key way you have explicitly. There are situations when it’s ers. Group standards and practices impact. Accept your dependence on both appropriate and necessary. suggest preferred ways of behaving and others, including those who work for proscribe others. Budgets set limits. you, and learn to use more effective In an Emergency, When Fast, Decisive Policies, laws, regulations, and ethics tools of influence. Action Is Required create borders. Specific guidelines for What are those tools? That is the When you face a big problem and specific tasks—“Don’t go further than subject of the rest of the book. ■ there’s little time for consensus build- this” or “Don’t spend more than X Reprinted by permission of Harvard ing, people will look to you for clear dollars”—shape the constraints to the Business Review Press. Excerpted from and decisive direction. specific circumstances and the indi- Being the Boss: The 3 Imperatives for This is not the time for lengthy dis- viduals involved. Think of authority as Becoming a Great Leader by Linda Hill cussion and a full airing of all points the way you create the arena within and Kent Lineback, Copyright 2012.

www.mobiusleadership.com | Mobius Executive Leadership 19 The 12 Dimensions and the 21 Questions that get at the Heart of Focus and Effectiveness by Bruce Jackson, Mobius Consultant and Author, Finding Your Flow

The most splendid achievement of all is After 25 years of research, you find your flow, and discover the the constant striving to surpass yourself teaching, and practice, I have peak performer within you. and to be worthy of your own approval. sought to make sense of the world To give you a general overview of -- Dr. Dennis Waitley of leadership develop- this essay series, consider ment—especially personal these 21 core questions hen achieving higher lev- leadership development. and see how they land on W els of performance is the With so much to read you. Answering these up- goal, it’s important you understand (hundreds of new books front questions will give the difference between Technical coming out monthly) it’s you a preview of the kinds Knowledge (Tk) vs. Flow Knowl- difficult for many to sift of topics of focus over the edge (Fk). Technical knowledge through all of the “muck” next 60 weeks. represents “what” you know in your and make sense of what to As you review these professional or personal arenas (i.e., work on now. Solving this questions, notice where business, athletics, medicine, law, issue was the purpose of my book, you are skilled and trained. Notice school, hobbies, at home or with Finding Your Flow. where you are lacking. Not every friends, etc…) while flow knowledge What I discovered through the questions will be a hot button for represents the factors that impact years is that most of the books, ar- you and that’s a good thing. But your performance (i.e., motivation, ticles, and workshops can be sorted several may. If some of these ques- vision, goals, prioritization, attitude, into 12 main, but inter-connected tions confront your current level of focus, perspective etc…). dimensions. These 12 dimensions, knowledge, skills and abilities, then however, house several sub-topics the next 60 weeks may be of value Technical Knowledge: that provide further insight into to you. Tk = X1+ X2 +X3 +X4+X5… the nature of flow and peak perfor- Let’s review these questions as Flow Knowledge: mance. they related to the 12-dimension Fk = X1+ X2 +X3 +X4+X5… As I craft these weekly essays I model above. Here we go: thought it might be helpful to give To be a high performer you must you a brief overview of the 12 di- From the perspective of your look at both equations and pick the mensions before diving into the 60 Long-Past (LP) most important variables. Being topics that will comprise the series. 1. Do you understand, accept and knowledgeable or skilled is necessary Let’s begin with a few targeted ques- learn the valuable lessons of your in both but insufficient to be at the tions—each of which reveals the past? top of your game—where you dem- value in each of the dimensions: onstrate your “X-Factor”. In the middle of this model is 2. Are you drawing from your past When I work with corporate where we “find our flow” or step into experiences to maximize your clients and university students I the “zone”. This is where, from a per- self-image & confidence? prompt them with the following sonal leadership standpoint, you are From the perspective of your thought on focus: focused (F), in the moment, com- Short-Past (SP) pletely present, fully engaged. “The quality of individual, team So what keeps us from being in 3. Are you actively seeking meaningful and organizational performance the moment or in flow all the time? feedback from your experiences? is directly related to ‘where’ and The answer: interference linked 4. Are you constantly learning from ‘when’ we place our attention—and to gaps in skill, practice and profi- each experience to improve your the ‘duration’ of our attention.” ciency. Such is our quest—to help performance?

20 Mobius Executive Leadership | www.mobiusleadership.com From the perspective of your Looking at your current Environment 17. Are all of your physical systems Long-Future (LF) from a more Narrow perspective (EN) in check (nutrition, exercise, 5. Are your missions and vision for 11. Is your immediate physical en- rest & recovery)? the future clear and meaningful? vironment inhibiting you in More general considerations include: any way? 6. Can you see the legacy you would 18. Do you have an ongoing plan to like to leave behind? 12. Is there anything you can change grow your Flow Assets? to optimize your environment? From the perspective of your 19. Do you have an ongoing plan to Short-Future (SF) Looking at the 5 dimensions (physical, decrease your Flow Liabilities? 7. Are your goals set for this hour, emotional, psychological, philosophical, spiritual) that make up you personally: 20. Are you fully engaged in your day, week and year? “moments of performance”? 13. Are you living your deepest val- 8. Do you have a measurement pro- 21. Do you regularly find your flow? cess in place? ues that serve a higher-than-self goals? Looking at your current Environment From a personal leadership per- from a Broad perspective (EB) 14. Is your personal “Philosophy of spective this is a lot of ground to Engagement” driving your daily cover. These 21 questions embedded 9. Are you striving to understand focus? in the 12 dimensions help provide a the “big picture” environment 15. Are you “mentally tough” and framework for how to think about you are surrounded by? “positively focused”? what aids you and what inhibits you 10. Do you understand the macro fac- from being fully engaged in the mo- 16. Are you emotionally resilient tors (both positive and negative) ment with your “A” game present. and in control of your feelings? influencing your performance? If my work with clients has re-

www.mobiusleadership.com | Mobius Executive Leadership 21 For the next few days, ponder Dr. Bruce H. Jackson these questions and begin raising Dr. Jackson has worked with young athletes, your awareness of the factors that inner-city children, and Fortune 500 companies contribute to and inhibit your cur- alike—recognizing that the principles of excellence rent performance. The awareness and performance are as valid for the aspiring stu- itself is half the battle! dent as well as the well-established CEO. If you are interested in: Dr. Jackson serves as the CEO of The Institute • Receiving the complete (60) of Applied Human Excellence, a training firm dedicated to helping newsletter/essay series (free) individuals and teams, through high adventure experiences, achieve • Finding Your Flow book peak performance. His new book: Finding Your Flow: How to Iden- • Finding Your Flow speeches/ tify Your Flow Assets and Liabilities—the Keys to Peak Performance Every Day—was written to help individuals, teams and organiza- workshops tions increase performance within any Meaningful Life Arena. • Principles of Personal Excellence course • National and international ad- vealed anything it is that we all goal is discovering which one’s are venture leadership programs have our own unique formula for most important to you at any given success. These 21 questions are just time, then deciding where to place Please visit our website at: scratching the surface. Below these your time, attention and resources www.theiahe.com. are more subtle principles and in order to move the needle in that Email: [email protected] practices that add to the mix. Your area. Phone: 801-8450 ■

22 Mobius Executive Leadership | www.mobiusleadership.com The Voice of Great Leadership: Evoking the Power of Authentic Presence By Claude Stein, Mobius Transformational Faculty Courage and Change to a halt. The manager of operations one. These are exercises where I sing t is July 2000. I’m sitting at a piano in one of their largest countries grabs out a relevant phrase and the group Iin central Europe at the invitation the microphone: “We must revisit our echoes it. The very short, single line of an engineering firm with 60+ bil- plans and build our nuclear plants affirmations, set amid well-chosen lion Euros in revenue, working with further away from populated areas. tonalities on the piano, got them their senior management team, ask- It’s not safe enough.” He reminds the back in touch with their corporate ing them to take risks to free their group that the firm’s vision explicitly mission and unleashed powerful most authentic voice. states that they maintain “the highest qualities. The words they sang gave They are in a difficult situation. commitment to ethical and respon- voice to concepts of encourage- Their stock is depressed and they sible actions.” ment, pride, respect, innovation have hired a new head of training to I was utterly amazed at the risk he and accountability. Some lines were redesign their leadership programs. took to confront the group like that: defiant, some humorous, some had He has invited me to come and do a upending such an enormous project a blues feel and some were uplifting program using singing to “get them during the final celebration. Freeing anthems. I worked until people were to feel something below their noses” his singing voice with mission driven clearly touched by the words they - to be more emotional, more pas- lyrics and emotion had awakened a were singing. sionate, more real. At first there profound voice of responsibility and Then, I began individual coaching. is resistance. I quickly take failure leadership. I helped each person identify a core off the table, inviting them to sing Later that night, when I got back message which, when cultivated, gave poorly … and to sing loudly. There to my room, I thought about the far greater meaning to their words. is some laughter and we begin with courage each of them showed when There were dramatic shifts in dynam- a simple warm-up. Soon they volun- they dropped their guard and sang ics, confidence and charisma. The teer lyrics that articulate the qualities from the heart, even though their group became fascinated and fully of great leadership. By the second voices were untrained and their cor- engaged with each other’s growth as evening, they’re belting out favor- porate culture constrained. I thought they witnessed new aliveness, spon- ite tunes. By the third day, someone about the necessity of taking brave taneous gestures and compelling has found a guitar and remarks “we and uncharted risks to move forward stage presence unfolding right in haven’t felt this much camaraderie authentically - and how finding one’s front of them. The room was filled since we were youths.” The group as true voice can change the world. with smiles and applause amidst the a whole becomes visibly more alive triumphant breakthroughs. I had en- and engaged in their daily programs. Music and Methodology couraged them to move beyond fear Their spirits are higher and they have What happened during those five of judgment, to step outside the box become optimistic. Finally, at the end days of what I call “Natural Singing,” and allow their full voice to be heard. of the week they take to a stage to that is, singing with a more authen- They were re-connecting with what accept their completion certificates. tic intention, was remarkable. There fueled their passion in the first place. But suddenly the celebration comes were exercises and songs with no requirement to sing well. Little by The Power of Vulnerability little you could see the fears melt Imagine the skeptical reaction of in the absence of criticism and feel senior management teams when they the quality of presence and connec- find out they have been taken away tion evolve. I used call and response from their desks in order to sing in exercises to both reframe the chal- front of each other! When clients lenges and give voice to the positive discover I use singing as a tool for values they had articulated on day accelerating the growth of leader-

www.mobiusleadership.com | Mobius Executive Leadership 23 Knowing the quality of great leadership that each individual wants to bring forth, I can compose a simple line of song to sing, and frame it with an evocative context at the piano. ship and personal presence, I often forget that we are singing any note, intention, every note they sang, no hear things like “You’re not going to any key, as a way to tap into feelings, matter in or out of tune, would bring make me sing, are you? I’m TONE- presence and right brain activity - those heartfelt qualities forth. DEAF!” and “What does this have and not to become good performers. to do with the bottom line?” Often They fall into the trap of striving to Finding Core Intention there is a look of panic. Dr. Robert sing well. And this is how our authen- A client of mine from a Fortune Lengel, founder of the Center for ticity and power gets derailed. We 500 firm wanted to sell a multi- Professional Excellence, told me he can hear the notes go off key when million dollar website to the state believes these programs can present we are too self-conscious. This ego of Nebraska. She had been through more risk than high ropes courses. and fear driven agenda of wanting to presentation coaching courses all of This is because singing is so person- do well hijacks our original intention her career. Here she was, with a small ally revealing – and our voices are and fullest possibilities. Some of this stack of index cards in hand and a so closely tied to our self-image that is survival instinct: to achieve success tried and true method of triangulat- when we sing solo in public, we are and avoid failure, shame and embar- ing all of her language towards the vulnerable. We are vulnerable, but rassment. We do this even at the benefits of her value proposition. She with the potential to be enormously potential cost of losing our authentic was using an approach that was for- powerful. selves. But it can also be a defense mulaic, that curtailed the richness of Singing easily touches our emo- mechanism that conceals our true her authenticity. After five minutes tions. This is precisely what makes it selves. of some persistent detective work I such a good tool to call forth authen- Authenticity stems from a re- discovered the core reason she loved tic leadership. We can become real, energized connection with our what she was doing was that she take risks and open our mouths: con- original desire – something I like to believed in her heart that “computers necting thoughts, hearts and stance. call a “core” intention. You could de- bring us all closer together.” I asked By taking risks and being real we fine it as the change you would like her to be convincing, to persuade motivate others and create change. to bring. In Natural Singing, it is with a whisper, then speak and then We become stronger leaders. But, the intention that justifies the lyric sing this core belief while I played furthermore, as groups rally in sup- and organically drives the dynam- the piano. Then we launched into the port of one another they also create a ics of self-expression: tone, volume, prepared presentation. wonderful culture of empowerment. pacing, inflection, eye contact and In the end she went to that meet- A culture that encourages each and gestures. These are the things that ing with only one index card sitting every person in the room to rise up inspire trust, inform presence, create on her podium: “Computers bring with a strong voice. Whether we sing engagement and a successful presen- us all closer together.” This acted as or provide the option of speaking tation of one’s message. the driver of her energy, her spirit, is up to the corporate leader who is Let me give you an example: Some- the dynamics of her voice, her com- sponsoring the program. But which- one wants to sing a lullaby to their fort and confidence and interestingly ever mode of expression, we move to child but can’t/won’t, because they enough, her knowledge capital. The a much deeper level of communica- don’t think they have a good voice comment from her boss was “That tion and engagement. or the right words. Their primary was the most articulate you have agenda has become sounding “good.” ever been.” The presentation was a The Technology of But the original change they wanted success and the sale went through. Authenticity to bring was an expression of peace, When we are true to our most au- Although we are using voice and gentleness and safety to the child. If thentic intention, comfortable being music as a tool, many people quickly they stayed with that more authentic seen and unafraid to support our

24 Mobius Executive Leadership | www.mobiusleadership.com words with genuine emotion, we ments and the excitement of being of a world-renowned hospital, we become far more persuasive and pioneers at the leading frontiers of begin with the basics of vocal physi- charismatic. space exploration. ology and some exercises to warm up, build confidence and project. I give Storytelling Passion and Presence tips for correcting nasality, shrillness, I was coaching a leadership team at Several years ago I had the privilege softness, breathiness, monotones, N.A.S.A. to improve their ability to to coach a congressman on his floor memorization, etc. Then, we focus tell the N.A.S.A. story. Not just the speech in the House of Represen- the authentic intention, aligning with story of scientific discoveries, moon tatives. He had been successful in the hospital’s mission statement: “… landings or the exploration of Mars, gaining compensation for victims of to deliver the very best health care but rather the unequivocally rel- Agent Orange and now was looking in a safe, compassionate environ- evant story of benefits reaped here to do the same for Gulf War Syn- ment …” As participants give their on Earth: fire retardant uniforms for drome victims. Sadly, he had been presentations, passion and personal firefighters, advanced imaging for suffering from Parkinson’s disease. presence emerge as they communi- early cancer detection and cat scans, His voice was debilitated and not cate facts and information. By day’s cutting edge solar panel technolo- projecting with much resonance or end all are more relaxed and confi- gies. The list goes on and on and yet volume. It was time to call in his orig- dent, engaged and re-energized. it’s not the story that is often heard inal motivation: the core intention. At a telecommunications com- when we talk about the benefits The reason that he was so passionate pany with 55 million customers there of investing in space exploration. in the service of these ailing veterans were marketing research presenta- Members of the leadership team was that he had an enormous sense tions with hundreds of data points. took the stage with their memorized of duty and was himself at one time Dry as a bone right? Not after singing presentations. One by one, I asked on the battlefield. After some dig- their true credo. When the speakers each of them again and again what ging, tears came into his eyes as he conveyed their honest desire to sup- really excited them about why they exclaimed, “We all have blood on our port their customers with the finest were there and what got them into hands.” possible service, their words came to science. The results of embedding this life. The senior VP in charge of the Then, by cultivating the energy passion into his speech as subtext group said they were “the best pre- of that inspiration and seeding it brought fire into his voice, conviction sentations the team has ever given.” through their prepared language, into his body and as a result he deep- There was a manufacturing crisis each person became compelling and ly impacted his audience. Votes were at a major pharmaceutical company. got spontaneous positive feedback. influenced. He came alive bringing Confidence had been shattered, trust Their spirit was felt. They were bet- forth the change he wanted to see in broken. My colleague and I walked ter storytellers because they were the room. into a room filled with heavy energy. THEMSELVES. They were in the We asked the group to identify the moment. Emotional. Connected. Reconnecting to Mission key aspects of the company that they Real. The common feedback was how Theses stories highlight a theme in were proud of. Weaving those aspects people got to really know each other. which corporate, community and into their presentations worked won- The room was filled with the pride personal mission are interwoven and derfully. Smiles emerged and pacing they took in their noble achieve- elevated. At the leadership academy picked up. Their speaking revealed

Neither a lofty degree of intelligence nor imagination nor both together go to the making of genius. Love, love, love, that is the soul of genius. -Wolfgang Amadeus Mozart

www.mobiusleadership.com | Mobius Executive Leadership 25 ciation and worked Italian.” Or, “Riiiiiiight. I see what with artists on every you’re saying.” major record label. The secret lies in how music pro- I also teach from vides an enormous variety of contexts the outside in. I for meaning and how it triggers emo- can help you to stay tion. We have an endless assortment hydrated longer, of rhythms and harmonies at work their personalities and hope was re- breathe from the diaphragm, create that put us in touch with our feelings stored. more resonance, better diction and and deeper meaning. Music accesses At the 5th largest nuclear com- increase projection. There are tech- emotions and passion more readily pany, spirits were low as they were niques to eliminate a monotone, to and reliably than speaking which can coming off some of the largest fines speak through a cold, to quiet a rac- often be purely informational and in history from the nuclear regulato- ing heart and to memorize a text. conceptual. As both head and heart ry commission. All of their training However, the effectiveness of all these align the results are inspiring. When had been geared towards identifying techniques PALES in comparison to we sing in front of others we are problems and possible dangers in working from the inside - out. quite vulnerable, thus it provides the such a high-risk environment. After Your primary intention is the key perfect opportunity for risk-taking, coaching each executive in front of driver of the sound and dynamics acceptance, group support and per- the group, I required all feedback to of your voice. When there’s a crisis, sonal triumph. be positive. They refocused their lis- we use better diction. When you I regularly teach a program for tening on the improvement in each need a cab in New York City, a loud change leaders who are turbo-charg- voice and presentation. By the end voice comes out. When the umpire ing a large operational transformation of the morning their excitement misses a call, ditto. You don’t stand at a chemical company. They sing was palpable as they re-energized there, thinking about dropping your about their aspirations for the orga- around their great skills and their thyroid cartilage (voice box), cre- nization but they also sing their own sense of purpose. They re-engaged ating space in your pharynx (for leadership song - sometimes bold, as individuals and as a team. resonance), trilling your lips or ar- sometimes animated and sometimes ticulating your consonants. You just terribly tender. The audience encour- Intention as a Driver want the cab. You just want the kid to ages each participant, taking the Why is this? Why does a core inten- fall asleep with the lullaby. stage one at a time over the course tion so influence tone, tempo, volume Whether we choose to use whis- of the evening to sing and receive and presence? Why and how can it pering, speaking, or singing as a way coaching. This uncritical support bring about such an organic, trust- to energize and bring emotion to our creates the empowering space where worthy and engaging flow? core intention (the change we wish people can emerge as stronger lead- Most speech and presentation to bring), once we do, we imbue our ers. Each one becomes more open, coaches direct people from what I speaking voices with an exquisite va- more transparent and impactful with call the outside – in. “Drop your jaw.” riety of organic dynamics from the this permission from the group, the “Speak from the diaphragm.” “Lower inside-out. role modeling of their own senior your pitch.” “Now, raise your pitch.” leaders and some guidance from me. “Pause here.” “Do this with your Why Singing? I am always touched by the joy and hands.” "Emphasize that line." “Find Singing is particularly effective as collective, humanistic possibility that four friendly faces in the audience to a tool for building presence. For is unleashed for the organization in look at.” “Choose different parts of the most part, words tend to derive these sessions. The voice holds the the stage for fundamental points.” It's meaning from their context. Lan- key to their full leadership presence. your typical presentation coaching. guage plus context yields meaning. But it's only from the outside in. Try saying the word “right” a few Whole Mind I have coached at the Juil- ways and you’ll see what I mean: Musical arrangements set evoca- liard School, the New York Actors “Yeah. Right. You want me to sing an tive contexts for language. We have Institute, the National Speakers Asso- operatic solo in perfect 18th century the discursive, concrete, conceptual

26 Mobius Executive Leadership | www.mobiusleadership.com world of words (left brain), interact- ing with the feel, sound, expressive Claude Stein, Mobius Expressive Arts Faculty, world of the music (right brain). So if is an internationally celebrated voice and a particular quality or message is chal- performance coach with 32 years of experience. lenging, I can support that expression His VoiceLEADER programs have been offered in by the way I play the piano (context) the U.S. House of Representatives and to senior and offer a simple lyric in call and management at Siemens, JPMorgan, Sprint, response style. Knowing the quality General Electric, N.A.S.A., Vistage International, of great leadership that each individ- ual wants to bring forth, I compose a Johnson & Johnson, Genzyme, The Hartford, Altria, the Center simple line of song to sing and frame it for Creative Leadership, Maersk Shipping, N.Y.U., PixelMEDIA,the with an evocative context at the piano. MIT Sloan School of Management, The Conference Board, Zachry I also step in with some practice exer- Construction, the Young President’s Organization and the Women’s cises. It takes a remarkably short time Leadership Forum. He has been a main stage keynote speaker to get this kind of alignment going. for the National Speakers Association, the International Coaches Whether it is a small group or an Federation, The Creative Problem Solving Institute, The Qualitative interactive keynote with hundreds of Research Consultants Organization, the Global Suffciency Network people, these energetic shifts occur and the California Workforce Association. with amazing speed. Claude is also a Multi-Platinum award winning voice coach whose The Result private clients include artists on Atlantic, Island, Elektra, Sony, Virgin, Groups bond on a deep and com- Polygram, Warner Bros., R.C.A. and M.C.A. Records. His Natural Singer mon ground as we become more of Workshops have been presented at the Juilliard School, the NYU Music who we really are. We have aligned our inner and outer message: head, Therapy Graduate Program, the Rubin Academy of Music and Dance in heart and mission. Voices ring out Jerusalem, the New York Open Center and The Actors Institute. Pro-Bono effortlessly, fear-less-ly and honestly. programs have been offered at Every Voice Counts for disadvantaged Casual at times, poignant at times, youth in Australia, the Mastery Foundation leadership forums for Arab but absolutely, undeniably real, and Israeli community activists and Catholic and Protestant community authentic and inspiring. Spirits are leaders in Belfast, Ireland, and the Global Suffciency Summit. lifted. Courage is fostered. Commu- nication is clearer. Innovative ideas The approach Claude developed blends easy-to-learn vocal skills come out of the quiet person who is with the secret techniques of professional performers who embody no longer captive to their shyness, power, creativity and authenticity. It is an innovative and highly or from the brusque speaker driven experiential method which engages both the right and left brain, and by ego who is no longer control- that quickly empowers both beginners and professionals alike. The ling and cut off. People risk being results have received rave reviews from top industry experts in the seen and heard. They are creative, highly competent, vulnerable and felds of communication, healing, and creativity. powerful. They become animated He is on the perennial faculty of the Massachusetts General Hospital and excited about their work. They Leadership Academy, the Center for Professional Excellence, the give more of themselves. They create Omega Institute, Esalen, the New York Open Center, and the Kripalu stronger leaders around them. They have renewed confidence and their Center for Yoga and Health. He studied composition and conducting talents are better leveraged. And at Bard College, vocal physiology with the Voice Foundation at having evoked the power of authen- Jefferson Medical College, performance coaching at The Actors tic presence, they re-engage with the Institute, and vocal technique with several of New York’s premier world, speaking with the voice of opera and rock and roll instructors. great leadership. ■

www.mobiusleadership.com | Mobius Executive Leadership 27 Book Excerpt: Taking Smart Risks by Doug Sundheim, Mobius Consultant and Executive Coach

Chapter 3 – Smart Risk Taking the time we take a ‘risk’ on a com- when the effort Mention risk taking in business and pany, we’ve looked at so many angles becomes un- names like Richard Branson and that it doesn’t actually feel like risk. It comfortable, as Steve Jobs come to mind—legendary just feels like a really smart bet.”” it inevitably will. figures who’ve made big headlines That’s what smart risk taking is: Your SWFF has and captured imaginations. Known going through a process of planning, to be meaningful and inspiring. for their vision and chutzpah, leaders experimenting, learning, and com- See the future now. While SWFFs like Branson and Jobs are risk taking municating so that you can make 2 are inspiring, they tend to be too personified—or so it would seem. bets that are financially, emotionally, imprecise to drive focused action. In reality, this type of risk taking and logically smart for you. Seeing the future now is the process is a minuscule fraction of all risk tak- of clarifying what exactly the big ing. Most risks are smaller and more Derisking Risk Taking ideas mean in terms of real objectives, common. They entail tackling the At the core of smart risk taking is plans, and intended results. Where types of challenges or fears that people something that I call derisking, or are you going? What’s it going to look face every day: having a tough con- removing as much uncertainty as you like when you get there? Which parts versation to drive a project forward, can at every stage of a risk. Removing will be easy? Which will be tough? conducting a difficult meeting to get uncertainty lowers fear and increases What are the critical things you can to the bottom of an issue, or writing a effectiveness and the likelihood of do now to increase your chances of business plan to start something new. success. Derisking is what makes risk success? Having a dialogue with team Even the big risks you see talked taking smart. members, clients, partners, suppliers, about in the popular business press Derisking entails thoughtful reflec- and others is critical to being able to aren’t really that big. They’re the tion and preparation before taking the see the future now. final manifestation of a lot of pre- risk, combined with intentional learn- Act fast, learn fast. When you vious smaller risks that you never ing and communication during and 3 have an idea you’re excited about, hear about. The big risk that looks after taking it. Through years of con- there’s a tendency to want to jump in so daring is often nothing more than sulting and coaching, I’ve found that quickly with both feet, using a lot the final half-mile in a marathon of smart risk takers consistently do five of resources up front. The moving measured decisions. For example, things well to derisk whatever they’re quickly part is a good idea. However, Steve Jobs took many risks to bring up to. I call these the liberating actions using up too many resources right the iPod, iPhone, and iPad to market, of smart risk taking. Summarized away isn’t. It’s a smarter idea to test one of which was the years he spent here, these are the topics that I’ll cover pieces of your hypothesis rapidly so developing and failing with the New- in the remainder of the book. that you can learn what will and won’t ton. Successful risk takers usually Find something worth fighting for. work before you put too much on the take less visible risks, fail, and learn a 1 What do you care enough about line. Inherent in testing ideas rapidly lot before really hitting it big. to risk your time, energy, and pos- is seeing failure as a necessary step in Bill Maris, a managing partner at sibly money to try to make happen? the process, not an unfortunate result Google Ventures (Google’s venture Finding something worth fighting of it. Fast failures, designed to drive capital arm), goes so far as to charac- for (I call it a SWFF) is the process intentional learning, are part of the terize his approach to risk taking as of identifying and clarifying why risk foundation for smart risk taking. not risking. “To the outside world it taking is important to you in the first Communicate powerfully. Poor might look like we’re placing bets and place. Smart risk takers understand 4 communication, while problem- crossing our fingers. That’s not the that their emotional commitment to atic in any situation, is even more case - when we make an investment, whatever they want to see happen is detrimental in risk-taking scenarios, part of our job is to systematically more than half the battle of getting it. where things are changing quickly identify and ameliorate the risks. By You need something to motivate you and small misunderstandings can

28 Mobius Executive Leadership | www.mobiusleadership.com have a magnified impact. Smart risk to smart risk taking. Elements of a cepts, most of what follows are takers assume that communication smart-risk culture must be alive in concrete stories demonstrating one is going to break down (because it order to support initial attempts at or more smart-risk topics. Each story always does) and plan accordingly. risk taking. Then, subsequent risk is focused on getting at the “DNA” of They get their thinking on the table taking strengthens this culture. risk taking, that is, the thinking, deci- early and often, probe to understand All five components of smart risk sions, and actions behind the scenes others’ thinking, and don’t shy away taking have an element of commu- for the individuals, teams, and orga- from the tough conversations. nication in them, whether directly nizations that are trying to make Create a smart-risk culture. Risk or indirectly. At every stage of any something new happen. The majority 5 taking, especially in an organiza- risk, improving the way in which of the stories are business-related, but tional context, is rarely an individual you discuss thoughts, plans, and ac- the lessons are applicable to any indi- endeavor. Members of a team or a larger tions is the single most effective way vidual or organization, large or small. group need to share the same mindsets to derisk the risk, that is, to make it Throughout, I consider a risk taker and values about expected behavior. smart. Spreadsheets and models are to be someone who exhibits smart- For example, people need to know if important, but thinking and talking risk-taking behaviors, regardless of it’s OK to fail, and if so, what a smart together are the most powerful risk- whether or not she considers herself to failure looks like. Smart risk takers are management tools any person or have a “risk-taking” personality. Like aware that their behavior speaks louder organization has. Bill Maris, whom I mentioned earlier than words and are vigilant about role As I’m sure is obvious by now, in this chapter, some of the best risk modeling the right behavior. this book is not about broad corpo- takers don’t see themselves that way. While presented linearly, the five rate risk management, a topic that is Furthermore, when risk taking components of smart risk taking have well addressed elsewhere. Rather, it’s is seen as a personality trait, it puts a more dynamic relationship in ex- about you, an individual, who may be people into boxes—it implies that ecution. Finding something worth running a team or organization and some people have the ability to take fighting for, seeing the future now, who needs to drive growth under un- risks and others don’t, which I don’t and acting fast and learning fast tend certain circumstances and wants to believe is true. Everyone can push to inform and influence one another. make sure you’re doing everything out of her comfort zone. Each per- For example, it might be through act- you can to succeed. Every solution son’s smart-risk zone will be different; ing fast and learning fast that you see included is something that I’ve road- but everyone has one. That’s why the something critical about the future tested with a variety of clients and x axis on the power perception dia- that you hadn’t seen before. And as a something that you can put to use gram in Chapter 2 is perceived risk, result, you find something that’s worth right away. not just risk. If you’re pushing out- fighting for. These first three elements side your comfort zone, you’re taking must be supported by powerful com- Learning How to Take a risk, no matter what your starting munication in order to survive. Smart Risks point. And if you’re using the five Finally, a smart-risk culture is Because risk taking is difficult to components covered in this book, both an output from and an input understand as a set of abstract con- you’re taking a smart risk. ■

Doug Sundheim, a Mobius Consultant and Executive Coach, is a leadership and organizational consultant with over 20 years of experience in growing businesses and helping others do the same. He works with leaders and teams of Fortune 500 companies and entrepreneurial firms to help them maximize their effectiveness. His clients include Morgan Stanley, Harvard Management Company, The Chubb Corporation, Citigroup, University of Chicago, and Procter & Gamble among others. Prior to his work in leadership and organizational consulting, Doug spent several years in the Internet strategy field and started a 100-person catering company. Doug partners with Mobius to provide executive coaching services to their clients. Doug’s second book, Taking Smart Risks: How Sharp Leaders Win When Stakes Are High, is due out January 2013, published by McGraw-Hill. Doug Sundheim: [email protected] | (212) 931-8554

www.mobiusleadership.com | Mobius Executive Leadership 29 Book Excerpt: A Wealth of Possibilities by Ellen Perry, Managing Partner, Wealthbridge Partners, a Mobius Alliance Partner

amilies who flourish cultivate What were uncomfortable topics? relationship? Fstrong communication skills. Did they disagree with one another Converting They understand the important role well? With you? their thinking? that open, frequent, and honest com- • What were the messages you An outcome? munication plays in the life of their received? Were they consistent with Being right? family. They’re willing to talk with your parents’ actions? What was Listen, listen, listen. their children and grandchildren missing from the conversation? • Conversation frameworks, or plans, about a wide variety of issues and to for specific situations are all well and learn or hone their communication 2. Consider a framework to good, but there will also be times skills. They listen. And listen. And tackle diffcult conversations. when you’ll be caught completely listen. The answers to the above ques- off guard, like when your child asks, Listening well and communicating tions might help you sort out how “How much money do you make?” effectively are critical to meaningful to handle tricky issues or conversa- Gulp. Here’s how to handle being human connectivity because they ev- tions with family members. Far too blindsided: idence mutual respect—a precursor many families simply hope conflicts • If your child (or any family mem- to trust. Below are two key tools for or challenges will resolve themselves ber) initiates a conversation before improving communication skills and or go away. Clearly, that’s not a pro- you’ve had time to think about what building trust: cess that works over time. As anyone you want to say, respond with some- who’s been married for long knows, thing like: “That’s a really important 1. Look inward before a touchy topic that goes ignored is question that deserves a thoughtful looking outward. destined to resurface later—and in answer, so I’d like some time to think Barriers to communication are typi- bigger and more complicated ways. about it and then come back to you.” cally established in the early years. Consider instead approaching such a Then set a time when you will be Consider your own communications conversation in this way: ready to discuss it. upbringing and then see if that can • Identify the issues. • If your child asks a question you help you think more clearly about the don’t want to answer directly, reply kind of communication you’d like to • Ascertain the underlying attitudes with a question that explores feelings establish with family members. Take and values—yours, your siblings’, or beliefs/attitudes. “You seem upset a moment to reflect on the following: your spouse’s, and your children’s. Look at your own attitudes and about this. Is there something on • Do you and your spouse share atti- consider why the other(s) might see your mind that we can talk about?” tudes about many important parts things differently. of your life, including money? • Develop a plan, taking into con- Family Meetings • What are your concerns about sideration age appropriateness, for For financially successful families communicating with your siblings, what you want to communicate, with joint enterprises, assets, and spouses, or children about money how you want to say it, and topics philanthropic interests, finding a issues? that are off-limits. forum to maintain and enhance their • What is your personal experience • Identify opportunities for learning personal connection to one another with secrets? With embarrassment (for now and for later). is important: which brings us to “the or betrayal? How has it influenced family meeting.” Family meetings can • Identify risks inherent in the vari- your behavior? be a dynamic means of building rela- ous scenarios and have a plan for tionships, establishing connections, • How did your parents commu- handling difficult situations. nicate with you when you were a and continuing dialogue among fam- child? Were they open and recep- • Consider what is most important ily members that promotes more tive to meaningful discussions? in this conversation. Building the effective communication and trust.

30 Mobius Executive Leadership | www.mobiusleadership.com Family meetings are best when • Hold the meeting in a room with that. If you find yourself considering held regularly—at least twice annually. good natural light and windows. This something that would work against They should be open to all adult family allows for better energy for the par- closer family bonds (such as leaving out members, including spouses. An agen- ticipants. Trust me on this, it makes spouses, holding a secret pre-meeting da must be developed in advance, with a difference. caucus, insisting that everyone pay input from all participants. A skilled • Allow for frequent breaks—at least their own transportation), consider facilitator, one who has identified fifteen minutes every two hours. that a red flag in your planning process. ahead of time any hidden or percolat- Remember, family relationships Family meetings can be useful arenas ing issues that might surface, should be can rile anxiety; giving participants for spirited discussions, even debates, brought in to run the meeting. breaks makes for a more productive but they should never turn into battle- It’s important to give the family meeting. fields. That said, some conflicts can’t be meeting a tone of professionalism and avoided; do what you can to minimize transparency. Everyone invited should • The elders, trusts, or family office those within your control. be able to understand in advance should foot all travel and related For many families, beginning the what’s on the agenda, the purpose and expenses. Don’t nickel-and-dime par- process of family meetings can be goals of the meeting, how the meeting ticipants over sodas they took from easier and less complex than those will be conducted, and what the ex- the minibar or the in-room movie described here for larger families. A perience will be like. Many may have they watched after the meeting. If short weekly meeting during dinner quite a bit at stake in these meetings— you want willing and vital participa- with your children can be a great time both emotionally and financially. The tion, make it easy and comfortable for to discuss upcoming family events, less left to chance and happenstance, all involved. Pay for the plane, train, holidays, household responsibilities the more secure everyone will feel. hotel, car, gas, tolls, babysitters, meals, and chores, school events and family Agenda items can vary widely. cabs, tips—all of it. It will be money updates. Each person can take a turn Families might discuss developing well spent. discussing what’s on their mind. Some leadership in the next generation, The underlying goal of my sugges- families add rituals such as the lighting financial results, investment oppor- tions is to create a welcoming space, of a candle or the singing of a song. tunities, operating business updates, both physically and emotionally, for A colleague of mine described her communication and trust building, every family member. The long-term family meetings in which she, her estate plans, the selection and per- purpose of these meetings is to create husband, and their teenage daughters formance of money managers, legal and sustain strong family connections. hold a 30-minute Sunday evening issues, use of vacation homes and air- Everything you do and plan for the meeting while their younger daugh- craft, family vacation or reunion plans, meeting should move you closer toward ter colors on the floor. They follow and family genealogy, among other issues. Families who meet regularly often develop a template or rhythm If you let this fact sink in...that life is short and we all die, it can actu- that guides the development of each ally act as a powerful motivating force to help you maintain focus and meeting agenda. When many members of a family priorities. Everything changes and is impermanent, so are we fully come together, the chances increase present and making the most of this fleeting moment? Are we fully for intense emotions to surface. We’ll aware of what we are doing? Appreciating impermanence clarifies discuss this more in subsequent chap- ters, but insofar as it pertains to the priorirites and it helps us identify any frenetic, shallow, and ineffec- family meeting, here are a few practical tive activities we're being distracted by. We see clearly the things that actions I’ve found helpful in keeping exhaust us and distract us from experiencing the blessing and oppor- difficulties at bay: tunity of each day. • Have the meeting in a “neutral” loca- –Marc Lesser tion—not in the home of a family member or at the office. It keeps the Less: Accomplishing More By Doing Less potential dynamics simpler.

www.mobiusleadership.com | Mobius Executive Leadership 31 this with the distribution of allow- they have strong facilitation skills! Err • Hire a skilled facilitator to assist ances and ice cream sundaes—calling on the side of skills and experience you. As with family meetings, a the meetings Sunday Sundaes. rather than intimate, existing knowl- facilitator, whether a trusted col- edge of your family or enterprise. league or a consultant, can be The Role of the Facilitator Understand that this person must invaluable in an important discus- Having an experienced, non-family be seen by all members of your fam- sion such as this—better yet if you member organize and facilitate is vital ily as unbiased and fair. (This is more can find one who has been through to ensuring a productive meeting. challenging if you use an employee or this before. Consider bringing in Ideally, hire someone not currently confidant of one family member.) someone to organize and then affiliated with your family, but if that’s The best facilitators aren’t just able move the discussion forward, leav- not feasible, choose your talented and to run a good meeting. They’re also ing interested family members to skilled attorney, or the CEO of your leaders, who will raise topics they voice their thoughts and concerns family business. Under no circum- see can enhance your family’s ability without having to worry about the stances allow a family member to to thrive. They will anticipate what’s specifics of the ultimate product. run the meeting. Think of it this way: around the next corner for your fam- • Take your time. A year or two— orchestra conductors don’t try to play ily and can help you get through it. more, if necessary. Remember, most an instrument while they lead. Facilita- They will ask the hard questions you families function without a mission tors, like conductors, should be mindful can’t ask yourselves. They will speak statement. Allow ample time (and of bigger strategies, desired outcomes, truthfully and openly, without fear space) for the mission that resonates potentially complicated issues, and of retribution. They are willing to best with your family to emerge in possible relational complexities. They be fired or, if the relationship is not the family consciousness. should have talked to all participants working out, they will tell you when in advance of the meeting and under- it’s time for them to step aside. • Don’t try to write the statement all stand well how to navigate the group at once. It often makes sense to let forward. They hold the responsibility Family Mission Statements the spirit of the mission statement of keeping the space safe for all and Another way to build connection in percolate at your family meetings, for dealing with complex issues should families of wealth is by coming up then assign a point person to draft they arise. They don’t have a dog in the with a family mission statement that a statement for review. While some fight, so they’re completely unbiased describes the values and purpose of families could conceivably knock and, more important, nonjudgmental. the family’s collective life. This docu- out a dynamite mission statement Facilitators are compensated ei- ment is, in essence, communication in an afternoon, most find them- ther by the day, year, or by the project. immemorial. Developing a mission selves haggling over words. Better A strong facilitator will have formal statement is a potentially wonder- to sort this out over a series of meet- training, references, and long-standing ful means of establishing clarity and ings, and with a facilitator. clients with whom you can speak. They encouraging unity among family • Look to the family dynamic. should not be compensated in any way members. What many don’t realize, Anticipate how your family works other than by you, meaning no third- however, is that the process by which together. Who dominates discus- party payments from your investment it is created is as important to con- sions, who quietly has good ideas, advisor or trust company. nection as the statement of purpose who gains consensus well, who Ideally, facilitators become inti- that emerges. Keep the following in causes conflict, and who is passive mate members of the business/family/ mind when looking to create your in the moment and then derails the enterprise circle—not a one-time re- family’s mission statement: process later? Understand the pat- source brought in to help with one or • Hold a series of special meetings. terns that exist and try to address two meetings. They should learn the Take time to discuss the “big pic- them through the process. patterns of your family and become ture.” What do we represent as a • Get everyone involved. While only a a deeply important resource for all family and what is the purpose of few people—maybe even only one— generations. If you choose someone our resources? Give each question should be involved in the actual already involved with your family, the appropriate amount of thought drafting, the discussion should such as your lawyer or CEO, be sure and discussion. involve as many family members as

32 Mobius Executive Leadership | www.mobiusleadership.com themselves both as individuals and as Ellen Miley Perry is the founder and a collective whole. But as G2 and G3 managing partner of Wealthbridge Partners, move into adulthood, it becomes more a firm advising wealthy families and financial difficult for any one individual to lead institutions. Prior to this she was the cofounder the family system. Family meetings and president of GenSpring Family Offices. and mission statements can help sub- She is a director of several nonprofit and for- profit companies and is a frequent speaker, sequent generations maintain their teacher, and writer. She lives in Washington, focus and cohesion. D.C., with her husband and daughter. To flourish, the family must nur- ture and grow human capital with the same passion that the original wealth possible, to increase the chances that gizing force for your family. It can be creator put toward building financial the mission will resonate with the a valuable compass if you’re willing to capital. Nothing will contribute more most family members. let it lead you, so try to find ways to to the resilience and connectedness of use it often. Refer to it during times of • Reflect as much as possible the the family. Connection means being transition; open family meetings with common interests of the family. available to your family in meaningful, a recitation of it; have it printed on If the mission statement represents constant ways. It means doing the hard business cards that you give to every only the most senior, vocal, or passion- work of being a great communicator family member. (This last goal also ate members, only the most senior, and developing processes and means serves to keep it short.) vocal, and passionate will be prepared to hear and honor individual voices. to work toward it. Whether via a family meeting or It means building mutual respect and a mission statement or some other trust. Family meetings, rituals, and • Be as specific as possible. It’s much process for facilitating constructive mission statements encourage connec- easier to broaden a mission later to communication, what you’re doing in tion. This process of connection is a welcome new family member inter- all these efforts is creating a founda- life-long devotion. ests than it is to narrow one’s mission tion—nurturing connection—to help It is the bedrock upon which all and ditch a cherished element. support family members as they navi- other practices are rooted and with-out • Have fun. As much as you can, culti- gate complex relationships over many which your family will not flourish. It is vate a spirit of lightness and curiosity years. A patriarch and matriarch can the beginning and the end, the simplest around this activity. often provide the kind of overarch- and the most profound. Within mean- • Don’t forget about it. The mission ing thematic guidance that permeates ingful and sustainable connection lies statement can be a unifying and ener- a family and helps all members to see all possibility. ■

Mobius Executive Leadership works with family owned businesses and multiple generation families on leadership development through our core FOB team Dr. David Gage and Ellen Perry. We enjoy alliance partnerships with both Business Mediation Associates (BMC Associates) and Wealthbridge Partners to enable us to provide consulting services, mediation services, leadership training, and executive coaching to family owned businesses and partners in privately held companies. Background on our key partners in this domain follow in the subsequent pages.

www.mobiusleadership.com | Mobius Executive Leadership 33 “How do you keep your feet firmly on the ground in Great Practices the midst of great abundance?” for Great Families —from A Wealth of Possibilities “Ellen Perry draws upon her enormous experience in working with many generations of many families who We are passionate about helping wealth owners learn what they need possess great financial wealth to to know to live in the present and prepare for the future. We know the create this unique and practical problems that successful families face—and recognize the subtleties book, a concise guide for families and differences. who want to get it right, to do as We have seen what works, we know what doesn’t. right by each other as they have by their finances, and to reach the Wouldn’t you be reassured if . . . end of life’s journey fulfilled and joyous, knowing that not only have U You and your family knew how to live effectively with wealth? they earned much money but they’ve U All business members had a firm grasp of the financial and business shared much love. I give this book worlds? the highest marks.” U The next generation had sound values and attainable dreams for —Edward Hallowell, M.D., the future? author of The Childhood Roots of U Your family was able to make joint decisions smoothly and intel- Adult Happiness ligently—even in your absence? U Your family members could handle conflict effectively, thanks to mutual understanding, clear values and the communication skills

needed to resolve differences?

A WEALTH of U Your children and grandchildren had the ability and incentive to A WEALTH of replenish the wealth or enhance the community in which they live?

POSSIBILITIES

Wealthbridge Partners advises families and family businesses POSSIBILITIES through one-day workshops, longer goal-specific projects and retainer

engagements.

NAVIGATING FAMILY, MONEY, AND LEGACY

Ellen Miley Perry of Wealthbridge Partners is proud to announce the EGREMONT PRESS release of her new book, A Wealth of Possibilities. A spirited and prac- tical guide that provides wealthy families with the tools to flourish well Ellen Miley Perry beyond their financial means. Visit www.ellenmperry.com to read more.

For more information on Wealthbridge Partners, contact Ellen Miley Perry or Antonia Blackwood 202-333-1963 www.wealthbridgepartners.com

34 Mobius Executive Leadership | www.mobiusleadership.com Leaders in Business Mediation and Collaboration

A Collaborative Approach BMC Associates is a pioneer in conflict prevention, conflict mediation and organizational consulting for partners, family businesses and others who must work together collaboratively. Since its founding 20 years ago, BMC has guided its clients through sensitive business and interpersonal issues with the goal of achieving agreements that serve the interests of all parties. This collaborative approach, in contrast to power plays, conflict and litigation, can result in speedy and economical resolution of issues while strengthening What can BMC do for you? important business and personal relationships.

Our Clients Mediation for Our clients are located throughout the United States and in a wide variety conflict resolution of business sectors. They include business partners, family co-owners of a business or other property, management teams, boards of directors and others who have to work together effectively. Business and family charters for conflict Services prevention BMC professionals serve clients as mediators, facilitators, coaches and consultants. We help partners and families through sensitive transitions — such as formation of a new business entity, ownership and management Coaching and consulting succession, and prenuptial or estate planning — and in resolving conflicts. to maximize effectiveness We also help partner and family teams optimize their performance. Whenever the situation involves important relationships and business or financial of groups and individuals interests, BMC can help clarify expectations, roles, rights and responsibilities and resolve costly conflict. Pre-planning for family, BMC’s Team estate and pre-nuptial The professionals at BMC are skilled practitioners in psychology, business, agreements finance and law. Associates with relevant backgrounds often work in two- person teams to meet the full range of a client’s needs. All of our associates have developed extensive experience working with both business and interpersonal issues. BMC was founded by David Gage and Edward Kopf. David is a psychologist, author and adjunct professor at the Kogod School of Business at American University in Washington, DC. Ed was a senior officer in several public and closely-held firms before becoming a consultant in strategic planning and financial management. Stewart Christ joined BMC as a Principal and has breadth of experience leading various business types, strategic consulting and coaching. The Principals and most others on the BMC team have been mediating at BMC for 15 or more years.

3000 SPOUT RU n PARKWAy, PE n T h OUSE, AR linGTOn, VA 22201 • 703-465-1262 • infO @BMCASSOCi ATES. COM

WWW. BMCASSOCi ATES. COM

www.mobiusleadership.com | Mobius Executive Leadership 35 Book Excerpt: Walk Outs Who Walk On by Margaret Wheatley and Mobius Transformational Faculty Member Deborah Frieze

alk Outs are people who bravely lems and reveal abundant resources. buy into these paralyzing beliefs Wchoose to leave behind situ- They’ve created communities where about themselves and how change ations, jobs, relationships and ideas everyone is welcome to learn, grow happens. They walked on to dis- that restrict and confine and contribute. They’ve cover that the wisdom and wealth them, anything that inhibits walked out of the greed they need resides in themselves— them. They walk on to the and grasping of this time, in everyday people, their cultural ideas, people and practices where many individu- traditions and their environment. that enable them to explore als try to get as much as They’ve used this wisdom and and discover new gifts, new they can, and walked on wealth to conduct bold experi- possibilities. to discover how to cre- ments in how to create healthy and We learned the phrase ate what they need with resilient communities where all ‘Walks Outs who Walk On’ what they have. And people matter, all people can con- from our friends in India. while we visit only seven tribute. Their creativity and hard They had created a network of young communities on this journey, there work make it easier for us to see people who chose to leave school. are millions more people like them that a different world is possible. They didn’t consider themselves throughout the world. “drop-outs,” a negative label assigned When people and communi- The Role Walk Outs Play in to them by the school system. They ties walk out, they discover they’re Creating Change left school because they wanted to be more gifted and wiser than they be- Walk Outs who Walk On play a cru- learners, not passive students. They lieved or had been told, that working cial role in societal change. They use walked on to discover many ways together—even in the harshest cir- this time of dissolution and failing they could contribute to creating cumstances—can be joyful, that they systems to create and experiment change in their world. can invent solutions to problems that with new ways of working and orga- Although the phrase may be new others have declared unsolvable. These nizing. In doing their pioneering to you, think about situations in your communities are creating meaningful work, they rely on the fact that peo- life that you’ve consciously chosen to change in some of the most difficult ple’s capacity to self-organize is the leave because you knew that to stay political, social and economic circum- most powerful change process there any longer would limit you. When- stances. They may have little money, is. They’ve seen how local efforts can ever we choose to leave behind what few trustworthy formal leaders and emerge into larger, transformative confines us, whenever we coura- minimal material resources. They may changes when they connect with geously step forward to discover new have been told they’re “backward,” or other local efforts. They’ve con- capacities, then we can rightfully call don’t possess the requisite expertise to firmed Margaret Mead’s brilliant ourselves Walk Outs who Walk On. solve their own problems. Had they statement that the world changes The people you meet on this jour- accepted current thinking, they would from small groups of dedicated ney have walked out of a world of have sat back and waited passively for people. And they’ve demonstrated unsolvable problems, scarce resourc- help to come from the outside—from that when people know where they es, limiting beliefs and destructive experts, foreign aid, heroic leaders. come from—their traditions and individualism. They’ve walked on to But instead, they walked out. culture—they develop strength and beliefs and practices that solve prob- They had the good sense not to stamina. These pathfinders have come to understand that living is a synonym for learning: they experi- ment, take risks, fail, succeed, make Wisdom is knowing I am nothing, Love is knowing it up as they go along, and offer I am everything, and between the two my life moves. compassion and forgiveness to each ~ Nisargadatta Maharaj other.

36 Mobius Executive Leadership | www.mobiusleadership.com When any of us experiment with start to go downhill. Leaders lose easy, of course, but even so, there are walking on, we’re able to discover trust in people’s ability to self-or- enough people brave enough to do so. potential that we couldn’t see before ganize and feel the need to take Skilled hospice workers offer com- we freed ourselves from constraints. control, to standardize everything, fort and support to those at the end It’s motivating to see these hidden to issue policies, regulations and of their lives far beyond attending to capacities surface and how they serve laws. Self-organization gets replaced physical needs. They help the dying us to accomplish good work. It’s es- by over-organization; compliance focus on the transition ahead, and sential that we feel motivated, that we becomes more important than cre- encourage them to see what their life have faith that we’re doing the right ativity. Means and ends get reversed has taught them—what wisdom and work, because whenever we use ideas and people struggle to uphold the values shine clearly now that the dis- and approaches that don’t conform to system rather than having the system tractions are gone. the world’s expectations, we’re going support them. These large, lumber- Walk Outs need to do this kind of to meet with resistance. ing bureaucracies—think about hospice work on ourselves. Even as At Berkana, we use a map (co-cre- education, healthcare, government, we stop struggling to fix things, even ated with our global family of friends business—no longer have the ca- as we reject the status quo, we don’t and colleagues) to describe the pre- pacity to create solutions to the very leap empty-handed into the future. dictable dynamics that are bound problems they were created to solve. We need to consciously carry with us to occur between those pioneering When a system reaches this stage the values and practices that feel es- the new and those preserving the of impotence, when it becomes the sential. What have we learned, what old. We’ve used it for many years in problem rather than the solution, we do we treasure as the means to create diverse organizations and communi- as individuals and communities have good work, fulfilling lives, meaning- ties and now rely on it to know what a choice. Either we struggle to fix ful relationships? From our many to expect when we decide to walk out and repair the current system, or we experiences—the battles, victories, and walk on. create new alternatives. New alterna- disappointments, successes—we need All systems go through lifecycles. tives can be created either inside or to glean our hard-won wisdom and There’s progress, setbacks, seasons. outside the failing system. But if we preserve it at all costs. This is what When a new effort begins, it feels choose to walk out and walk on, there we’ll most need as we walk out and like spring. People are excited by new are two competing roles we’re called walk on to give birth to the future. possibilities, innovations and ideas upon to play: We have to be thought- Inside dying systems, Walk Outs abound, problems get solved, people ful and compassionate in attending who Walk On are those few leaders feel inspired and motivated to contrib- to what’s dying—we have to be good who refuse to work from the dominant ute. It all works very well, for a time. hospice workers. And we have to be values that permeate the bureaucracy, And then, especially if there’s experimenters, pioneers, edge-walk- such things as speed, greed, fear and growth and success, things can ers. Playing these dual roles is never aggression. They use their formal

www.mobiusleadership.com | Mobius Executive Leadership 37 leadership to champion values and than those still inside, they encounter that pioneers work as community, practices that respect people, that rely many challenges that restrict their ac- encouraging one another through on people’s inherent motivation, cre- tions. Old habits and ways of thinking the trials and risks natural to those ativity and caring to get quality work constantly rear up on their path. It’s giving birth to the new in the midst done. These leaders consciously cre- easy to get yanked backwards, or to of the breakdown of the old. ate oases or protected areas within doubt that this is the right direction. It If you’ve walked out of confining the bureaucracy where people can takes vigilance to notice when these old situations, you’ve probably experi- still contribute, protected from the ways of thinking block the path ahead. enced at least some of these dynamics. disabling demands of the old system. Pioneers have to expect to feel They’re easily observable in the lives of These leaders are treasures. They’re ignored, invisible and lonely a good innovators and courageous leaders ev- dedicated, thoughtful revolutionaries portion of the time. What they’re erywhere. They’ll be quite noticeable who work hard to give birth to the new doing is so new and different that in the stories you’re about to hear as in very difficult circumstances. others can’t see their work even when we journey through these seven com- And then there are those who leave it’s staring them in the face. These are munities. In each visit, we’ll see how the system entirely, eager to be free difficult dynamics to live with, espe- these difficult dynamics lose their of all constraints to experiment with cially when you know you’ve done power as we work together in com- the future. You’ll read their stories in good work, that you’ve solved prob- munity. It’s so much easier to keep the next pages. But even though they lems that others are still struggling walking on when we’re in the com- might appear to have more freedom with. This is why it’s so important pany of kindred spirits. ■ Deborah Frieze is an author, entrepreneur and social activist. As former co-president of The Berkana Institute, Deborah joined Berkana to support pioneering leaders who were walking out of organizations and systems that were failing to contribute to the common good—and walking on to build resilient communities. These leaders are the subject of her book, Walk Out Walk On: A Learning Journey into Communities Daring to Live the Future Now, co-authored with Margaret Wheatley. Walk Out Walk On has received the 2011 Terry McAdam Book Award and a 2012 Nautilus Silver Book Award for Social Change. Margaret Wheatley is a well-respected writer, speaker, and teacher for how we can accomplish our work, sustain our relationships, and willingly step forward to serve in this troubled time. She is co-founder and President emerita of The Berkana Institute, an organizational consultant since 1973, a global citizen since her youth, a prolifc writer, and a happy mother and grandmother. She has authored six books, including the classic Leadership and the New Science, Walk Out Walk On: A Learning Journey into Communities Learning to Live the Future Now and most recently, So Far From Home (2012).

38 Mobius Executive Leadership | www.mobiusleadership.com 13 Ways to be a Transformational Leader by Marcia Wieder, CEO/Founder, Dream University®, Mobius Transformational Faculty Knows the secret to enlightenment y last three years have been a least for a moment..or two. Big dream- is to relax. Mperiod of deep soul searching, 3 While experimenting ers know that in order to live “on going on Passion Quests and a time with uncertainty, I was seeking some- purpose” we need a spiritual practice to of creating, ideating and yes…dream- thing that wouldn’t engage my inner access the deeper wisdom beneath our ing. My ego developed patience while critic so I took up abstract painting. ego. Transformational leaders make I learned to slow down and wait for I could dabble and if I didn’t like my space for the space and create simple guidance. In the empty space this rel- creation, I could flip it over for a fresh rituals as a way to invite this in. evant content emerged. perspective. Often acts just on faith. Faith Why do I say relevant? Because I spent five days at a beach in Cali- 5 means many things to different regardless of what’s occurring in the fornia where I painted ten works of people. For me, belief is what I hold world, the economy or your own per- art. I chose colors intuitively, spong- to be true while faith is more about sonal life, it is our ability to imagine and ing and squirting them on to canvas. devotion and trust. Transformational pursue what truly matters to us at a soul Losing self-consciousness in the leaders move based on what’s important level that most that can empower us. swirls and drips, I discovered a new to them without needing assurances or part of myself….the creator within… guarantees. With an intentional step, A Transformational Leader: the ultimate dreamer. I felt expansive they demonstrate that they are more and incredibly alive. Practices integrity at a soul level. committed to their dream than to any Completing my last painting I had 1In order to achieve big dreams, we doubt, fear or reality. And, with that a simple thought. “I wonder what my step they are no longer just thinking need to take risks and trust ourselves. friends will think of these.” Suddenly, I One thing that will deepen or erode or talking about their vision, they are became immobilized, afraid to choose in action on it. And with that “leap of self trust is how we make and keep our the wrong color. With that single agreements with ourselves and others. faith,” resources show up as new per- thought, my spirit shut down. I had spectives become available. Are you living in integrity with your been in a truly expanded state when Can consciously drop into a soul? Are you saying, “no thank you,” my ego charged in causing me to con- deeper place of wisdom and truth to opportunities that are not aligned tract into my familiar, small world of 6 with your values? Are you exhibiting right and wrong. A transformational leader is able to not the courage to wait, and to act on faith, I took a deep breath, inhaling and only articulate their idea with clarity so rather than jumping on any opportu- with a long exhale, my ego surren- people understand it, but also able to nity that makes you feel good, safe or dered, returning me to my creative self. feel and express it with passion so oth- secure? Is your ego in service to your This concept is simple, yet profound. ers are inspired by it. A visionary invites soul or has your soul been hijacked by The secret to enlightenment is to relax. others to join them and since their your ego? As we “let go” our ego (with its agenda, inner world is congruent with their Is comfortable with uncertainty. In fears, and doubts) releases its grip free- outer world, people sense their authen- 2 a state of uncertainly, deeper wis- ing our Divine essence, the truth of ticity and trust and support them. You dom and insight can often be garnered. who we are. can consciously immerse in your inner knowing and truth and can ideate/ A visionary knows we were “created to Practices “getting empty” in order dream and speak from this place. create” and allows the time and space to hear the voice and/or feel the 4 Is receptive and knows that “give for true creation to occur. It’s nourish- presence of the Divine. We can experi- and take” is not the same as “give ing and freeing to “not know”. With a ence peace, joy and satisfaction when 7 and receive.” beginner’s mind, we can think anew. we consciously empty. You practice Big dreamers realize that With child-like curiosity, life can getting empty so you can hear the voice giving and receiving are best done in become more precious and amazing. If of the Divine and/or feel this presence. balance. They practice restraint, allow- your life has become routine or unin- Becoming empty allows for receptivity, ing space for the space where true spired, I urge you to take time to enter great insight, even miracles. True cre- creation and original thought occur. new terrain, to boldly go where you ation is about creating something from Many of us are skilled at exerting our have not gone before. nothing. But first, we need to stop…at will and effort to make something

www.mobiusleadership.com | Mobius Executive Leadership 39 Marcia Wieder Dream University’s CEO and Founder® Marcia Wieder is you want than away from what you voice and vote counts. Although ini- committed to helping one don’t want. They also realize that both tially the process and planning may million dreams come true. creation and destruction serve. True take a longer, the outcome is a more The author of 14 books, she creation is about creating from noth- sustainable vision. At the same time has appeared on Oprah, ing, not just fixing what’s wrong or they are not afraid to stand the heat of the Today Show and was improving what’s unpleasant. Perhaps their vision, to delegate and create fol- featured on a PBS-TV show called Making Your Dreams Come True. As a columnist for the San it’s challenging for us to think of our- lowership, and to be the visible anchor Francisco Chronicle, she urged readers to take selves as creators because if our lives of a big dream. “The Great Dream Challenge.” She is a member aren’t exactly the way we want, we can Has integrity in every aspect of the Transformational Leadership Council along blame someone or something else. 12 of life and lives in joy, love with other thought leaders such as Jack Canfield Taking responsibility for our lives can and abundance. and John Gray. As past President of the National be a source of great freedom or a bur- They have tremendous integrity. Association of Women Business Owners, she den. You choose. Beyond keeping their agreements assisted three U.S. presidents and now serves Has a conscious relationship with themselves and others, they on the advisory board for the Make-A-Wish with the silent witness, the answer to a higher Source. They have Foundation. Marcia is a member of the Mobius 10 part of each of us that can see many a purpose, mission, vision, calling and Transformational Faculty. points of view and new perspectives. dreams in many areas of their life. The witness “within” is fair, has the Is crucial to the Dream Move- happen, but the ability to pause, to be ability to draw from all of life’s experi- 13 ment’s ultimate dream, which patient and receptive, allows for some- ence and provide a more creative and is to make the world a more whole and thing else, something unexpected or unbiased and more expansive view. It abundant place. even unknown. When we rush in to is able to remain calm in the midst of Transformational leaders understand control a situation, we may feel empow- chaos and support us in non-attach- that to achieve important dreams ered but when we allow life to naturally ment. As a coach, you are able to hold a they must be willing to take risks and unfold, the outcome is often greater position of overview or non judgment act upon what’s truly important. They than we could ever imagine. There is for others. Developing this capacity in don’t compromise their dreams down such a thing as Divine Will and our abil- your self is a level of mastery. The abil- to what they think is realistically pos- ity to partner personal will with Divine ity to step back and separate from what sible but rather take a stand for what Will is a higher state of consciousness. is happening in a non-attached man- has meaning to them. Receptivity and the ability to surrender ner, allows us make decisions from a They pump up their “Dreamer” allow for grace to manifest. less reactive and more insightful place. muscles by imagining a world that Is aware that miracles occur in Big dreamers tap their imagination to works for everyone and by declar- 8 their own time. traverse new terrain. ing that, each of us plays a critical Timing is a tricky element when it comes Knows when to be collaborative and sacred role in making the world to manifesting. Transformational lead- 11and when to be hierarchal. a better place. True transformational ers are able to wait rather than quickly A collaborative approach creates lev- leaders recognize that with one single assert their agenda. They trust enough els of accountability where ownership highly intentional step the world can to relax and although they have strong and alignment drive results. Collabor- and has changed. It is acting upon intentions, even desires, they are able to ative teams standout because of their our dreams that make them real. ■ hold these spaciously. I’m not a propo- high levels of trust and commitment. You are invited to attend a profound 5 day nent of “just waiting,” however trusting Transformational leaders know that event in February in Los Angeles. At the life to unfold is a skill to master. As they collaboration allows for true owner- Wealthy Visionary Conference, learn from say in Napa, “No wine before it’s time.” ship that hierarchal models often do 15+ world class teachers how to expand Knows that we were created to not. They understand that big dreams and monetize your vision. Use 9 create . cannot be completed alone and they this link today to attend for half price: Do you live primarily as a problem have the courage and clarity to share http://wealthyvisionary.com/special-offer/ these dreams and ideas to empower solver or as a creative force? 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40 Mobius Executive Leadership | www.mobiusleadership.com Manifest Your Soul’s Purpose Adapted from Tanis Helliwell’s new book Manifest Your Soul’s Purpose by Tanis Helliwell resently, many individuals are can work with these new concepts. death or life. In the end these are the Pgoing through major confusion The new colors could be called com- two poles of choice facing us. Let us about what to do next in their lives. passion, equanimity, equality for all, not cling to fear and death when we They have heard the soul’s wake flexibility, patience, and forgiveness. can rise to love and life. up call and wish to respond. How- I’m naming them to give a flavor of ever, they often feel as if two—or what I’m speaking of, but these words What can we do to manifest even more—equally strong only point in the right di- our soul’s purpose? choices are available and it rection, and don’t give a Happiness, at this time in our evolu- is hard to decide which one full experience of what tion, results from satisfying both our is the best choice. We are liv- these words mean when personality and soul needs. Ideally, ing in a time of incredible practiced by us. We are the two work together in partnership ambivalence. The old answers starting to grasp a deeper because the soul knows the purpose don’t serve and we know this. experience of what these for our life, and the personality is the However, we do not have all words mean now. vessel we have been given to fulfill that the facts that clearly indi- While this shift in con- purpose. The soul cannot accomplish cate the new path to take and we’re sciousness is occurring, we might its goals without the cooperation of waiting for these new facts to pres- have one foot in the old world that we the personality, and the personality— ent themselves. It is as if we are now are leaving behind, and another foot operating without the direction of aware that we have free choice to cre- in the new world that is coming into the soul— tends to seek momentary ate the future we want and we can’t existence. At any given moment we pleasures that can lead to long-term choose which future seems the best. might feel great ambivalence about disillusionment. Psychological pain Why is this? which of these worlds is best to com- stems, in part, from overfeeding our We are in a new time in the history mit our energy. Therefore, we swing personality needs at the expense of the of humanity. It is a time of paradox back and forth between the two of soul. However, negating our personal- where two choices exist and the way them. The older world of black and ity needs often leads to pain as well. between them is filled with fog. The white is known, comfortable and The soul and personality work- Buddhists say that at the gate to the often feeds the more concrete needs ing together create a soul-infused temple of the inner self there are two of our personality. The newer world personality. This interdependent guard dogs whose names are Paradox of color is unknown, has unlimited partnership is necessary if we are to and Confusion. This is what we are potential, feels exciting and yet scary, fully develop our potential. Having facing currently. and feeds the higher potential of a soul-infused personality means We must not despair but realize what we can be. being self-actualized, joyful, creative, that this confusion represents spiri- Both of these realities co-exist pres- truthful and self-directed. It also tual progress and a step in developing ently and to deny it would be to do means being committed to working our SQ-spiritual intelligence. We are ourselves a disservice. It is stressful to with others to create healthy work- accessing higher wisdom, and more attempt to establish a firm foundation places and to become a creator of subtle forms of truth than most of us in these shifting times. The best course good in the world. As we become have been able to do before. We no of action is to surrender to the fact more soul-infused, we actively seek longer live in a world where there that we do not know all the variables to manifest our soul’s purpose in are bad guys and good guys, black facing us and therefore, to cultivate an both our life and work, and experi- and white choices. We now are sift- open mind and open heart. We must ence increasing discontent if we are ing through various shades of colors learn to listen deeply to both ourselves not able to do so. and we have to understand the func- and others to determine if we are We humans in the 21st century have tion of these new colors before we coming from a place of fear or love, of come to a juncture in our evolution-

www.mobiusleadership.com | Mobius Executive Leadership 41 ary path with two choices facing us. higher self, conscience—whatever ent to death, divorce or alcoholism, One path is regressive. A disconnec- you want to call it—leads us. This is to psychological, emotional or physi- tion to our soul leads to isolation—not the path to develop our SQ-spiritual cal abuse, to being physically, socially only from our essential selves, but also intelligence. This journey leads us or academically inept and therefore from others and our world. Along this to become a soul-infused personal- rejected by either our peers or au- path we find pollution of our physical ity, a conscious creator in the world thority figures. Life is not easy at this bodies and the planet, emotional suf- resulting in creating workplaces and time in humanity’s evolution. These fering caused by our lack of concern a world where sustainable goodness wounds are the grit in the oyster that for others, mental suffering due to socially, environmentally, economi- transforms us into a beautiful pearl. working in jobs that use only a small cally, is the norm. The process of Our transformation is born out of part of our potential and spiritual suf- becoming a soul-infused personality difficulties, pain and the challenges fering because we are leading lives not is organic, predictable, and inevitable we face in life. That is, of course, if we in keeping with our soul’s calling. and emerges out of the pain and rise to face these challenges. I’m not The second choice facing us is hopelessness that we witness increas- attempting to make this sound easy the progressive path—the path of ingly in our workplaces and in our as many people have very difficult transformation. As individuals and or- world. challenges to face. However, we still ganizations walk the progressive path of There are four major stages that have many choices in life. transformation, they move away from the personality undergoes in its jour- For example, to keep our soul’s attitudes of dependence on others or ney to fuse with the soul. These stages vessel healthy and strong, we can sub- independence from others to a new at- deeply affect our attitude towards stitute positive thoughts for negative titude of interdependence. The journey work and life in general. They under- ones, such as love for fear, forgiveness of transformation might be accom- lie our motivations, values and dictate for betrayal. Just as recovering alco- panied by confusion, frustration and where we dedicate our energy. holics band together to support each setbacks, but it is also full of excitement, other, we can associate with others optimism and the joy of discovering Stage One: Creating the who will encourage us, love us and a better way of living and being in the Personality Vessel have our best interests at heart. We world. We start to ask ourselves the In the first part of our life—usually must first set our own house in order hard questions: “Who am I?” “What do until sometime in our twenties—we before we can move to the next stage. I want to do with my life?” “How can I learn society’s rules so that we can If our personality has been badly make my work meaningful?” fit in and not be a danger either to it wounded in stage one, we need first Indeed, the question of work be- or to ourselves. Stage one builds our to repair our damaged vessel before comes essential because the majority foundation, our roots in the material moving on to stage two. Some indi- of our waking hours is devoted to it world. It is during this first stage that viduals might spend our entire life and ‘meaningful work’ could be any- people learn from society whether healing our vessel. thing so long as it improves us and they are considered winners or los- adds value to the world. Work might ers, the haves or the have nots. Stage Two: Strengthening be paid or unpaid and is not just what Will they become doctors, lawyers, the Personality Vessel we do but also how we do it. Our at- management consultants, gas jock- “Material progress is a preliminary titude towards coworkers, clients eys or unemployed? It is during stage step to spiritual awakening.” and the service we are providing is one that more than half the people in of great importance. Do we have the North America are shunted into back –Gopi Krishna right motivation for our actions? Do streams, never to become successful we seek to help, not harm? These are within our culture’s standards. But When we have successfully com- crucial questions. don’t forget that each individual has pleted stage one, we can begin stage the potential to fulfill their soul’s pur- two by asking the question, “What do Four Stages in Creating a pose, even if they are not considered I want to do with my life?” Soul-Infused Personality successful by society. In our twenties and thirties the per- For long-term happiness it is essential Almost all of us receive wounds sonality, not the soul, usually answers that we walk the path where our soul, in our early life, from losing a par- this question because we have only

42 Mobius Executive Leadership | www.mobiusleadership.com the information that our culture has might not be aware of it, but subcon- Often labeled a “mid-life crisis,” this provided with which to answer. We sciously the search for the soul’s work period can be characterized by de- examine society’s existing options has begun. Mostly, however, we are pression and a feeling of emptiness and see which option suits us best. interested in satisfying the needs of and meaninglessness in life. In stage The world of work has many stan- the personality, acquiring the mate- three, no outside accomplishments dard jobs available to us and these rial attributes of success such as a car will suffice to fill the growing void are like boxes of various sizes, shapes and a house. In stage two, our focus within. and colours. We find the box that is “out there” in the material world of At this time people often feel that looks most like us and then, having doing, not “in here” in the spiritual they are nobodies, Going nowhere, found it, we try to fit ourselves into world of being. The personality is fed doing nothing. We have proven in that box. but the soul is starved. stage two that we can hold down a This is a difficult time for individ- In stage two, our major motivation job, raise children and keep friends. uals who cannot find a box that suits is to satisfy our personality— not our We are safe by our world’s standards them. It often does not occur to peo- soul—so we seek extrinsic rewards to move from being other-directed to ple at this stage that there are other such as money, status and material being self-directed. Therefore, stage options, many of which are less obvi- goods. If we have not achieved this three is a time when we can ruth- ous, or that there is nothing “wrong” external success in society, it is hard lessly assess what we are doing, both with them because they can’t find a for us to move fully into stage three. personally and professionally. Our good match between themselves and We need to complete one phase be- central question may be, “What have standard options. People who have fore moving to the next, and it is I been doing with my life?” the easiest time with stage two are possible to get stuck in stage two by Stage three is a time of no com- those who are most highly social- trying to find a job that is emotional- promise where we must be willing ized to the traditional values and ly and mentally satisfying but which to give up all we have achieved in expectations of society. For example, may not be spiritually satisfying. This our life. We may not have to liter- successful men and women might happens when we like the people ally surrender our jobs, marriages or want to be teachers, doctors or law- with whom we work and find our job financial security, but we need to re- yers and their academic records suit intellectually challenging but that it examine them to see if they serve our these professions. In other words, the doesn’t create meaning in our lives. soul, and if they do not, then we must boxes fit. Our “real” life still happens outside let them go. What determines the initial suc- our work. This journey can take years. Our cess of our personality is how well we health may be compromised, we fit in the boxes. Yes, there are success- Stage Three: Emptying the might be fired or downsized, or suf- ful pioneers who drop out of school Personality Vessel fer through a divorce. We might even to follow their passion, but these are “Do not second guess spirit; endure a combination of many hard- rare individuals, and those who suc- Your lists of preferences ships; perhaps we have an especially ceed by going against society’s values Mean nothing. strong personality and need more need great self esteem, willpower and Spirit is not interested in your comfort, than one thing to break it down. a talent in something that society be- But in breaking you apart However much happens to us is the lieves it needs. Without these three Until your shell crumbles right amount for the soul to work its qualities it can be difficult for the And you are reborn as love.” magic; and however long it lasts is person to succeed. And succeeding the right length of time for the soul to in the material world is an important –Tanis Helliwell, Embraced by Love subdue the personality. For, make no criteria for forming a strong enough Sometime in our thirties, forties mistake, there is a battle taking place. vessel to contain the soul. or, occasionally, even fifties or six- The personality will strive to keep the To strengthen the personality ties, we realize that living according power it has gained and will not re- vessel we might work in several suc- to society’s rules and values is not linquish control willingly. cessive jobs, trying to find a better enough. At this time we usually go For some people, the personal- fit between our qualities and the box through a soul crisis no matter what ity never relinquishes control; these available to us in the workplace. We we have achieved in the outer world. people often repeat the same mis-

www.mobiusleadership.com | Mobius Executive Leadership 43 takes, refusing to learn their lessons. interdependence—that what hurts • If not, what would you like to do Life for them is an endless cycle of one of us hurts all and what helps differently? frustration as they hold willfully one of us helps all. Sometimes in We can transform our workplace to the goals of the personality and high road work we help others di- with high road conduct by being refuse to move towards the goals rectly, for example, a social worker compassionate, joyful, wise, ethi- of the soul. What these individu- who helps the homeless or a scien- cal and courageous in speaking the als want most eludes them. What is tist who finds cures for diseases. truth. If we bring these qualities to called for in stage three is complete Other times we help indirectly by our workplace, we can create good surrender. Only then does the soul’s supporting individuals and orga- for our colleagues, clients and orga- task present itself, enabling them to nizations who are doing high road nization, regardless of the work we see what they need to do to take work. This is true of office manag- do. their soul to work. ers, administrative assistants and ■ It is often the men and women accountants. who have achieved the greatest suc- Most of our jobs, in fact, contain Tanis Helliwell cess who have the most difficult time. aspects of both high and low road is the founder Individuals who never fit in the tra- work—aspects that satisfy the soul of the International ditional boxes are often more willing and others that satisfy the person- Institute for to surrender what they have achieved ality. You might be doing a job for Transformation because they feel they have less to financial reasons but your way of (IIT), which lose. doing it could be high road. By treat- offers programs ing your customers with kindness to assist Stage Four: Filling the Per- and interest you can make their ex- individuals to become conscious sonality Vessel with the Soul perience a pleasant one and ensure creators to work with the spiritual “If you follow your bliss, you put that they feel good about themselves and natural laws that govern our yourself on a track that has been and others. world. Tanis, a mystic in the modern world, has brought the importance there all the while, waiting for you.” Are You Doing High Road of spiritual intelligence (SQ) into the –Joseph Campbell Work? mainstream for over 30 years as a Here are a few questions to help you consultant to business, universities and government, to catalyze The last stage in becoming a identify whether your work is on the organizational transformation and soul-infused personality is to take high road. to help individuals develop their responsibility for creating a better • Does your work diminish or potential. world. This is the primary goal of increase you? individuals who have high SQ-spir- In addition to Manifest Your itual intelligence. First, we need • Does your work give you joy, cre- Soul’s Purpose, Tanis is the to master the laws of our material ativity, meaningful learning, love? author of Pilgrimage with the world —the low road—and then • Do others experience joy, creativ- Leprechauns, Embraced by Love, we are called to the high road. ity, meaningful learning or love Summer with the Leprechauns, Take Your Soul to Work and When taking the high road, we are because of you or your work? Decoding Your Destiny: Keys to concerned both with what we do • Does your work benefit the world Humanity’s Spiritual Evolution. and how we do it. The high road in both the short and long term? Her work is committed to is connected to the soul. It means • Which parts of your work are low helping people to develop right using our jobs as vehicles to cre- road? relationships with themselves, ate something for the betterment others and the Earth. of ourselves, others and the world. • Which parts of your work are high High road work alleviates physical, road? To complete your SQ-Spiritual emotional, mental or spiritual suf- Intelligence Self-Test go to her • Are you satisfied with the combina- website www.iitransform.com fering in the long term. High road tion of low and high road aspects of work is based on the principles of your work?

44 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Book Excerpt: Keep Your People in the Boat: Workforce Engagement Lessons from the Sea by Crane Wood Stookey Leading Engagement My shipmates are generally not of How do we build a culture that hat do the great “captains” of my own choosing, yet I am bound to- encourages a big state of mind in Wbusiness, finance and indus- gether with them in confined spaces our crew? try have in common with the great for weeks at a time. The most We do it by accepting captains of sailing ships? irritating and unreasonable that leadership is a prac- They know how to get the best person on board may be the tice of generosity. from their people. person I have to stand watch Here’s an example. How do they do this? You might with. For my private quar- A basic maneuver of think that a ship’s captain will rely ters I get a bunk too small to handling the ship is on the strength of their personality sit up in, and on some boats, called “tacking.” Tack- to keep their crew engaged by pow- a curtain. I dress in front of ing the ship is turning erful command. Many do, but the my shipmates, or for privacy, the ship in a particular best don’t. lying down in my bunk. In way, toward the wind, In my experience, leader-depen- the summer it’s hot and airless and it requires the crew dence is not good for performance. belowdecks, and in winter it’s to handle all the sails in If people feel they can’t do their cold and dripping with condensation. succession, in the right order, with best unless I “lead” them, their best And everything is always moving, the right timing, and in a hurry as is limited to my best, and they are sometimes creaking and swaying the ship turns. The Californian is unlikely to be fully engaged in their monotonously on smooth seas, some- 145 feet long, her masts are 95 feet work because it’s not their work, it’s times groaning and tossing violently tall, and she carries 7,000 square feet my work. in a storm. It’s like living in a wash- of sail. Tacking her is a complex and On sailing ships at sea and in or- ing machine on an endless cycle. I demanding task. ganizations and businesses ashore feel small-minded, self-protective and I sailed on the Californian as I have learned that I can engage rigid, and I dream of jumping ship Chief Mate (second in command), people more completely when I and getting as far from my shipmates under Captain Andy Reay-Ellers, treat them as complete people, and my job as I can. who taught me a lot about generous with a bigger view than my imme- At the same time, I’m out on leadership. But for this story, let’s say diate need for their work. In the the wide open sea. The big world that I’m sailing under an old school end all leadership is about engage- reaches out to the horizon in all di- captain who likes things done in the ment. Otherwise it’s coercion, and rections. The big sky arches over me. traditional way. He’s respected for coercion isn’t leadership at all. The I see the sun rise and set, the moon his ability and has had a long, suc- pursuit of engagement is the pursuit wax and wane, and all the stars in cessful career. We’ll call him Captain of a bigger view. When my view of the heavens. I climb into the sky, far Arrggh. When it’s time to tack the the world and of my place in it ex- up into the rigging, to tend the sails. ship, Captain Arrggh is at the wheel pands, my engagement with it does Life on a sailing ship at sea is about and he calls out, in a voice that car- too. Leaders can support people to as big as it gets. I feel expansive and ries to the masthead, “Ready About,” reach their own most expansive en- big-hearted, and delight in rolling which means get ready to tack. I re- gagement in this way, by taking the with every wave. I feel full of love for peat the command and then I start biggest view. this big, powerful ocean world, and I telling the crew, “You to the lee- Life on a traditional sailing ship want the voyage to last forever. ward headsail sheets, and you two at sea is a strange mix of intense What makes a great crew is being to the windward. You two, stand by claustrophobia and vast space. able to engage with the expansive the topsail braces.” The vocabulary I have a choice. Which do I en- state of mind even when things feel of the sea really is a language of its gage with? smallest. own, but don’t worry about the salty

www.mobiusleadership.com | Mobius Executive Leadership 45 lingo. I’m telling everyone exactly move to a position at a sail. Another sync with each other and with their what to do. crew member notices them mov- work that the task could be accom- When everyone’s in position, I ing, and they move too. Quickly this plished with almost no word from shout back to the Captain, “All ready awareness ripples through the whole us. Such synchronicity represents an on the foredeck,” and he responds, crew, and everyone has moved into expansive level of engagement. “Helm’s-a-lee,” which is the com- position. I give the thumbs up sig- The key to this culture of engage- mand to tack. nal to Captain Andy, and he turns ment we created was being aware of The ship turns, and I have my his ball cap backwards. The ship all the things we gave when we gave eyes on the sails. At just the right starts to turn, and now it’s the crew command. moment, as the wind catches the who have their eyes on the sails. At Captain Arrggh and I gave the sails, I call out to the crew, “Pass the just the right moment, as the wind crew clarity, precision and success flying jib, pass the jib,” and the at tacking. These are useful crew start hauling madly on What makes a great crew is being able gifts, and the crew appreci- the sails. Then I wait, and then to engage with the expansive state of ated them. We also gave the at just the right time I shout, mind even when things feel smallest. crew dependence: they didn’t “Let go and haul the topsail do anything unless we told braces,” and the topsail swings them to. We gave them a around. Then it’s, “All hands to the catches the sails, they pass the flying lack of trust: we implied that they foresail.” jib, and pass the jib. They let go and couldn’t do it on their own. And we The ship is off on her new course, haul the topsail braces, and the top- gave them tunnel vision: we didn’t the tack is beautifully executed, and sail swings around. They all move expect them to pay attention to the we’ve done a superb job, once again. to the foresail. The ship is off on her big picture, but just to pay attention Captain Arrggh believes that it all new course, the tack is beautifully to us. depends on his voice, and my voice. executed once again and I have said In sum, we gave them a small We’ve taught the crew to believe this . . . nothing. Not a word. No one has view of the task. Smallness is a place too. They’re all looking to us. said a word. where people can hide. If all anyone But sometimes we have passen- The crew have tacked the ship has to do is follow our directions, gers on board for a daysail. The deck dozens of times. They know their they never really have to take re- is covered with landlubbers eating job. Now maybe one time they’re a sponsibility or in any way show up snacks and spilling their drinks. bit too quick on the headsails and fully themselves. Having me jump up and start shout- I need to tell them, “Hold that sail, When Captain Andy and I let ing commands over everyone’s hold it.” But I don’t say anything. My the ball cap give commands, we still heads doesn’t work so well. Captain arm raised up with my fist clenched gave clarity, precision and success Andy feels it’s too intrusive. So let’s is the command for hold. Because at tacking. We also gave shared re- let Captain Andy take command the crew also have half an eye on sponsibility, mutual trust, and the again now. me. They see my fist, and hold. Then ability to pay attention to the task Captain Andy always wears a ball at the right time, with a wave of my and at the same time be aware of the cap when he’s sailing. He’s back at hand, I let them carry on. big picture. We gave an expansive the wheel charming the guests, be- And when we go back to our con- view of the task, and we took away cause everyone wants to talk to the versations with the guests, they say, any place to hide. With this level of Captain, and in the middle of his “That was very smooth. We didn’t genuine shared responsibility peo- conversation he turns his ball cap even hear any commands. How did ple have no choice but to step up. sideways so the bill is over his ear. you know what to do?” we smile and These are the generous gifts, and The crew and I are also mingling say, “Many hands. One mind. When this is the approach that makes ef- with the guests, telling sea tales, but we’re all in sync, the ship tacks her- fective leadership a practice of we all have half an eye on Captain s e l f .” generosity. Andy, and someone notices the For Captain Andy and me, tack- Generosity? Isn’t leadership about turned ball cap. They excuse them- ing the Californian in silence was getting people to do what you want? selves from their conversation and our version of success: a crew so in No, it’s not. Leadership is about

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getting people to do what they want. Leadership creates the conditions Crane Stookey is a facilitator, trainer and that support people to grow and coach with a particular interest in the power of prosper. Then our organizations, and experiential learning. He holds a Captain’s license for sailing ships and has sailed extensively as our society, can grow and prosper Chief Mate and Training Offcer on Tall Ships in with them. the US and Canada. He is the Founder of the Nova This is what we human beings Scotia Sea School, a privately run experiential want most: to grow. We want to education organization, for which he was awarded discover the best in ourselves. We the Queen’s Jubilee Medal for his contribution to the Canadian community. want to accumulate experience, skill, Crane has also studied and taught meditation for over 20 years. His work wisdom, love and friendship, worthi- joins the disciplines of command and insight to address the chaos and ness, usefulness and joy, and we want complexity of personal and systemic change. He is the author of Keep Your to define for ourselves what each of People in the Boat: Workforce Engagement Lessons from the Sea (ALIA these means. We want to grow and Press, 2012). See also Crane’s blog. prosper on our own terms. This sort of growth is a deeply per- sonal thing. People who are engaged The fruit of generous leadership is rather than the smallness of, “Okay, with something on a following orders an engaged and effective state of What do we do next?“ level don’t develop a depth of person- mind, a big view, in the people we A generous leader has a lot in com- al commitment. If we want to engage lead. The generous approach asks mon with a good teacher. Both aspire others, we can create conditions that us to try to understand and foster to help people grow, to help people support them to grow and prosper, what it takes for people to approach move from small to big. The leader’s on their own terms. their work with committed, cre- refrain, like the teacher’s refrain, is Engagement is a state of mind. ative and joyous state of mind, this: “Let your people grow.” ■

www.mobiusleadership.com | Mobius Executive Leadership 47 Our Condolences and Prayers to the Family and Community Members Of Newtown From Remarks by President Obama at the Community Service on December 16, 2012

"Thank you, Governor. To all the families, first responders, their own shock and trauma because they had a job to do, to the community of Newtown, clergy, guests - Scripture and others needed them more. tells us: '…do not lose heart. Though outwardly we are wasting away…inwardly we are being renewed day by And then there were the scenes of the school children, day. For our light and momentary troubles are achieving helping one another, holding each other, dutifully follow- for us an eternal glory that far outweighs them all. So we ing instructions in the way that young children sometimes fix our eyes not on what is seen, but on what is unseen, do. One child even tried to encourage a grown-up by say- since what is seen is temporary, but what is unseen is ing, 'I know karate, so it's OK. I'll lead the way out.' eternal. For we know that if the earthly tent we live in is destroyed, we have a building from God, an eternal house As a community, you’ve inspired us, Newtown. In the face in heaven, not built by human hands.' of indescribable violence, in the face of unconscionable evil, you’ve looked out for each other, and you’ve cared We gather here in memory of 20 beautiful children and for one another, and you’ve loved one another. This is six remarkable adults. They lost their lives in a school that how Newtown will be remembered. And with time, and could have been any school; in a quiet town full of good God’s grace, that love will see you through. and decent people that could be any town in America. But we, as a nation, we are left with some hard questions. Here in Newtown, I come to offer the love and prayers Someone once described the joy and anxiety of parent- of a nation. I am very mindful that mere words cannot hood as the equivalent of having your heart outside of match the depths of your sorrow, nor can they heal your your body all the time, walking around. With their very wounded hearts. I can only hope it helps for you to know first cry, this most precious, vital part of ourselves - our that you’re not alone in your grief; that our world too has child - is suddenly exposed to the world, to possible mis- been torn apart; that all across this land of ours, we have hap or malice. And every parent knows there is nothing wept with you, we’ve pulled our children tight. And you we will not do to shield our children from harm. And must know that whatever measure of comfort we can pro- yet, we also know that with that child’s very first step, vide, we will provide; whatever portion of sadness that we and each step after that, they are separating from us; that can share with you to ease this heavy load, we will gladly we won’t - that we can’t always be there for them. They’ll bear it. Newtown - you are not alone. suffer sickness and setbacks and broken hearts and disap- pointments. And we learn that our most important job is As these difficult days have unfolded, you’ve also inspired to give them what they need to become self-reliant and us with stories of strength and resolve and sacrifice. We capable and resilient, ready to face the world without fear. know that when danger arrived in the halls of Sandy Hook Elementary, the school’s staff did not flinch, they And we know we can’t do this by ourselves. It comes as a did not hesitate. Dawn Hochsprung and Mary Sherlach, shock at a certain point where you realize, no matter how Vicki Soto, Lauren Rousseau, Rachel Davino and Anne much you love these kids, you can’t do it by yourself. That Marie Murphy - they responded as we all hope we might this job of keeping our children safe, and teaching them respond in such terrifying circumstances - with courage well, is something we can only do together, with the help and with love, giving their lives to protect the children in of friends and neighbors, the help of a community, and their care. We know that there were other teachers who the help of a nation. And in that way, we come to realize barricaded themselves inside classrooms, and kept steady that we bear a responsibility for every child because we’re through it all, and reassured their students by saying 'wait counting on everybody else to help look after ours; that for the good guys, they’re coming'; 'show me your smile.' we’re all parents; that they’re all our children.

And we know that good guys came. The first responders This is our first task - caring for our children. It’s our first who raced to the scene, helping to guide those in harm’s job. If we don’t get that right, we don’t get anything right. way to safety, and comfort those in need, holding at bay That’s how, as a society, we will be judged.

48 Mobius Executive Leadership | www.mobiusleadership.com And by that measure, can we truly say, as a nation, that "All the world’s religions - so many of them represented we are meeting our obligations? Can we honestly say that here today - start with a simple question: Why are we we’re doing enough to keep our children - all of them - here? What gives our life meaning? What gives our acts safe from harm? Can we claim, as a nation, that we’re purpose? We know our time on this Earth is fleeting. all together there, letting them know that they are loved, We know that we will each have our share of pleasure and teaching them to love in return? Can we say that and pain; that even after we chase after some earthly we’re truly doing enough to give all the children of this goal, whether it’s wealth or power or fame, or just country the chance they deserve to live out their lives in simple comfort, we will, in some fashion, fall short of happiness and with purpose? what we had hoped. We know that no matter how good our intentions, we will all stumble sometimes, in some I’ve been reflecting on this the last few days, and if we’re way. We will make mistakes, we will experience hard- honest with ourselves, the answer is no. We’re not doing ships. And even when we’re trying to do the right thing, enough. And we will have to change. we know that much of our time will be spent groping through the darkness, so often unable to discern God’s Since I’ve been President, this is the fourth time we have heavenly plans. come together to comfort a grieving community torn apart by a mass shooting. The fourth time we’ve hugged There’s only one thing we can be sure of, and that is the survivors. The fourth time we’ve consoled the families love that we have - for our children, for our families, for of victims. And in between, there have been an endless each other. The warmth of a small child’s embrace - that series of deadly shootings across the country, almost is true. The memories we have of them, the joy that they daily reports of victims, many of them children, in small bring, the wonder we see through their eyes, that fierce towns and big cities all across America - victims whose - and boundless love we feel for them, a love that takes us much of the time, their only fault was being in the wrong out of ourselves, and binds us to something larger - we place at the wrong time. know that’s what matters. We know we’re always doing right when we’re taking care of them, when we’re teach- We can’t tolerate this anymore. These tragedies must end. ing them well, when we’re showing acts of kindness. We And to end them, we must change. We will be told that don’t go wrong when we do that. the causes of such violence are complex, and that is true. No single law - no set of laws can eliminate evil from the That’s what we can be sure of. And that’s what you, the world, or prevent every senseless act of violence in our people of Newtown, have reminded us. That’s how you’ve society. inspired us. You remind us what matters. And that’s what should drive us forward in everything we do, for as long But that can’t be an excuse for inaction. Surely, we can do as God sees fit to keep us on this Earth. better than this. If there is even one step we can take to save another child, or another parent, or another town, “Let the little children come to me,' Jesus said, 'and do not from the grief that has visited Tucson, and Aurora, and hinder them - for to such belongs the kingdom of heaven.' Oak Creek, and Newtown, and communities from Col- umbine to Blacksburg before that - then surely we have Charlotte. Daniel. Olivia. Josephine. Ana. Dylan. Made- an obligation to try. leine. Catherine. Chase. Jesse. James. Grace. Emilie. Jack. Noah. Caroline. Jessica. Benjamin. Avielle. Allison. In the coming weeks, I will use whatever power this office holds to engage my fellow citizens - from law enforce- God has called them all home. For those of us who ment to mental health professionals to parents and remain, let us find the strength to carry on, and make educators - in an effort aimed at preventing more trag- our country worthy of their memory. edies like this. Because what choice do we have? We can’t accept events like this as routine. Are we really prepared May God bless and keep those we’ve lost in His heavenly to say that we’re powerless in the face of such carnage, place. May He grace those we still have with His holy that the politics are too hard? Are we prepared to say that comfort. And may He bless and watch over this commu- such violence visited on our children year after year after nity, and the United States of America. year is somehow the price of our freedom?

www.mobiusleadership.com | Mobius Executive Leadership 49 MINDFULNESS & LEADERSHIP SECTION Mindfulness & Leadership by Alex Trisoglio

“The pursuit of mindful leadership will help you achieve clarity about what is important to you and a deeper understanding of the world around you. Mindfulness will help you clear away the trivia and needless worries about unimportant things, nurture passion for your work and com- passion for others, and develop the ability to empower the people in your organization” – Bill George, Professor of Management Practice, Harvard Business School, 20121

ow that Harvard Business demonstrates that mindfulness But more isn’t always better. Accord- NSchool professors are teach- meditation is an effective way of ing to the Yerkes-Dodson Law, first ing the benefits of mindfulness, it’s dealing with stress and developing developed by psychologists Robert perhaps fair to say the practice of greater emotional intelligence. As a Yerkes and John Dodson in 19084, mindful leadership has arrived in result, mindfulness-based programs increased physiological or mental the corporate world. From Google to are being introduced in companies, arousal only leads to increased per- Genentech to the US Army, leading schools, prisons, and other organisa- formance up to a point. Beyond that organisations have developed mind- tions. Let’s look at these points one at point we become stressed and our fulness programs and they are seeing a time. performance declines, especially results. We are still at the stage of with the kind of cognitively demand- experimentation and early adoption, The stress of ing work that is at the heart of today’s but there are good reasons to think organisational life knowledge-based economy.5 The we’ll look back on this decade as the First, organisational life is filled with McKinsey Quarterly sums things up: start of a new era of more mindful pressure and stress. In the current “Always-on, multitasking work envi- leadership. This article aims to give economic climate, employees are ronments are killing productivity, an introduction to this rapidly evolv- being asked to do more with less, dampening creativity and making us ing field and offer a sense of how working long hours with increasingly u n h appy.” 6 And many people are no things might unfold. We’ll first look heavy workloads. Globalisation and longer able to cope with the levels of at how mindfulness is being intro- continuous technological innovation stress in their lives. According to the duced into organisations today to have redefined work, and blurred the National Institute of Mental Health, deal with stress and to develop emo- boundaries between work and life. in a given year approximately 40 mil- tional intelligence. Then we’ll look at “It’s an old story now: we thought our lion U.S. adults – about 18% of the how mindfulness can also be used technologies – laptops, smartphones, US population – are affected by an to develop the kind of transforma- email – would free us from being anxiety disorder.7 tional leadership needed in today’s stuck to the office,” says leadership increasingly turbulent business envi- author Peter Bregman, “but it’s back- The costs of employee ronment. fired: the office is now stuck to us.”2 stress and disengagement Tony Schwartz, founder of The Sustained stress doesn’t just reduce Mindfulness, stress and Energy Project, is concerned about performance; it makes us ill. Cor- 1emotional intelligence the consequences: “The defining onary heart disease, thyroid or The rationale for introducing mind- ethic in the modern workplace is endocrine burnout, obesity, diabe- fulness is straightforward enough: more, bigger, faster. More infor- tes, immune suppression, chronic organisational life is stressful, and mation than ever is available to us, fatigue, infertility and irritable bowel becoming more so. Stressed and dis- and the speed of every transac- syndrome may all be consequences engaged employees are less healthy, tion has increased exponentially, of the ongoing experience of stress.8 less happy and less productive than prompting a sense of permanent The National Institute for Occu- their colleagues. Scientific evidence urgency and endless distraction.”3 pational Safety & Health finds that

50 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION

stress-related ailments cost US com- “What works? Wisdom, mindfulness a 1936 review of a book describing panies more than $200 billion a year and compassion.”13 Buddhist meditation, the editors of in increased absenteeism, tardiness, Psychiatric Quarterly noted that “the and the loss of talented workers. 70% The growth of mindfulness profound insight that the Orientals to 90% of employee hospital visits are meditation have into emotional life has long linked to stress, and stressed employ- Mindfulness is defined by Dr Jon been acknowledged,” but they felt ees are more likely to be unhealthy, Kabat-Zinn of the University of that “considering the tempo of West- unhappy and disengaged.9 Surveys by Massachusetts Medical School as ern civilisation, it seems unlikely that Gallup and Towers-Perrin show that “paying attention in a particular bhavana (Buddhist meditation) could globally only 20% to 30% of employ- way: on purpose, in the present be utilized here to any great extent.”17 ees are engaged, with significant moment, and non-judgmentally.”14 It was only with the emergence of the costs in terms of productivity, growth Buddhist teacher Thich Nhat Hanh 1960s counterculture that meditation and shareholder value creation.10 offers a more poetic description hit the mainstream, and only in 2003 More business leaders are realis- of mindfulness as being “deeply in that meditation reached the cover ing that stress and disengagement touch with the present moment.”15 of Time magazine, in recognition of at work aren’t just ‘soft’ issues, and Mark Williams, Professor of Clini- the fact that “Ten million American that it pays for companies to invest cal Psychology at Oxford University adults now say they practice some in tackling them. “Our people really explains what this means: “Mind- form of meditation regularly, twice are our greatest assets,” says Kenneth fulness is a translation of a word as many as a decade ago. Medita- Freeman, Dean of Boston University that simply means awareness. It’s a tion classes today are being filled by School of Management. “CEOs that direct, intuitive knowing of what you mainstream Americans who don’t lose touch with that truth spread are doing while you are doing it. It’s own crystals, don’t subscribe to New misery unnecessarily and ultimately knowing what’s going on inside your Age magazines and don’t even reside put their companies at risk. Talented, mind and body, and what’s going on in Los Angeles.”18 engaged, and aligned people hold the in the outside world as well. Most of As meditation has become part of key to creation of long-term value.”11 the time our attention is not where popular consciousness, it has started As Business Week concluded, “Stress we intended it to be. Our atten- to influence the context for organ- is pretty much the No. 1 health prob- tion is hijacked by our thoughts isational life. Business leaders also lem in the workplace.”12 and emotions, by our concerns, by practice mindfulness, including the Since 40% of our working lives – our worries for the future, and our man frequently named the best CEO some 90,000 hours – will be spent at regrets and memories of the past. of his generation, Steve Jobs.19 Apple’s work, the need to reduce stress and Mindful awareness is about learn- founder was a Zen Buddhist and he disengagement isn’t just a business ing to pay attention, in the present spoke openly about how his time issue. It’s a human issue, one that moment, and without judgement. It’s meditating in India shaped his world- cuts to the core of life in the modern like training a muscle-training atten- view and, ultimately, Apple’s product world. Western nations may indeed tion to be where you want it to be. design.20 “If you just sit and observe, be ‘advanced’ and ‘developed’ in tech- This reduces our tendency to work you will see how restless your mind nological and economic terms, but on autopilot, allowing us to us choose is,” Jobs told his biographer, Walter it’s a tragic waste of human potential how we respond & react.”16 Isaacson. “If you try to calm it, it and a major detriment to our overall The practice of mindfulness has only makes it worse, but over time it quality of life if our time at work isn’t been central to Buddhism since its does calm, and when it does, there’s happy and productive. We can do bet- birth in India over 2500 years ago, room to hear more subtle things – ter than this, and leading companies although its journey to the West that’s when your intuition starts to believe that bringing mindfulness to has been long and slow. Although blossom and you start to see things the workplace is part of the solution. Buddhist philosophy was already more clearly and be in the present “Google wants to build the happiest having an important influence on more. Your mind just slows down, and most engaged workforce on the Western thought by the early 20th and you see a tremendous expanse planet,” says Rich Fernandez, Senior Century, it took many decades for in the moment. You see so much People Development Lead at Google. meditation practice to catch up. In more than you could see before. It’s

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a discipline; you have to practise it.”21 8-week Mindfulness-Based Stress Re- the healthcare benefits alone. Stress Other influential CEOs who have duction (MBSR) program developed in the workplace costs businesses talked about their meditation prac- by Jon Kabat-Zinn and his colleagues an estimated $2,800 per employee tice include Bill George, Professor of at the Stress Reduction Clinic found- every year, and taking a mindful- Management Practice and Henry B ed at the University of Massachusetts ness course at work reduces days Arthur Fellow of Ethics at Harvard Medical School in 1979. Over the past off due to stress by up to 70% over Business School and former CEO 30 years, hundreds of peer-reviewed three years, according to one study, of Medtronic; Bill Gross, founder papers have described how MBSR in which a mindfulness course was of Pacific Investment Management has a significant positive impact on offered to staff at Transport for Lon- and manager of PIMCO’s $270-bil- health, well-being and quality of life in don, the large company that runs lion Total Return Fund; and Ray general,24 and the health benefits are the English capital’s subway net- Dalio, founder of the investment firm summarised by the UK Mental Health work.27 Convinced by this business Bridgewater Associates, the largest Foundation (MHF) as follows:25 case, 25% of large US companies 22 hedge fund in the world. These are • A 70 per cent reduction in anxiety have now launched ‘stress-reduc- successful and influential leaders, tion’ initiatives, according to the HR and the impact of their example is • Fewer visits to your doctor and outsourcing consultancy Aon sure to spread. • An ongoing reduction in anxiety Hewitt, and that number is growing three years after taking an MBSR steadily.28 The health benefts of course mindfulness • An increase in disease-fighting The broader benefts of However, in business, inspirational antibodies, suggesting improve- mindfulness: emotional leadership is not enough. Companies ments to the immune system intelligence and personal need to see results. Meditation mas- effectiveness • Longer and better quality sleep, ters over the centuries have talked In addition to its health benefits, with fewer sleep disturbances about how their practice enables mindfulness training enhances them to cultivate mental and emo- • A reduction in negative feelings interpersonal relationships, devel- tional qualities such as calmness, like anger, tension and depression ops emotional intelligence, increases clarity, insight, and awareness, but • Improvements in physical resilience, enhances innovation and until recently these qualities have not conditions as varied as psoriasis, creativity, and improves working 29 been measured. This has all changed fibromyalgia and chronic fatigue memory and attention. The notion with the scientific study of mind- syndrome. that we can improve our mental and fulness, and particularly with the emotional capacity is validated in a revolutions in cognitive science and The MHF concludes, “The evi- fairly new branch of science known behavioural neuroscience over the dence in support of MBSR is so as “neuroplasticity,” which is find- past 30 years. There is now a solid and strong that almost three-quarters of ing that what we think, do, and pay rapidly growing body of scientific doctors think it would be beneficial attention to changes the structure evidence for the benefits of mind- for all patients to learn mindfulness and function of our brains. “One fulness, and this is perhaps the most meditation skills.” David Vago at the very important implication of neuro- important driver behind the rapid Harvard Medical School goes even plasticity,” says Chade-Meng Tan of growth of interest in mindfulness further “I think we’re realizing that Google, “is that we can intentionally in the business world. “Mindfulness a lot of the ways that we conceptu- change our brains with training.”30 is an idea whose time has come,” alize the healthcare system is going Many organisations are choosing to says Chade-Meng Tan, founder of to change dramatically. Instead of position their mindfulness programs Google’s Search Inside Yourself pro- thinking about meditation as an al- in these broader terms of self-man- gram. “For a long time practitioners ternative method of healthcare, we’re agement, emotional intelligence and knew, but the science wasn’t there. just realizing now that meditation personal effectiveness, rather than Now the science has caught up.”23 practice is just good medicine.”26 For solely as a means for stress reduction. Many organisations are basing organisations, investments in mind- We’ll look at three examples: Google’s their mindfulness programs on the fulness can be justified in terms of Search Inside Yourself program,

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Genentech’s Personal Excellence Pro- emotion. In addition to mindful- HBR/McKinsey M-Prize for Manage- gramme, and the Mindfulness-Based ness training, the course includes ment Innovation.36 The story begins Mind Fitness Training (MMFT) in the instruction in journaling as a means in 2002, when Todd Pierce took over US Marine Corps. of nonjudgmentally noticing mental as Genentech’s CIO, and the employee content, mindful listening, walking satisfaction scores in the IT depart- Google: Search Inside meditation, mindful emailing, and ment were at rock bottom. He spent Yourself a variety of other contemplative four years experimenting with the Google’s Chade-Meng Tan initially techniques. The latter stages of the full menu of trainings, meetings, and attempted to introduce mindfulness course emphasize empathy using competency models, but nothing at Google with an MBSR program, loving-kindness meditation, and seemed to work. He had develop- but it didn’t attract much attention. social skills, including how to carry ment plans from 700 employees in the “Stress reduction didn’t really fly on difficult conversations.33 The IT department, but “not one of them here,” he explains. “The hiring pro- first SIY course ran from Octo- had an ounce of inspiration. I remem- cess at Google is designed to ber sitting there and saying, draw out high achievers and “We are seeing the birth of many new ‘There’s got to be another way.’”37 idealists who have done some- leadership models that emphasise So he worked with executive thing a little different, like the importance of mindfulness” coach and meditation teacher hiking in Patagonia or going to Pamela Weiss to design an war-torn areas to help children. For ber to December in 2007, and it is experimental program that would dis- high achievers, stress can be a badge now the highest-rated program at pense with the traditional skills based of honour, and not many people will Google, with a 600-person waitlist. approach to leadership development sign on for stress reduction, particu- Google engineers have taken to the and focus instead on helping people larly those who need it the most. So I neuroscience-based approach, and grow from the inside out. “If you needed to go beyond stress reduction. affectionately refer to mindfulness want to transform an organization it’s I wanted to help people find ways training as “neural self-hacking” or not about changing systems and pro- to align mindfulness practice with “software development of the mind.”34 cesses so much as it’s about changing what they want to achieve in life.”31 According to Mirabai Bush, senior the hearts and minds of people,” says So mindfulness was repositioned as fellow at the Center for Contempla- Weiss. “Mindfulness is one of the all- a workout for the heart and mind, tive Mind in Society, who helped time most brilliant technologies for something as normal and obviously design the program and has taught helping to alleviate human suffering beneficial as exercise, and theSearch within it, “It’s great when contempla- and for bringing out our extraordi- Inside Yourself (SIY) program was tive practice comes to any workplace, nary potential as human beings.” PEP born. Building on the work of Daniel but it’s particularly meaningful for has three phases, with mindfulness Goleman, Richard Boyatzis, Annie Google, a fount of countless creative at their core: reflection on and selec- McKee and others,32 it aims to culti- ideas. In many ways, Google is a tion of a specific quality or capacity vate the emotional intelligence skills model place to work; Fortune named you want to work on (patience, deci- that are a vital part of effective lead- it the best place to work in America siveness, courage); three months ership. two years in a row. And Google has of cultivating the capacity for self- SIY includes an introductory had a big influence on all of our observation; and the hard work of class, a full day of mindfulness prac- working lives. If it works at Google, turning insight into deliberate, dedi- tice, and six two-hour sessions, each other employers take notice.”35 cated, daily practice. The impact has a week apart. Class sizes range from been transformational for individuals twenty to fifty, and the program is of- Genentech: and organization alike. By 2010, four fered both for open enrolment and Personal Excellence Program years into the program, the depart- for intact teams. The course begins Another example of innovation ment ranked second in the company with the “Neuroscience of Emotional comes from Genentech and its Per- and is now consistently ranked among Intelligence,” which covers the grow- sonal Excellence Program (PEP). the best places to work in IT in the ing body of scientific literature on This mindfulness-based leadership world, even after Genentech’s 2009 the effects of training attention and development program won the 2012 merger with Roche. An independent

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assessment of the program’s impact mation overload at every level of the symptoms following an experience of found a 10-20% increase in employee military – from the general to the sol- extreme stress.41 As with other MBSR satisfaction; 12% increase in customer dier on the ground.” Michael Barnes, applications, the 8-week program satisfaction; and 50% increase in research psychologist at the Army has shown good results. It was found employee collaboration, conflict man- Research Lab at Aberdeen, Md., ac- that the Marines’ working memory agement, and communication. knowledges that “we’re not going to capacity was boosted, improving improve the neurological capability” their ability to handle large volumes US Marine Corps: Mindful- of soldiers. But he believes the mili- of information, and there were ben- ness-Based Mind Fitness tary should not try to return to a less eficial effects on their capacity for Training (MMFT) data-intensive age. “It would be like emotion regulation and their levels Mindfulness is even entering one saying we shouldn’t have automobiles of cognitive control.42 “It’s really hard of the places where you might least because we have 40,000 people die to access rational thought during expect to see Buddhist meditation: on the roads each year,” he says. “The high-intensity stress situations,” said the US Marine Corps. The US Army pluses of technology are too great.” So Jared Smyser, 28, a former Marine has long recognised that combat is the military is trying novel approach- who is training to become an M-Fit physically, mentally and emotionally es to help soldiers focus and manage instructor. “All this stuff happens in draining38 and that physical fitness the stress of information overload, your body because we’ve evolved to is an essential prerequisite to handle including Mindfulness-Based Mind get away from predators. But it’s not these stresses. However, new kinds of Fitness Training (MMFT, pro- really relevant in today’s warfare. You combat stress are emerging that can- nounced M-Fit). The program was need to be calm, collected, making not be addressed by physical fitness founded by Elizabeth Stanley, a for- better decisions.”43 Maj. Jeff Davis, alone. In February 2010, an attack mer Army intelligence officer who is who went through the M-Fit pro- by American helicopters in Afghani- now an assistant professor of security gram prior to deployment in Iraq in stan’s central Uruzgan Province left 23 studies at Georgetown University. 2008, offers a typical reaction: “I had Afghan civilians dead. When military “The whole question we’re asking is my doubts going in, but I’m a true investigators looked into the attack, whether we can rewire the function- believer now. The techniques were they found that the operator of a Pred- ing of the attention system through hard at first. It was like running – a ator drone had failed to pass along mindfulness,” she says. few miles kills you at first, but then crucial information about the makeup M-Fit follows many features of one day you realise you’re just in bet- of a gathering crowd of villagers. But Kabat-Zinn’s MBSR protocol,40 and it ter shape. It was the same with this.”44 Air Force and Army officials now say has been offered to US Marines who In 2013, the Marines will incorporate there was also an underlying cause for are undergoing stress inoculation M-Fit classes into an infantry school that mistake: information overload. training prior to combat deployment. at Camp Pendleton, making the pro- At an Air Force base in Nevada, the Like MBSR, the course involves 24 gram a tentative part of its regular drone operator and his team were try- hours of class instruction on mind- training cycle. “Longer term,” says ing to interpret what was going on in fulness over 8 weeks, with weekly Elizabeth Stanley, “meditation may the village by monitoring the drone’s 2-hour meetings and a full-day silent become as standard in the military as video feeds while participating in retreat. It adds new modules on how rifle practice, another way of making dozens of instant-message and radio to use mindfulness skills in a group troops more effective and resilient.”45 exchanges with intelligence analysts context, integrate practices into the and troops on the ground. There was ongoing pre-deployment training, Mindfulness in executive simply too much information, and the and apply these skills to counterin- development team determined, incorrectly, that the surgency missions. M-Fit explains These three examples give a taste of the villagers’ convoy posed an imminent how mental fitness builds on the well- rapid growth of mindfulness-based threat, resulting in one of the worst established importance of physical training programs in organisations, losses of civilian lives in the war in fitness for deployment readiness, and and their number is growing rap- Afghanistan.39 it includes a stress resilience skills idly as the benefits of mindfulness According to Art Kramer, Pro- section, which gives specific guidance are more widely understood among fessor of Neuroscience at the on how to apply mindfulness to deal leaders and HR executives. As aware- University of Illinois, “There is infor- with physiological and psychological ness grows about the importance of

54 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION attention, mindfulness is also being ing awareness and focus. And the chief executives to stay on top of all incorporated into executive programs business and financial impacts of less the things they need to know to do at several business schools including stressed, happier and more engaged their job. Some admit they feel over- Harvard Business School, the Peter employees are becoming harder whelmed.”58 There is a need for new F. Drucker School of Management, for senior executives to ignore. As approaches to leadership. Nick Petrie IMD in Lausanne, and the University innovation in the organisational ap- of the Center for Creative Leadership of Cape Town.46 The Weatherhead plication of mindfulness continues argues that it is no longer enough to School of Management at Case West- and as best practices are established, come up with models of best practice, ern Reserve University has set up the it seems likely that the momentum but instead we need to respond to “the world’s first executive program on towards more mindful leadership development challenge – the process Mindfulness for Enhanced Perfor- will continue to grow. of how to grow “bigger” minds.”59 mance, which includes modules on In particular, we need more than mindful awareness, cognitive agil- Mindfulness, ethics “horizontal development” of com- ity, mindful communications and 2 and wisdom petencies and the incorporation management practices for enhanc- The enthusiasm for mindfulness is of new information into exist- ing mindfulness.47 And the world of well justified, as its benefits are real ing frameworks. There needs to be executive coaching is also embracing and important. Most of us could greater emphasis on “vertical de- mindfulness. According to Doug- benefit from paying more attention, velopment” that fosters progression las Riddle, Director of the Global being more present and savour- through developmental stages and Coaching Program at the Center for ing life more. Our workplaces and results in transformational change Creative Leadership, mindfulness homes would be better places if we of the leader’s ways of knowing and offers a new paradigm for individual were more skilled at emotional self- being,60 and this development needs and organisational change, “a pow- regulation, so were not as negative to include the cultivation of ethics erful alternative to the coercive and and reactive when feeling stressed or and wisdom. “Leaders who do not linear assumptions that have domi- criticised. Many of us would like to take time for introspection and re- nated our thinking.” He believes be able to show more patience and flection may be vulnerable to being that it could lead to radical improve- kindness to the people who matter seduced by external rewards, such ments in the quality and impact of most to us. And, as the positive psy- as power, money, and recognition,” coaching, as “mindfulness practices chology movement has reminded us, says Bill George of Harvard Busi- prepare coaches to really help instead we could probably all benefit from ness School. “Or they may feel a need of just trying to be helpful.”48 cultivating more inner peace and to appear so perfect to others that These are still very early days in appreciation of life.57 But if we limit they cannot admit vulnerabilities the development of mindful leader- our understanding of mindfulness and acknowledge mistakes. Some ship, a time of great creativity and to this, then we will have missed the of the recent difficulties of Hewlett- innovation in the development and more profound role that mindfulness Packard, British Petroleum, CEOs of application of ideas and approaches. plays as a transformational path, and failed Wall Street firms, and dozens We are seeing the birth of many new in particular its potential contribu- of leaders who failed in the post- leadership models that emphasise tion to leadership development. Enron era are examples of this.”61 the importance of mindfulness, in- There is growing recognition The US Army has long placed an cluding Boyatzis & McKee’s Resonant of the challenges presented by the emphasis on developing leadership Leadership,49 Kofman’s Conscious unprecedented pace of change, com- character in its BE, KNOW, DO Business,50 Wilber’s Integral Leader- plexity, and turbulence of business approach to leadership (that is, char- ship,51 Heifetz’s Adaptive Leadership,52 in the 21st century. “Leaders tell us acter, competence and action),62 and Scharmer’s Theory U,53 McKinsey’s they are operating in a bewilder- other organisations are realising the Centred Leadership,54 and several ing new environment in which little benefits of this approach. In terms varieties of mindful leadership55 and is certain,” says Dominic Barton, of mindful leadership, this means authentic leadership.56 The benefits Global Managing Director of McK- broadening the focus from stress re- of mindfulness have been proven insey. “The tempo is quicker, and the duction and emotional intelligence for stress management, developing dynamics are more complex. Lead- to include questions of character, emotional intelligence and cultivat- ers worry that it is impossible for ethics and wisdom.

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Character & Ethics become the “opium of the people,” the Enron scandal and ended with The Oxford dictionary defines tech- ironically leaving us less mindful and global financial market meltdowns.”67 nology as the application of scientific less able to address the larger chal- He has already started to bring knowledge for practical purposes. lenges and questions in our lives even together mindfulness and the val- Mindfulness is a technology of mind as we become more mindful of the ues-orientation and integrity of and emotion, both in its scientific present moment. In a similar vein, authentic leadership, pointing out, basis and domain of application. journalist Richard Eskow warns that “When you are mindful, you’re aware And like any technology, mindful- although “mindfulness and medita- of your presence and the ways you ness doesn’t come with any built-in tion can have a beneficial impact on impact other people. You’re able to moral or ethical guidelines. While individual health, that shouldn’t be both observe and participate in each it is perhaps unfair to situate mind- confused with wisdom.”65 moment, while recognizing the im- fulness alongside such self-evidently Of course, mindfulness, ethics and plications of your actions for the destructive technologies as assault wisdom need not be contradictory, longer term. And that prevents you rifles or nuclear weapons, there and indeed in the original Buddhist from slipping into a life that pulls you are nevertheless some risks. For eightfold path they were taught away from your values.”68 instance, mindfulness might be together as indispensable compo- used to equip people with greater nents of a transformational path.66 Wisdom calmness and focus even as they do However, we are not yet seeing this To do justice to the subject of wisdom something unethical. Eliza- would take us well beyond the beth Stanley, designer of the “Mindfulness is a technology of mind scope of this article, as it has US Army’s M-Fit program, and emotion, both in its scientific been a core concern of the recalls, “A few people even basis and domain of application” great philosophical and spiri- wondered if I was trying to tual traditions for thousands of make, quote, ‘better baby-killers.’”63 integrated approach commonly years. However, one of most important Philosopher Slavoj Žižek raises a dif- reflected in the application of mind- findings of the Buddhist wisdom tradi- ferent concern, namely, that although fulness to leadership, perhaps out of tion is that there is no fixed or intrinsic mindfulness has been popularised as a misguided concern that modern identity to a person or to the phenom- a remedy against the stress of mod- secular and scientific values might enal world.69 This means that we can ern life, “it actually functions as a be compromised. This is a missed learn to become mindful and aware perfect supplement to modern life.”64 opportunity, not just in terms of of how we see our surroundings and Mindfulness allows people to decou- transformational possibility of mind- ourselves, and then change the way we ple from stress, while potentially fulness, but because these questions see things, thus developing richer and leaving the causes of the stress intact. are already part of the contemporary more accurate maps of the world. As These causes of stress include social dialogue on leadership, although we develop richer and more accurate and political issues such as injus- perhaps sometimes in different lan- mental maps, our capacities for prac- tice, inequity, and social exclusion, guage. In modern secular terms, we tical reasoning and intuition improve, as well as economic issues and now, need not choose to live by the mo- opening up the possibility for us to increasingly, global environmental nastic code of Theravada Buddhism, make better – and wiser – decisions.70 and sustainable development issues. but many business leaders have spo- Ellen Langer, Professor of Psychol- An unwise application of mindful- ken of the need to think deeply about ogy at Harvard University, has written ness solely to reduce stress might values and ensure that actions remain extensively on this kind of mindfulness, leave organisations and society as aligned with intentions. Bill George specifically about how we can become a whole in an undesirable situation of Harvard Business School feels a more mindful and aware of our mind- where people only go as far as coping renewed focus on ethics and values is sets, mental maps and narratives. She with unsatisfactory situations, rather overdue, as “today’s business leaders uses the term “mindlessness” to refer to than seeking to improve their outer are so poorly trusted that they rank the idea that much of what we believe conditions and environment. Echo- near the bottom of every poll. Look- to be rational thought is in fact just our ing Marx’s critique of religion, Žižek ing back at the last decade, it’s not brains on autopilot. She is particularly is concerned that mindfulness may hard to see why. The 2000s began with interested in how people arrange ob-

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jects and experiences of similar types als, their values, and the purpose and the action, including your own. This into categories. “Just as mindlessness meaning of their lives.74 Likewise, Bill is a critical point: When you observe is the rigid reliance on old categories,” Torbert, Professor of Management at from the balcony, you must see your- she says, “mindfulness means the con- the Carroll School of Management self as well as the other participants. tinual creation of new ones.”71 This in at Boston College, argues that what Perhaps this is the hardest task of all turn requires openness – to see yourself objec- to new information “Many business leaders have spoken of the need tively.” Developing the and awareness that to think deeply about values and ensure that capacity to see oneself there is always more actions remain aligned with intentions” objectively, especially than one possible per- in real time, is indeed spective. She reaffirms the Buddhist differentiates leaders is not so much a very hard task. However, for over notion that there is no intrinsic identity their philosophy of leadership, their 2500 years the mindfulness and wis- to phenomena, noting that “every idea, personality, or their style of man- dom traditions have developed and person or object is potentially simulta- agement. Rather, “it’s their internal refined ways to cultivate this capacity, neously many things depending on the “action logic”—how they interpret and their relevance and importance perspective from which it is viewed. A their surroundings and react when for leadership has never been greater. steer is a steak to a rancher, a sacred their power or safety is challenged.”75 In summary, mindset-based ap- object to a Hindu, and a collection of Ron Heifetz, Co-founder of the proaches to leadership development genes and proteins to a molecular bi- Center for Public Leadership at the are becoming increasingly influential. ologist.” Buddhist teacher Thich Nhat John F. Kennedy School of Govern- However, there is not yet widespread Hanh offers a more poetic description ment at Harvard University, has use of practices from the mindfulness of the process: “For things to reveal perhaps come closest to a leader- and wisdom traditions to develop real- themselves to us, we need to be ready ship perspective that incorporates time, “on the balcony and in the dance,” to abandon our views about them.”72 the mindfulness of mindsets. “Few awareness of these mindsets. Further- Since there is no “correct” framing, the practical ideas are more obvious or more, work on mindsets has not yet ability to choose the most appropriate more critical than the need to get been integrated with the mindfulness- and helpful framing in any situation perspective in the midst of action,” based approach to leadership coming becomes an essential leadership skill. he writes with his colleague Marty from Jon Kabat-Zinn’s MBSR tradition. As leaders become more mind- Linsky. “Buddhists call it “karma This opens up a fertile opportunity to ful and aware of the mindsets and yoga,” or mindfulness. We call this develop a new generation of tools and mental models that influence their skill “getting off the dancefloor and approaches for mindful leadership. thoughts, emotions and behaviour, going to the balcony,” an image that they gain more capacity in choosing captures the mental activity of step- Mindfulness: an integrated which mindset to apply. This in turn ping back in the midst of action and approach increases their capability and choice asking, “What’s going on here?”76 We have seen that there are two in governing their actions and deci- If they are to avoid simply getting approaches to mindfulness in the sions. Peter Senge, Professor at MIT swept up in the flow of events, lead- Western scientific tradition: Jon Kabat- Sloan School of Management, has ers need to be able to move back Zinn’s approach of paying attention written about the importance of cul- and forth between the balcony and to physical sensations, emotions and tivating awareness of mental models dancefloor. They need to make -in thoughts in the present moment; in his groundbreaking book The Fifth terventions and observe their impact and Ellen Langer’s approach of pay- Discipline.73 Similarly, Bob Kegan, in real time, and then return to the ing attention to our mindsets, which Professor of Adult Learning at Har- action. Heifetz and Linsky talk about in turn frame our relationship to our vard University, has laid out a model this as “reflective practice,” where the sensations, emotions and thoughts. of cognitive development in which goal is to come as close as possible to These two forms of mindfulness are individuals grow by increasing their being in both places simultaneously, related to the two selves outlined by awareness of the mindsets and nar- “as if you had one eye looking from Nobel laureate Daniel Kahneman in ratives they hold around things like the dance floor and one eye looking his book Thinking Fast and Slow, “the how they see themselves as individu- down from the balcony, watching all experiencing self, which does the liv-

www.mobiusleadership.com | Mobius Executive Leadership 57 MINDFULNESS & LEADERSHIP SECTION ing, and the remembering self, which mindfulness of body, feelings, thoughts methods to reduce stress, develop keeps score and makes the choices.”77 and mindsets. Many of the necessary emotional intelligence and increase Both are important to our happiness elements are already in place, and the personal effectiveness. Leading organ- and success. By taking an integrated development of tools and approaches isations such as Google, Genentech and approach that combines both forms of that incorporate the four foundations of the US Army have confirmed the bene- mindfulness, we come full circle to the mindfulness offers an exciting agenda fits of cultivating greater mindfulness in original teaching by the Buddha in the for the future of mindful leadership and the workplace, and awareness is spread- Satipatthana sutta.78 In that text, mind- transformational leadership programs. ing to executives in other organisations. fulness isn’t seen as a unitary Meanwhile, innovative work phenomenon, but rather as “As we develop richer and more accurate is being done at the frontiers an awareness operating at four mental maps, our capacities for practical of leadership development different levels: body, feelings, reasoning and intuition improve, opening to integrate mindfulness thoughts, and dhammas. The up the possibility for us to make better – into new ways of building fourth level, which is based on and wiser – decisions” transformational leadership. the Pali word ‘dhammas,’ may Although much has already be translated as ‘phenomena’.79 Just as Conclusion been accomplished, the dialogue in Ellen Langer’s work, Mahayana Bud- Mindful leadership is emerging from between Buddhism, science and lead- dhism holds that the phenomena we see a hugely creative encounter between ership is still in its infancy. There is and experience are determined by our Buddhism and modern science that has every reason to look forward to a much mindsets. So an integrated approach been underway for more than 30 years. bigger role for mindful leadership in to mindful leadership would include It offers powerful, evidence-based the years ahead. ■ Relationship to Business Outcomes: A Review of Best Performing CEOs in the World,” Harvard Busi- Notes the Gallup Studies; Corporate Leadership Council ness Review, January-February 2013 1. Bill George (2012) “Mindfulness helps you (2004) Driving Performance and Retention Through 20. Walter Isaacson (2012) “The Real Leader- become a better leader,” Harvard Business Review Employee Engagement, London: Corporate Execu- ship Lessons of Steve Jobs,” Harvard Business Review online, www.hbr.org, 26 October 2012 tive Board online, www.hbr.org, 3 April 2012 2. Peter Bregman (2012) “Take Your Life Back,” 11. Kenneth Freeman (2011) “To Create Long- 21. David Gelles (2012) “The Mind Business,” Harvard Business Review online, www.hbr.org, 23 Term Shareholder Value, Start with Employees,” Financial Times, 24 August 2012; October 2012 Harvard Business Review online, www.hbr.org, 12 22. Der Hovanesian (2003) op. cit.; David Gelles 3. Tony Schwartz (2010) Be Excellent At Any- October 2011 (2012) op. cit.; Kevin Roose (2011) “Pursuing Self- thing, New York: Free Press, p.3 12. Mara Der Hovanesian (2003) “Zen and the Interest in Harmony With the Laws of the Universe 4. Robert Yerkes & John Dodson (1908) “The Art of Corporate Productivity,” Business Week, 28 and Contributing to Evolution Is Universally Re- relation of strength of stimulus to rapidity of habit- July 2003 warded,” New York Magazine, 10 April 2011 formation,” Journal of Comparative Neurology and 13. Rich Fernandez (2012) “California Screa- 23. David Gelles (2012) op. cit. Psychology, 18: pp.459-482 min’,” presentation on mindful leadership at Search 24. Paul Grossman, Ludger Niemann, Stefan 5. David Diamond, Adam Campbell, Collin Inside Yourself Leadership Institute, San Francisco, 11 Schmidt & Harald Walach (2004) “Mindfulness- Park, Joshua Halonen, and Phillip Zoladz (2007) December 2012 Based Stress Reduction and Health Benefits: A “The Temporal Dynamics Model of Emotional 14. Jon Kabat-Zinn (1994) Wherever You Go, Meta-Analysis,” Journal of Psychosomatic Research, Memory Processing: A Synthesis on the Neurobio- There You Are: Mindfulness Meditation in Everyday 57, pp. 35-43; Ruth Baer (2003) “Mindfulness Train- logical Basis of Stress-Induced Amnesia, Flashbulb Life, New York: Hyperion ing as a Clinical Intervention: A Conceptual and and Traumatic Memories, and the Yerkes-Dodson 15. Thich Nhat Hanh (2011) The Long Road Empirical Review,” Clinical Psychology: Science and L aw,” Neural Plasticity, 2007:60803, 28 March 2007 Turns to Joy: A Guide to Walking Meditation, Berke- Practice, Vol. 10, No. 2, pp.125-143 6. Derek Dean & Caroline Webb (2011) “Re- ley CA: Parallax Press 25. UK Mental Health Foundation (2012) covering from information overload,” McKinsey 16. Mark Williams (2011), quoted in Juliet “MBSR Evidence,” Mindfulness, www.bemindful. Quarterly online, www.mckinseyquarterly.com, Adams (2012) The Business Case for Mindfulness co.uk/mbsr January 2011 in the Workplace, www.mindfulnet.org, p.12; Mark 26. David Vago (2012) “BG 262: The Emerging 7. Jennifer Robison (2010) “Disengagement Williams & Danny Penman (2011) Mindfulness: A Science of Mindfulness Meditation,” Buddhist Geeks, Can Really Be Depressing,” Gallup Business Journal Practical Guide to Finding Peace in a Frantic World, www.buddhistgeeks.com, 31 July 2012 online, www.businessjournal.gallup.com, 2 April London: Piatkus 27. Ed Haliwell (2011) “Making a Business Case 2010 17. Anonymous (1936) “Book Review: ‘Bud- for Mindfulness,” Mindful, www.mindful.org, 11 Oc- 8. Michael Chaskalson (2011) The Mindful dhist Meditation in the Southern School,’ by G. tober 2011 Workplace, Chichester: Wiley-Blackwell, p.59 Constant Lounsbery,” Psychiatric Quarterly, Vol. 10, 28. David Gelles (2012) op. cit. 9. Tom Rath & Jim Harter (2012) “Unhealthy, Issue 3, pp.524-525, July 1936 29. Daphne Davis & Jeffrey Hayes (2011) “What Stressed Employees Are Hurting Your Business,” 18. Joel Stein, David Bjerklie, Alice Park, David Are the Benefits of Mindfulness? A Practice Review Gallup Business Journal online, www.businessjour- Van Biema, Karen Ann Cullotta & Jeanne McDowell of Psychotherapy-Related Research,” Psychotherapy, nal.gallup.com, 22 May 2012 (2003) “Just Say Om,” Time Magazine, 4 August 2003 Vol. 48, No. 2, pp.198-208; Dan Siegel (2007) The 10. Rich Fernandez (2012) op. cit.; Towers 19. Aimee Groth & Kim Bhasin (2011) “Here’s mindful brain: Reflection and attunement in the Perrin (2008) Global Workforce Study 2007-2008, Why We Ranked Steve Jobs the Best CEO in cultivation of well-being, New York: W.W. Norton; TP531-08; James Harter, Frank Schmidt & Corey America,” Business Insider, 25 August 2011; Morten Rich Fernandez (2012) op. cit.; Michael Chaskalson Keyes (2003) Well-Being in the Workplace and its Hansen, Herminia Ibarra & Urs Peyer (2013) “The (2011) op. cit., p.5

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30. Chade-Meng Tan (2012) op. cit., pp.18-19 Alex Trisoglio is a leadership advisor to CEOs 31. Barry Boyce (2009) “Google Searches,” Shamb- and executive teams, with over 20 years’ hala Sun, September 2009, pp.34-41; Juliet Adams (2012) op. cit., pp.25-26 experience working with leading global busi- 32. Daniel Goleman (1995) Emotional Intelligence: nesses, professional firms, and international Why It Can Matter More Than IQ, New York: Bantam organisations. He has served clients on all five Books; Daniel Goleman (1998) Working with emotional continents and in a wide range of cultural and intelligence, New York: Bantam Books; Richard Boyatzis & Annie McKee (2005) Resonant Leadership, Boston industry contexts. He is also a Khyentse Fel- MA: Harvard Business Press low, and he has been a teacher of mindfulness 33. Chade-Meng Tan (2012) Search Inside Yourself: and Buddhist philosophy for over 20 years. In addition, he is a The Unexpected Path to Achieving Success, Happiness (and World Peace), New York: HarperCollins; Barry senior consultant and executive coach at Mobius. Boyce (2009) op. cit. 34. Rich Fernandez (2012) op. cit. 35. Barry Boyce (2009) op. cit. Answers, Boston MA: Belknap Press/Harvard University 63. Patrick Hruby (2012) op. cit. 36. Pamela Weiss & Todd Pierce (2012) “Grow- Press; Ron Heifetz & Marty Linsky (2002) Leadership 64. Slavoj Žižek (2001) “Self-Deceptions: On Being ing People: The Heart of the Organizational on the Line: Staying Alive Through the Dangers of Lead- Tolerant and Smug,” Die Gazette, www.gazette.de, 27 Transformation,” Management Innovation eXchange, ing, Boston MA: Harvard Business Press; Ron Heifetz, August 2001; Mark Vernon (2011) “Buddhism is the www.managementexchange.com, 30 January 2012 Marty Linsky & Alexander Grashow (2009) The Practice new opium of the people,” The Guardian, www.guard- 37. Polly LaBarre (2011) “Developing Mindful of Adaptive Leadership: Tools and Tactics for Changing ian.co.uk, 22 March 2011; Will Buckingham (2006) Leaders,” Harvard Business Review online, www.hbr.org, Your Organization and the World, Boston MA: Harvard “Western Buddhism and Other Capitalist Avatars,” 30 December 2011 Business Press thinkbuddha.org, 8 April 2008 38. US Army (2006) Army Leadership: Competent, 53. C. Otto Scharmer (2007) Theory U, Cambridge 65. Richard Eskow (2012) “Buying Wisdom – The Confident and Agile, FM 6-22, October 2006, p.5-1 MA: Society for Organizational Learning; Peter Senge, Art of Mindful Networking,” Tricycle, www.tricycle. 39. Thom Shanker & Matt Richtel (2011) “In New C. Otto Scharmer, Joseph Jaworski & Betty Sue Flow- com, Fall 2012 Military, Data Overload Can Be Deadly,” New York ers (2008) Presence: Human Purpose and the Field of the 66. Walpola Rahula (1974) What the Buddha Times, 16 January 2011 Future, New York: Crown Business Taught, revised edition, New York: Grove Press 40. Jon Kabat-Zinn (1990) Full Catastrophe Liv- 54. Joanna Barsh, Josephine Mogelof & Caroline 67. Bill George (2010) “Leadership’s Lost Decade: ing, New York: Delta Books; Paul Grossman et al Webb (2010) “How Centered Leaders Achieve Ex- Will It Breed Better Leaders?” Wall Street Journal, www. (2004) op. cit. traordinary Results,” McKinsey Quarterly online, www. wsj.com, 3 February 2010 41. Amishi Jha, Elizabeth Stanley, Anastasia Kiyo- mckinseyquarterly.com, October 2010; Joanna Barsh, 68. Bill George (2012) op. cit. naga, Ling Wong & Lois Gelfand (2010) “Examining the Susie Cranston & Geoffrey Lewis (2011) How Remark- 69. Dzongsar Jamyang Khyentse (2007) What Protective Effects of Mindfulness Training on Working able Women Lead: The Breakthrough Model for Work Makes You Not a Buddhist, Boston MA: Shambhala; Memory Capacity and Affective Experience,” Emotion, and Life, New York: Crown Business Dzongsar Jamyang Khyentse (2003) Entering the Middle Vol. 10, No. 1, pp.54–64 55. Chade-Meng Tan (2012) op. cit.; Michael Way: A Commentary on Chandrakirti’s Madhyamakav- 42. Amishi Jha et al (2010) op. cit.; Vanessa Gregory Chaskalson (2011) op. cit.; Michael Carroll (2007) The atara, www.siddharthasintent.org (2010) “Meditation Fit for a Marine,” Men’s Journal, No- Mindful Leader, Boston MA: Trumpeter 70. Barry Schwartz & Kenneth Sharpe (2010) Prac- vember 2010 56. Bill George (2012) op. cit.; Bill George & Peter tical Wisdom: The Right Way to Do the Right Thing, New 43. Patrick Hruby (2012) “Marines expanding use Sims (2007) True North: Discover Your Authentic Lead- York: Riverhead of meditation training”, Washington Times, www.wash- ership, San Francisco CA: Jossey-Bass; Jim Collins 71. Ellen Langer (1989) Mindfulness, Cambridge ingtontimes.com, 5 December 2012 (2001) Good To Great, New York: Harper Business MA: Da Capo Press, pp.62-63 44. Jon Anderson (2010) “Train Your Brain,” Army 57. Martin Seligman (2003) Authentic Happi- 72. Thich Nhat Hanh (2005) Being Peace, 3rd Edi- Times, 15 November 2010, p.4 ness: Using the New Positive Psychology to Realize tion, Berkeley CA; Parallax Press 45. Patrick Hruby (2012) op. cit. Your Potential for Lasting Fulfillment, New York: Free 73. Peter Senge (1990) The Fifth Discipline: The Art 46. Beth Gardiner (2012) “Business Skills and Bud- Press; Jonathan Haidt (2006) The Happiness Hypoth- and Practice of the Learning Organization, New York: dhist Mindfulness,” Wall Street Journal, www.wsj.com, esis: Finding Modern Truth in Ancient Wisdom, New Doubleday 3 April 2012; Emma Dolman & Dave Bond (2011) York: Basic Books; Sonja Lyubomirsky (2007) The 74. Robert Kegan (1982) The Evolving Self, Boston “Mindful leadership: Exploring the value of a medita- How of Happiness: A New Approach to Getting the Life MA: Harvard University Press; Robert Kegan (1994) In tion practice,” The Ashridge Journal, Spring 2011, www. You Want, New York: Penguin Press; Tal Ben-Shahar Over Our Heads: the Mental Demands of Modern Life, ashridge.co.uk (2008) Happier: Can You Learn to Be Happy? New Boston MA: Harvard University Press 47. Weatherhead School of Management (2012) York: McGraw-Hill 75. David Rooke & William Torbert (2005) “Seven Professional Development - Mindfulness for Enhanced 58. Dominic Barton, Andrew Grant and Michelle Transformations of Leadership,” Harvard Business Re- st Performance, www.weatherhead.case.edu/professional- Horn (2012) “Leading in the 21 century,” McKinsey view, April 2005 development/subjects/mindfulness Quarterly, June 2012 76. Ron Heifetz & Marty Linsky (2002) op. cit., 48. Douglas Riddle (2012) “Three Keys to Mindful 59. Nick Petrie (2011) Future Trends in Leadership pp.53-54 Leadership Coaching,” Forbes, 23 January 2012; Daphne Development, Center for Creative Leadership White 77. Daniel Kahneman (2011) Thinking Fast and Davis & Jeffrey Hayes (2011) op. cit. Paper, December 2011 Slow, New York: Doubleday 49. Richard Boyatzis & Annie McKee (2005) op. 60. Grady McGonagill with Peter Pruyn (2010) 78. Satipatthana Sutta: The Discourse on the Estab- cit.; Daniel Goleman, Richard Boyatzis & Annie McKee Leadership Development in the U.S.: Principles and Pat- lishing of Mindfulness, MN 10, translated from the Pali (2002) Primal Leadership: Realizing the Power of Emo- terns of Best Practice, Gütersloh: Bertelsmann Stiftung by Thanissaro Bhikkhu (2008), www.accesstoinsight. tional Intelligence, Boston MA: Harvard Business Press 61. Sean Silverthorne (2010) “Mindful Leader- org; Maha Satipatthana Sutta: The Great Discourse on 50. Fred Kofman (2006) Conscious Business: How to ship: When East Meets West – Q&A with Bill George,” the Establishing of Mindfulness, DN 22, translated from Build Value Through Values, Boulder CO: Sounds True Harvard Business School Working Knowledge, 7 Sep- the Pali by U Jotika and U Dhamminda (1986), www. 51. Ken Wilber (2001) A Theory of Everything: An tember 2010 buddhanet.net Integral Vision for Business, Politics, Science and Spiritu- 62. US Army (1999) Army Leadership: Be, Know, 79. Alexander Berzin (2002) “The Four Close ality, Boston MA: Shambhala; Ken Wilber (2007) The Do, FM 22-100, August 1999, section 1-4; Frances Hes- Placements of Mindfulness According to Mahayana,” Integral Vision, Boston MA: Shambhala selbein & Eric Shinseki (2004) Be, Know, Do: Leadership (based on explanations by His Holiness the Fourteenth 52. Ron Heifetz (1994) Leadership Without Easy the Army Way, adapted from the official Army Leader- Dalai Lama, compiled and edited by Ven. Thubten Cho- ship Manual, San Francisco: Jossey-Bass, pp.8-21 dron), Berzin Archives, www.berzinarchives.com

www.mobiusleadership.com | Mobius Executive Leadership 59 MINDFULNESS & LEADERSHIP SECTION A Call for Mindful Leadership by Ellen Langer, Professor of Psychology, Harvard University indlessness — not a good quality for any organization we'll find we have a less rigid view of people (some bad, some M— has led to some questionable assumptions about the good). Once we free ourselves from our misplaced superiority, need for leaders; namely that 1) those who lead have privi- we may find talent and ability to provide solutions in those we leged and reliable abilities and knowledge — what are often prematurely cast in an unflattering light. described as "leadership competencies" ; and 2) people need Regardless, the larger issue is that, if everyone is awake, you to be led to achieve their goals. don't have to lead as if everyone else needs to be led. You may If organizations were mindful — referring to the simple act find that people will see what the situation demands, and the of noticing new things — leadership would be quite a different surprising result may be superior performance. matter. They would not only be mindful themselves; their most In a study I conducted with Timothy Russell and Noah Eisen- important responsibility would be to enable their followers to be kraft, orchestra musicians were instructed to be either mindless mindful as well. One might argue that in an increasingly complex or mindful. In this case, being mindless meant replicating a world — where work cuts across all types of institutional bound- previous performance with which they were very satisfied. The aries — the leader's only task may be to promote and harness mindful instructions directed them to make the piece new in very "distributed" mindfulness. subtle ways that only they would know. (They were playing clas- Noticing puts us in the present, makes us sensitive to context, sical music and not jazz so the novel distinctions were indeed and aware of change and uncertainty. When we are mindless we subtle.) Their performance was taped and then played for audi- hold our perspective still, allowing us to confuse the stability of ences unaware of our instructions. We found that not only did our mindsets with the stability of the underlying phenomena. Hold the musicians much prefer playing mindfully, the mindfully played it still if you want but it's changing nonetheless. pieces were judged as superior. Everyone was in a sense mind- However visionary we consider our leaders, they cannot pre- fully doing their own thing and the result was a better coordinated dict the future any more than anyone else. They may be able to outcome. predict what might happen much of the time if the situation stays In more than 30 years of research, we've found that increas- constant — which of course is questionable — but can never ing mindfulness increases charisma and productivity, decreases predict individual occurrences, which is where we should be burnout and accidents, and increases creativity, memory, atten- most concerned. If, most of the time, when someone does "x" tion, positive affect, health, and even longevity. When mindful we the result is "y" it doesn't guarantee that the next time you do can take advantages of opportunities and avert the dangers that "x," "y" will follow. (Do you believe Mercedes makes a great car? don't yet exist. This is true for the leader and the led. Would you bet all of your money that any particular Mercedes will In sum, there is no best way to do anything independent of start with one try?) context, so the leader cannot have privileged information. When Those in positions of power often keep quiet about what leaders keep everyone in their place with the illusion of know- they don't know. Instead of making a personal attribution for not ability and possession of this privileged knowledge the benefit knowing — "I don't know but it's knowable and I probably should to them is that we "obey" and leaders feel superior. The cost is know," which sounds defensive — leaders should make univer- that they create lemmings. Their mindlessness promotes our own sal attributions for uncertainty — "I don't know and you don't mindlessness which costs us our well being and health. Net re- know because it is unknowable." When we acknowledge these sult, the leader, the led, and the company all lose. universal limits, we can be less distracted by the need to appear It's nice to imagine a company where everyone is mindful. to know, which would allow us to get on to the problem at hand. But it will take some time to achieve the ideal even if possible. Being awake in the moment allows us learn better what we need Meanwhile, we need leaders whose major, perhaps only task is to know now. to promote mindfulness in those around them. By learning how Leaders can't know and that's fine. to exploit the power of uncertainty maybe all of us will wake up. What about those being led? Mindlessless can lead you to assumptions about their behavior. Once you understand the Dr. Ellen Langer is a professor in the Psychology Department actor's perspective, you can be less judgmental. If I see you as at Harvard University. rigid, I want to ignore you. If I see you from your perspective, as This article is reprinted by permission of Harvard Business someone I can count on, I'll value you. We can turn around every Review. The original was published at http://blogs.hbr.org/. judgment in this way (e.g. impulsive/spontaneous, grim/serious, All rights reserved. conforming/eager to have everyone get along) and when we do

60 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Why Meditate … and Why Now? by Mark Thorton, Senior Consultant and Mobius Transformational Faculty million workdays annually due to 1 Why Meditate… cause of stress, it powerfully deals absenteeism. (The New York Times) and Why Now? with the symptoms. ou may wonder whether medita- • The majority of U.S. states have Ytion has any application in your passed laws allowing employees to 2 Journey to Your Heart world. Perhaps you think meditation sue for having stressful conditions. Meditation is a journey to the ocean is a practice only for people who have (The National Institute of Occupa- of calm. Swimming in the ocean of renounced the outside world and can tional Safety and Health) calm you can deal with deadlines afford to spend hours each day sitting •A recent health study found that with ease, be less stressed on your silently. people with prolonged work stress commute, and do your job with less But the truth of the matter is, we suffer an increase in blood pressure effort. It is a journey to your center, need meditation now more than ever. equivalent to aging fifteen years. your core—the place that holds your The practice of meditation can help (Cornell University) essence, your deepest longings, your you reduce the stress that all of us •In one major financial institution, wildest dreams, what nourishes you feel as a result of the hectic pace of depression was responsible for most, and what you value most. Some modern life. With the techniques in nearly 11,000 lost workdays over a people call it spirit, soul, true nature. this book, you can remain calm and two-year period (more than high The analogy used by Maharishi centered no matter what challenges blood pressure and diabetes, com- Mahesh Yogi, the founder of Tran- your workday presents, and you can bined). (The National Institute of scendental Meditation, is that you practice these techniques without Occupational Safety and Health) are like the ocean. At the moment changing your already busy schedule. you are standing on the shore look- And guess what? When you re- •42 percent of office workers claim ing out onto the ocean, you see only main calm and centered, the world they work in an office where “yelling the surface activity of the ocean—the is a different place. When stressful and verbal abuse happen frequently.” waves, the reflection of the sun—and situations arise, the skills learned (Survey, The Marlin Company) you can hear the sound of the waves in meditation allow you to let go of • Nearly one in three adults experi- crashing on the shore. Meditation is the anger, frustration, and obsessive ences high stress every day. (The a journey into the ocean and away thoughts that so often arise as a result Overworked American: The Unex- from the surface into the deepest of stress. pected Decline of Leisure) depths of you. Yet stress is so much a part of daily • The National Institute of Occu- The journey within can be as life that we often don’t even see its pational Safety and Health says daunting as a first-time trip to a for- subtle and far-reaching effects. We “stressful working conditions are eign country. As on most journeys, don’t see how it makes us feel discon- … associated with increased absen- you will need a map, a compass, a nected from our hearts and robs our teeism, tardiness, and intention by destination, tales about the obstacles life of joy. The book you hold in your workers to quit their jobs—all of you will face, some rules about safety, hands contains all the tools you need which have a negative effect on the signposts to show you the way, advice to transform that stress into calm. bottom line.” on some of the delights you can ex- pect and the wisdom of others who STRESS IMPACTS THE BOTTOM LINE As the pace and complexity of life have made the same journey before Even companies are realizing the expand exponentially, the need to ex- you. need to create calm: perience the ocean of calm increases. • The book is a map that outlines a • American Airlines claims that No single technique is enough. The number of paths. absenteeism costs the company velocity and intensity of our lives re- quire a range of different tools to help • Your heart is the compass—only one million dollars a day. (The Wall your heart will know what is right. Street Journal) us remain focused and enlivened. While meditation will not solve the • The destination is your heart. • Industry loses approximately 550

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• The Eleven Thieves are the obstacles by the surface events, noises, and dis- ing, and smell), to your core, which you can expect to meet on the path. tractions of your life. In the same way cannot be perceived by these five • The Eight Laws of Meditation are the depths of the ocean remain calm senses. the rules. and unaffected by surface storms. Imagine you are swimming in In this way, meditation allows you the ocean. Imagine lying on your • The Seven Meditation Paths are the to shift from chaos to calm, noise to back on the surface looking up at signposts. silence, activity to stillness. the sky. Imagine allowing yourself to • The Seven Sages are the wisdom of Let’s deepen this experience. As sink-—away from the surface, from others. you sink deeper inside yourself, you the sunlight, from the gentle breeze, notice two other “bodies,” other than from the sound of the wind—and >Try This Now: Perfect Calm your physical body. These are your drift down. The first thing you would Close your eyes and remember a thinking body (or mind), which is experience is the world of thoughts— time of perfect calm in your life. Feel your capacity to think, and your often millions of thoughts racing the sensations, hear the sounds, and emotional body, which is your capac- inside your mind. As you continued see the scene. Now declare “I radiate ity to experience emotion. to drift further inside, you would find perfect calm to all I meet.” what feelings and emotions were in- side you—those of which you may Let me give you an example. not have been aware when you were lying on your back on the surface. The heart This is the layer of emotions. Medita- Meditation is simply a way to get to tion is sinking deeper beneath both your heart. We can represent this in these layers into the still, silent place the diagram below. This diagram is In this diagram, the mind is seen within you that is always calm. a rough approximation at best, but a as “deeper” than the physical body, Storms can rage on the surface, helpful guide. There are many other indicating that it belongs to the inner but your center is always calm. models of how we are structured. world. Once you leave the surface The following diagram illustrates of the ocean, you journey into your that meditation is the path to your inner world. For example, a thought heart. is still a “thing.” It is distinct. It is as an object in that you can perceive it, but it has a different quality to it than the external world. It is not some- thing you can pick up. It’s quality is The circumference represents the more subtle, more etheric. A thought physical body—the body you can is simply a subtle form of energy. see, feel, taste, hear, and smell. It The same with emotions. You cer- The endless journey and the represents the surface of your being, tainly know you have emotions, and centerless center like the surface of the ocean. There is they are “real” in that sense. Howev- The more you journey to your cen- quite a dense, solid, and heavy qual- er, because they belong to your inner ter, the more you discover that your ity to it. world, they have a more subtle, less center is not a single destination. It is Your heart is at the center of the dense, less solid quality than an ob- not one specific geographical place. circle and represents the deepest part ject in the physical world. The more you dive into the ocean, of your being. Studying this diagram, Meditation is your journey the more you discover that the edges you can begin to see how your body through the layers of mind and of who you are, are less rigid than is similar to the surface of the ocean, emotion. Your journey to the core, you thought. The deeper you go, the and that your core lies deeper than therefore, is a journey from dense to more you see that who you are is this. subtle, from solid to subtle, from the actually bigger than you thought. At Said another way, your center re- physical world where you need your your deepest, there is no difference mains still and calm—undisturbed five senses (sight, touch, taste, hear- between who you are and who others

62 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION are. The experience of being separate flow out into the world. It’s as if the rent of your heart, like the currents, starts to disappear. The idea of “you” frequent journey into your heart cre- tides, and swell of the ocean. When and “me” becomes blurred. From this ates pathways that allow the center to you meet people, you can connect space, the seeds of compassion arise. flow outward—effortlessly. with their hearts. Perhaps inspiration Any action that would be detrimen- moves you in new ways. Maybe cre- tal to another is experienced as being ativity comes alive in you in ways that detrimental to the whole. you couldn’t imagine. Can your rela- The diagram on the next page is tionships be colored by the texture, the same diagram above seen from a fibers, and fragrance of your heart? different angle. The same three bod- Could your relationships with your ies (physical, mental, and emotional) loved ones deepen the quality of love are there, but the destination of “your Like a river, the qualities from that you’ve always known was inside center” has a question mark next to your heart can flow powerfully from you? Can love finally flow freely, no it. Like trying to find the center of the the inner to the outer world. Imagine longer blocked by the surface drama ocean, we find there is no such place. what it would be like if your deepest of your days? The still, quiet power There is simply a vast and endless longings, strongest intuitions, fierc- of your heart gets to move about in depth into which you dive further, a est loves, most passionate desires, the world, creating its blessings for all depth in which the journey becomes bottomless compassion, wildest you meet. Maybe people sense some- an end in itself. The journey becomes dreams, highest truths, your core thing’s changed in you, although they the destination. The true nature of values flowed out into the world. may never know what that is. The your core is that it is vast and end- When you meet people, compas- scent and fragrance of your heart, its less. No matter how many times you sion could be the quality you exude uniqueness, its rare quality, can flow explore your heart, there is always rather than self-interest. As the idea out into the world. more. It has no center because it’s too of separation starts to melt, narrow This is my experience of the Tao— vast and extends into all things. self-centeredness becomes less of an being in the flow, following The Way. One of my teachers asked a holy option. You get to be heart-centered It is the way of the heart, your heart, Indian saint about his experience in rather than self-centered. As you sit no longer a forgotten phrase, but a journeying into his heart. This pro- on the subway, the qualities of your daily experience. found saint replied, “There is always heart can be available to you. When Then you transform: more. Today at eighty years of age, you meet people for the first time, Limited ----> Unlimited and after journeying to my heart in your heart can speak rather than Bound ----> Boundless every moment since I was twelve, I your judgments. Your words can Ordinary ----> Extraordinary can honestly say that the journey is have the quality of depth, love, com- Finite ----> Infinite endless.” My teacher was amazed to passion, and wisdom all because of hear such a response. your connection to your essence or The more you journey inside, the heart. Decisions at work can come more you access deeper parts of who from your core values, rather than you really are—unlimited, unbound, grasping self-interest. The way you extraordinary, and infinite. Parts of are at work, from your relationship you that have always been there. with your boss to your relationship with clients, can come from a deeper “Knock and you find you have sense of teamwork, service, and emo- been inside all the time.” Hold on—what’s it like at the cen- tional intelligence. RUMI ter? Why would we want to journey What does this mean for the there in the first place? Super Busy? When you talk on your Be honest. On some level, you As you journey to your center, cell phone, you can feel the qual- know this already. Most people intui- eventually the qualities that exist ity and energy of your heart. When tively sense this is true—that at their there (wisdom, love, inspiration, you walk down the street on your core they are love. At their essence, creativity, intuition, calm) start to way to work, you can feel the cur- they are deeper and bigger than what

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they experience in daily life. Most attract different people into your life, He gently continued. “The solu- people have an experience that life is people who sense a quality in you tion is to find the keys to your heart. much more vast, deep, and profound that comes simply from your ability If you want to, of course.” than that which they allow them- to access your heart. Maybe it’s all ac- “So what are the keys to my heart?” selves to experience. Living from tually about being more in line with I asked, still slightly embarrassed. your core is the answer. your heart’s longing, whatever form “The keys to meditation, of All of this is entirely optional— that may take. course!” your heart doesn’t force anything. Maybe you’ve forgotten what it’s The more you meditate, the more It patiently sits waiting for your like to feel your heart, and even the the qualities of your deepest being visits to whisper its secrets, speak phrase “find your heart” sounds famil- flow outward into the world—so that of its love for you, inspire you with iar but is not something you can use. other people feel the difference. Have compassion. The heart’s longing is Maybe the last two paragraphs sound you ever met someone who has a palpable. You are like a prince born as if they were written about someone certain kind of presence? Someone into the basement of a palace. The else. If that’s the case then you stand to whose presence in the room is palpa- palace is your heart. The keys to the benefit most from this book. I know. ble? In my experience, many teachers door, and every door in the palace, That was exactly the position in which with whom I have trained have had are the keys of meditation. You sus- I once found myself. this ability that allows the innermost pect that on some level the basement to radiate outwards. I remember isn’t really all there is. Maybe you can An important lesson listening once to Sogyal Rinpoche hear sounds from the banquet hall, A teacher once gave me feedback: (author of The Tibetan Book of Liv- music from the orchestra that plays, “You do not live from your heart. Do ing and Dying) when he suddenly or smell the magnificent feast that you think I am right?” stopped his presentation and bowed is waiting for you. In whatever way, I thought about what he said. I toward the entrance to the hall. In you intuitively have a sense, no mat- knew the word “heart” and I knew the the doorway was an eighty-year-old ter how strong or weak that sense is, word “live,” but honestly I didn’t re- Buddhist nun who spoke no English. that there is more to the darkness of ally understand the question. When She walked into the room and smiled. the basement. You are royalty born in I told my teacher this he replied, “It’s I have never experienced such a force hiding—waiting for the right call to probably a good indication that what of love flowing from another person. take over the throne. I said is true.” I still didn’t understand Without any words she radiated the Meditation masters live in the pal- what he meant. energy of love. I remember my body ace of the heart. “You are so used to living in your shaking with tears at the beauty of Once in your heart, you can talk head you have totally forgotten what her presence. and act from that place. Maybe this it’s like to live from your heart. I may will look like your core values come as well have asked you what it’s like The Eight Laws of Meditation out into the world. Maybe it means living on the moon! You may have In this chapter you will learn eight you say what you mean more often, read about the moon. You may know Laws of Meditation that will help or that you say things with deeper a lot about the moon. You may have you create, deepen, and dynamically conviction. Or that you say less, and even seen the moon at night. It’s not improve your ability to move from the little you say resonates and has the same as having the experience of calm to Super Calm. the power to move mountains. living on the moon.” Maybe you find your heart is I turned red with embarrassment. LAW NUMBER ONE: RELAX! where the secret of life lies—the se- Imagine having no idea of the expe- In the meditation courses I run cret of your life. Maybe your heart, rience of living from my heart at the for companies, the first thing I tell rather than your head, can be an or- age of thirty! I was speechless. If I was executives to do is relax! The jour- acle that sets your direction. Maybe honest with myself, I had to admit ney to your core can only happen you can actually start to feel the de- that the teacher’s words were true. I when you relax. Most Super Busy sire for all of your words to be from went blank as if my mind had been people approach learning new God. Maybe you find that people re- asked a question to which it had no tasks like a sprinter waiting for the spond to you differently. Maybe you answer. starter’s gun in a race—the body is

64 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION tense, muscles taut; there is a goal LAW NUMBER TWO: to achieve. A SENSE OF PLAYFULNESS >Try This Now: The Calm Commuter Meditation is the opposite of ef- To really understand the first law, it Take a breath in. Close your eyes. fort. Meditation is much more like is useful to approach your medita- Count to three. Exhale for a count slipping into a warm luxurious bub- tion practice with a playful attitude, of three. Ensure there is no pause ble bath—you can feel the warmth of which is the second law of medita- between your in- and out-breath. the water, smell the fragrance of the tion. Often we remember the things This circular breathing increases the soaps, hear the running water. As that were a pleasure to learn. Without amount of energy you feel. you slip into the bath the only ques- playfulness we risk making our bod- tion is “Mmmmmm … how long can ies tense and tight, which moves us in LAW NUMBER FOUR: THE OPEN BODY I enjoy this?” the opposite direction of the first law: Imagine your physical body is a hose Relax! Once you understand this law, that carries water. If the hose is kinked The journey to the ocean of calm the journey to your heart is quicker and blocked, then less water gets needs to be easy—otherwise, if and easier. through. In the same way, your physi- we had to struggle, fight, and battle Study a kitten playing with a ball cal body carries energy. If your body to get there we wouldn’t be calm of wool; see how focused and atten- is blocked and contracted then less when we arrived. tive he is. Alert and watchful, yet he energy can be carried. The diagram knows it is just a game. He is not below shows that when the physical If you find your body becoming striving to be the best ball-playing body is tight and unrelaxed, it is dif- tense and tight, remember this law. cat on the block. He is not striving ficult to journey to the ocean of calm. Take a deep breath and allow the ten- to win the Cat Olympics ball playing Your attention gets caught on the sur- sion in your body to release. In the competition. His game has the qual- face, and cannot drop deeper. Your techniques section of this book, the ity of delight and innocence. He can body needs to be relaxed and open. practices associated with the Path of easily be distracted by some other the Open Body have useful tips to game and then return to playing build the feeling of relaxation while with the ball of wool, not berat- learning new tasks. ing himself for having forgotten to practice. Let your practice have the The Power of Relaxed Alertness quality of softness, playfulness, in- A woman who went to yoga three nocence, and delight; not rigidity times a week came to a meditation and hardness. Remember, I said we could go from: master and complained, “I don’t get Chaos ----> Calm it. I’ve done yoga for years, and I’m LAW NUMBER THREE: GENTLENESS Noise ----> Silence trying really hard at meditating but Remember a time you saw a mother Activity ----> Stillness it’s not working.” holding a newborn child. Remember Effort ----> Effortlessness The master replied, “You need re- the exquisite gentleness and tender- laxed alertness rather than tense and ness with which she caressed the The first four laws allow us to contracted effort. You think you need child? This is the same way you need relax, be playful, be gentle, and have to ‘work hard to learn.’” to treat yourself, with great gentle- an open body. We get to be effortless. Can you remember the time you ness and care. Super Busy people Effort works in the opposite direc- first learned to giggle? Or the first have enough rules at which to fail, tion from getting to your core. time your body really shook with enough hardness on themselves But how can you build calm, deep- laughter? Remember those times. without creating a new set of rules en it, and protect it? Now, allow a smile to appear, and at which to fail. Understanding this then start the practice again. law powerfully moves you through >Try This Now: Scanning the Body times of frustration when learning Focus on the following muscle The harder you try, the less you how to meditate. It doesn’t mean groups: • Small muscles around your succeed because the First Golden you “don’t give a damn” or should be eyes • Muscles in your forehead • Law of Meditation is “Relax.” careless. Your abdomenal muscles

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For the next hour, check these put their attention on the space be- habit, then I’ll get you to shoot four muscles to ensure they are calm and tween their eyebrows, or third eye, to feet out until that’s habit. Eventually relaxed. The more you relax your magnify the quality of energy that is you’ll be able to shoot from any point physical body, the more calm you there. The Christian saint repeats the on the court blindfolded.” have. Relax these muscles—you may word “Jesus” to magnify the quality Meditation requires repeating want to gently massage around your of his deity. Why? Because what you basic, obvious, and simple steps over eyes and forehead. Check these areas notice you magnify. and over again. every ten minutes for the next hour Don’t just take my word for it. Try and ensure they are relaxed. This will the following exercises. LAW NUMBER SEVEN: MAINTAIN CALM— enable you to work with less effort. THE CHAIN ANALOGY >Try This Now: The Candle Flame Meditation is like a chain that leads LAW NUMBER FIVE: BUILD CALM— At home, light a candle and place it to your heart—each link in the chain USE YOUR ATTENTION an arm’s distance from your eyes. For represents a moment of doing the To create calm—focus on calm. One five minutes gently keep your eyes fo- practice. For example, if the tech- of the great Laws of Meditation is cused on the candle flame. nique is placing your attention on that where your attention goes, en- Notice what happens to the out- your heart, then each link is placing ergy flows. side world when you keep your focus your attention moment by moment Let me give you some examples. on the flame. Notice the awareness of on your heart. • If you place your attention on the sensations in your body. Notice positive thoughts, you get positive- what happens to your concerns about thought energy. the day. • If you place your attention on The outside world and concerns negative thoughts, you get nega- about the day are still there, but not tive-thought energy. as stressful as before, as your atten- • If you place your attention on a pic- tion magnifies the calm energy of the LAW NUMBER EIGHT: FIND CALM ture of a deity, you get the energy of candle. EVERYWHERE—HIDDEN GEMS the deity. Meditation is like digging for trea- • If you place your attention on your >Try This Now: The Belly Breath sure and throwing away ordinary heart, you magnify your heart energy. Take a deep breath from your belly. stones that contain priceless gems • If you place your attention on your With the next breath keep your inside. Meditation is the revolution frenetically racing mind, you get chest and shoulders still and breathe of creating the utterly profound “frenetic-mind” energy. from your belly. from the utterly ordinary, obvious, This is something you already Now breathe so deeply you can and everyday. Executives often have know. Great athletes know to keep feel the belt of your pants. a hard time believing that anything their attention on positive images of Now breathe again and hold the profound can come from alter- success prior to a match, rather than breath for two seconds. Repeat three ing something as simple as breath, on negative ones. In your own life, if times. or by repeating a certain word, or you want to complete a project you changing their focus. And yet, the narrow your focus onto that project. LAW NUMBER SIX: BUILD CALM— height of enlightenment is expe- This magnifies the work to be done THE LAW OF REPETITION rienced by harnessing the most or “energy” of the project. The same A top U.S. basketball player joined ordinary capacities. is true for calm; the more focus you a leading NBA team, and the coach put on calm, the more calm flows. had him shoot baskets from three feet “Embarrassment … Hindu saints place their attention out, over and over again. The player at having overlooked on a mantra to magnify the energy complained that he already knew the obvious for so long” or quality of the sound. For example, how to shoot from this distance and –THE THIRD PATRIARCH the sound “OM” represents a certain wanted more excitement and chal- OF ZEN, when asked what emotion aspect of the universe of all things lenge. The coach replied, “You keep he felt upon becoming enlightened manifested. Buddhist monks may shooting from three feet out until it’s

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The Serene Subway In the same way, the Super Busy your attention on your heart, and so Close your eyes. Imagine your spine know all about narrowing their focus build up the quality of heart energy. is a tube of pure white light. Imagine onto one topic; whether that person You can check your PDA and have the light glows brighter and more is a lawyer preparing for a case or a part of your attention on mastering intense. The light represents healing currency trader focusing on the Re- your breathing as a way to still the and clarity. uters screen, the outside world and mind. all distracting issues are ignored. Attention is lightning fast, auto- Summary of the eight laws The currency trader blocks out all matic, and instant; it all depends on of meditation distractions and secondary priori- what you use it for. The Eight Laws allow you to trans- ties—the desire to phone his wife, Successful people overcome form effort to effortlessness, to power start planning a family holiday, talk challenges. Successful people thrive through difficulties with ease, and to to his friends, read the paper, finish and grow through challenge, making multiply the amount of calm in your his tax return, talk to his staff. All of them perfect candidates for master- life. Remember them before starting these worthy priorities are put aside. ing meditation. each meditation. It’s exactly the same skill the Dalai Meditation masters are masters You Are Effortless 1 Relax Lama uses. because they overcome the obstacles 2 Be Playful The only difference is that they and challenges in meditation in spite 3 Be Gentle focus on different things—the lawyer of distracting thoughts, or feelings 4 Open Body on his case, the currency trader on of frustration. Meditation masters You Build Calm 5 Use Attention to the markets, the Dalai Lama on his recognize that these obstacles will Focus on Calm mantra, third eye, and heart. All can not master them. Great meditators You Deepen Calm 6 Repetition keep their attention tightly focused are those who stick to the practice You Maintain Calm 7 The Chain regardless of distractions. regardless of the challenges and hur- Analogy So powerful is the capacity to dles they face. You Find Calm focus that if there is only one thing Everywhere 8 Hidden Gems you learn from this book, let it be the “There is no enlightenment awesome power of mastering your outside of daily life.” attention. THICH NHAT HANH SUPER BUSY: THE UPSIDE Successful people can do two Here’s the good news. Busy people things at once. Most of us can talk Successful people master use the same skills to create suc- on the phone and check our email. subtlety. At peak performance, cess that the Dalai Lama uses to We can “split” our attention. We can superior athletes understand the meditate. That’s why busy people drive a car and mentally run through critical importance of subtlety. Let are the perfect students to learn lists of tasks for today. Nearly all of me give you an example. The Swed- meditation. Let me give you some us can walk down the street and be ish Winter Olympic team returned examples. totally lost in stressful thoughts. We home with zero medals from the Successful people have the ca- can be talking to someone, listen- 1998 Winter Olympics. They cal- pacity to focus. One of the most ing to that person’s conversation, culated that if they had improved important, if not the most im- and be focusing on our own train of their performances by 5 percent portant, skills that underpin the thoughts. This capacity to split our they would have won the majority greatest meditation practices attention on two things at once can of the medals. Small changes make (vipassana, mantra, breath, con- be used to profound ends. big results. centration, and contemplation) is The Dalai Lama and all great mas- Meditation masters are obsessed the ability to focus. When the Dalai ters keep part of their attention on with subtle movements. They focus Lama repeats a mantra, or places his their center. For example, you can their attention on subtle shifts in attention on the space between his walk down the street and have part of their breath to see how present they eyebrows (or third eye), or focuses your attention on the ocean of calm are. They are obsessed with small on his heart, he uses the amazing rather than stressful thoughts. You shifts in body posture as an indicator power of focus. can talk on your cell and have part of of how present they are.

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Zen story meditators, like successful business the small details differentiates mas- people, have great perseverance to ters from apprentices. After one year in a monastery, complete their tasks regardless of Know the value of training. a Zen monk complained, “All I Just as distractions. have learned about is breathing.” when learning a sport, finding great Can master subtlety. After five years in the monastery, Attention to teachers/coaches is important. ■ the monk complained, “All I have learned is breathing.” When he Mark Thornton is the former Chief Operating Offcer reached enlightenment the elderly for JPMorgan Private Bank in London. Since 2004, monk smiled and said, “Finally, I Thornton has dedicated his life to creating the world’s have learned about breathing.” frst management consultancy that does one thing: Successful people know about teach Leadership and ethical reflective practices training. In business, knowledge to elite business schools and corporate leaders. is power. To maintain their edge, The result is MBA, EMBA and Executive Education successful people are keen to im- graduates with less stress, increased productivity, prove their skills via courses, improved health and stronger ethical foundation. executive coaches, and learning Thornton’s clients include elite global business schools, among them from role models. The Dalai Lama Wharton Business School and the Leadership Development Program for and all spiritual masters realize 1st and 2nd year MBA students, McGill International Executive Institute that, just like learning to play ten- for Executive Education and New York University; as well as corporate nis, golf, or any sport, the quickest organizations such as JPMorgan, Deloitte Touche, Morgan Stanley, The way to improve is through train- New York Times; and thought leaders from TIAA-CREF, Rio Tinto Alcan. ing. Training is a key part of all Thornton has presented keynote speeches to the Hedge Fund Traders major spiritual disciplines. Conference at the Time Warner center in New York, The American Bar Association, The Exchange Traded Funds 2nd Global Annual Awards, You have all it takes Global Capital Acquisition Annual Meeting, The Bar Association of to succeed Buenos Aries, The University de Saviour in Argentina, and many others. The most profound meditators share He has clients from the UK, Australia and Latin America. a similar skill set to the Super Busy. He has appeared on national TV shows including Fox Business News, Ability to focus. One of the crucial ABC TV, CNBC, MTV as well as more than 60 national and regional skills is harnessing and controlling radio shows: ABC Radio, Air America, Sirius, XFM, The Joey Reynolds your power of focus. Show, Martha Stewart Living Radio, The Good Life show with Jesse Can do two things at once. This Dylan, WBZ 1030 AM, The Ed Walsh Show on WOR 710AM, KOW 850 means you can have part of your at- AM “After Midnight with Rick Barker,” ABC affliate KBUR 1490AM, CBS tention on your heart while doing affliate KSMA 1240AM, The Jordon Rich Show WBZ 1030AM, The Fox mundane activities like walking FM 99.7, WQCD 101.9FM and more than 50 other regional stations. His down the street, commuting, and articles have appeared in CEO Magazine, The Chicago Daily Herald, The talking with others. New York Times, Yoga Journal, Body & Soul Magazine, Diet & Nutrition Magazine and Perfl, Argentina’s equivalent of The Economist. Can overcome obstacles. Great

While we were putting the finishing touches on the Mindfulness section of this newsletter the New York Times ran an article on a closely related topic. Check it out as you can: http://www.nytimes.com/2013/01/06/jobs/teaching-meditation-techniques-to- organizations.html?_r=1&

68 Mobius Executive Leadership | www.mobiusleadership.com Angel Azul the Film

The forthcoming film Angel Azul focuses on Jason DeCaires Taylor’s highly acclaimed sculptures installed in an underwater museum in the Yucatán. Jason’s work explores community resilience and environmental solutions through the creation of artificial coral reefs.

Jason’s submerged sculptures located in Muséo Subaquático Del Arte located in the National Marine Park off the coast of Cancún, help divert divers away from the natural reefs damaged by pollution, rising sea temperatures and overuse by tourists. They serve as a reminder, remedy and response to one of the many threatened and vanishing coral reefs worldwide. The film also features the dedicated work of the Director of the Ecological Center in Akumal who tirelessly strives to influence the government and the local community to make choices that protect their highly endangered reefs that are the very foundation of the tourism they’ve come to depend on.

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The producers of this project believe the film has a critically important environmental and artistic story to be told. Marcy has captured visually stunning footage that communicates the essence of Jason’s work. Our hope is that the film will awaken and reengage audiences around the world to the responsibilities we all share in protecting one of the world’s most valuable ecosystems.

We encourage you to consider making a donation (http://www.indiegogo.com/Angel-Azul/x/453007) of any size. Each contribution will help us to get closer to getting the film distributed. If you are interested in a producer credit please email Erik Johnson directly, [email protected] (mailto:[email protected]) . (https://vimeo.com/51563615)

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Watch the teaser (https://vimeo.com/51563615) Please make a tax-deductible donation to the Ange Azul IndieGoGo Campaign Today! www.indiegogo.com/Angel-Azul/x/453007 For more information, please visit: http://www.angelazulthemovie.com/ Contact us Kath Delaney and Erik Johnson, Producers | Phone: (415) 531-6002 [email protected] | [email protected]

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Download information packet http://gallery.mailchimp.com/75c5990831dc625fdf6448dec/files/angel_azul_packet.pdf Follow Angel Azul twitter.com/AngelAzulMovie www.facebook.com/pages/Angel-Azul/164607360291720 www.angelazulthemovie.tumblr.com/ About IndieGoGo IndieGoGo is an international crowd funding campaign website hosting over 100,000 funding campaigns in areas such as music, charity, small business and film.

72 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Managing Stress by Daniel Goleman Host, Leadership: A Master Class (see page 127) friend told me, “My worst time could take on anything – the left pre- who easily become upset, frustrated or A at work was just after a merger frontal area lights up. angered – versus people who are un- when people were disappearing The Davidson group found that flappable. daily, with lying memos about what each of us has a left-to-right ratio of A second style looks at how quick- had happened.” She added, “Nobody prefrontal activity (measured when ly we recover from our distress. Some could focus on their work.” These we're just resting, not doing anything people recover quickly once they get days what was just an episode for her in particular) that accurately predicts upset, while others are very slow. At has become a chronic reality in too our typical mood range day to day. This the extreme of slowness to recover many businesses. left-to-right ratio gauges our emotional are people who continually ruminate Ups and downs of the economy set point. People who have more activ- or worry about things – in effect, aside, organizational life is rife with ity on the left than right are more likely who suffer from ongoing low-grade toxic moments – impossible direc- to have more positive emotions, and amygdala hijacks. Chronic worry tives from headquarters, unreasonable the more positive their emotions day keeps the amygdala primed, so you people in positions of power, abrasive to day. Those with more activity on the remain in a distress state as long as workmates, and on and on. So, how right are prone to having more nega- you ruminate. can we manage such constant stress, tive emotions. Given the many realistic stresses we or outright distress? One strategy for There is a “Bell Curve” for this ratio, face, those first two styles – being un- managing our reactions to hassles and like the well-known upside-down flappable and capable of quick recovery upsets takes advantage of another dy- U curve for IQ. Most of us are in the – are the most effective in navigating namic between the prefrontal area and middle – we have good and bad days. the troubles of the world of work. the amygdala circuitry. Some people are at the extreme right The third style assesses a person’s Richard Davidson, who directs the – they may be clinically depressed or depth of feeling. Some people experi- Laboratory for Affective Neuroscience chronically anxious. In contrast, those ence their feelings quite intensely, some at the University of Wisconsin, has people at the extreme left on the Bell people quite shallowly. Those who have done seminal research on the left ver- Curve bounce back from setbacks with stronger feelings may be better able to sus right prefrontal areas. His research extraordinary rapidity. authentically communicate them more group has found that when we're in Davidson has also done research powerfully – to move people. the grip of a hijack or under the sway on what he calls “emotional styles” – There's another piece of suggestive of distressing emotions, there are rela- which are really brain styles. One brain data about the left-right ratio. Bar- tively high levels of activity in the right style tracks how readily we become bara Fredrickson at the University of prefrontal cortex. But when we're feel- upset: where we are on the spectrum North Carolina finds that people who ing great – enthused, energized, like we from a hair-trigger amygdala – people flourish in life – who have rich rela-

Daniel Goleman lectures the Harvard Business Review. His book Emotional Intelligence argued frequently to business that human competencies like self- awareness, self-regulation, and audiences, professional empathy add value to cognitive abilities in many domains of life. The groups and on college book was on The New York Times bestseller list for a year-and-a-half, campuses. A psychologist and has since been translated into nearly 40 languages. He was a who for many years co-founder of the Collaborative for Academic, Social and Emotional reported on the brain Learning at the Yale University Child Studies Center. He’s currently co- and behavioral sciences chairman of The Consortium for Research on Emotional Intelligence in for The New York Times, Organizations, based in the Graduate School of Applied and Professional Dr. Goleman previously was a visiting faculty member at Harvard. Psychology at Rutgers University. He is also a member of the board of Dr. Goleman’s most recent book Leadership: The Power of Emotional directors of the Mind & Life Institute. Dr. Goleman has received many Intelligence – Selected Writings (www.MoreThanSound.net) is a journalistic awards for his writing, including two nominations for the collection of his key work on the topic from his books and his articles in Pulitzer Prize for his articles in the Times.

www.mobiusleadership.com | Mobius Executive Leadership 73 MINDFULNESS & LEADERSHIP SECTION tionships, rewarding work, who feel tion,” the method Jon Kabat-Zinn lovingkindness. This intentional gen- that their life is meaningful – have at developed, is widely used in medical eration of a positive mood enhances least three positive emotional events settings to help people manage chronic “vagal nerve tone,” the body’s ability to for every negative one. A similar symptoms, because it alleviates the mobilize to meet a challenge and then positive-to- negative ratio in emo- emotional suffering that usually at- to recover quickly. The vagus nerve tions has also been documented in tends them, and so improves patients’ regulates the heartbeat and other top teams, where it’s five-to-one; the quality of life. organ functions, and plays a major ratio for flourishing seems to operate Richard Davidson teamed up with role in calming down the body when at the collective level too. Kabat-Zinn, then at the University we get distressed. Better vagal tone en- When we're pitched into an amyg- of Massachusetts Medical Center, to hances our ability to arouse ourselves dala hijack, whether intense or low help people at work learn how to get to meet a challenge and then to cool level but ongoing, we're in sympathetic into a relaxed mode via mindfulness. down rather than staying in high gear. nervous system arousal. As a chronic Kabat-Zinn taught mindfulness to Having good vagal tone helps us condition that’s not a good state. While people working in a high-stress set- not just recover from stress, but also we’re hijacked, the alarm circuits trig- ting, a biotech start-up where they sleep better and guard against the ger the fight-flight-or-freeze response were going all-out, 24/7. He taught negative health impacts of chronic that pumps stress hormones into the them an eight- week program where stress in life. The key to building bet- body with a range of negative results, they practiced mindfulness an aver- ter vagal tone is to find a method we such as lowering the effectiveness of age of 30 minutes a day. enjoy, and practice it daily – like a our immune response. The opposite Davidson did brain studies before workout for the vagus nerve. These state, parasympathetic arousal, oc- and after the mindfulness program. methods include everything from curs when we're relaxed. Biologically Before, most people’s emotional set simply remembering to count slowly and neurologically this is the mode of point was tipped to the right, indi- to ten when you are starting to get restoration and recovery, and it is asso- cating they were hassled. After eight ticked off at someone, to systematic ciated with left prefrontal arousal. weeks of mindfulness, they had begun muscle relaxation, to meditation. If you want to cultivate great- to tip back to the left. And their own Sometimes when I talk about er strength of activity in the left reports made clear that with this shift meditation – a topic I’ve been writing prefrontal areas that generate positive toward the more positive zone of emo- about for decades – I’m asked if we emotions, you can try a few strategies. tions their enthusiasm, energy, and joy might get the same effects through One is to take regular time off from a in their work surfaced. psychopharmacology. I prefer to use hectic, hassled routine to rest and re- Mindfulness seems a good choice the mind to intervene in brain states; store. Schedule time to “do nothing”: for strengthening the dominance of it’s a natural way to manage our walk your dog, take a long shower, critical zones in the prefrontal cortex. brain. There are many kinds of medi- whatever allows you to let go of lean- Davidson tells me – this is good news tation, each using a different mental ing forward into the next thing in – that the biggest bang for your buck strategy: concentration, mindfulness, your on-the-go state. from mindfulness in terms of shifting and visualization, to name a few. Another is called mindfulness; the brain’s emotional set point comes Each meditation method has spe- Daniel Siegel has an elegant analysis at the beginning of the practice. You cific impacts on our mental states. of the brain areas this involves. In don’t have to wait for years to feel the For example, visualization activates the most popular form of mindful- improvement – though you probably centers in the spatial visual cortex, ness you cultivate an even-hovering need to continue practicing daily to while concentration involves the at- presence to your experience in the maintain the shift. tention circuitry in the prefrontal moment, an awareness that is non- Along with this shift toward a more cortex but not the visual area. A new judgmental and non-reactive to positive mood range comes another scientific field, “contemplative neuro- whatever thoughts or feelings arise in neural tool for managing stress: a fast- science,” has begun mapping exactly the mind. It’s a very effective method er recovery time. Traditionally people how meditation A versus meditation for decompressing and getting into a end their daily mindfulness session B engages the brain, which brain cen- relaxed and balanced state. with a period of loving thoughts to- ters it activates, and what the specific “Mindfulness-Based Stress Reduc- ward other people – the practice of benefits might be.■

74 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Book Excerpt from Search Inside Yourself by Chade-Meng Tan, published by Harper Collins, April 2012

Optimize Thyself The aim of developing emotional Search Inside Yourself is a NY Times bestseller and intelligence is to help you opti- the official guidebook of SIYLI. SIYLI is a nonprofit mize yourself and function at an organization that develops business leaders by even higher level than what you are offering trainings in emotional intelligence using mindfulness and science. SIYLI’s flagship program already capable of. Even if you are was developed at Google and SIYLI is now bringing already outstanding at what you do this course and its offerings to businesses worldwide. (which everybody in our class at Google is), sharpening and deepen- SIYLI lives at the cutting edge of mindfulness, science, and business. ing your emotional competencies We also care deeply about happiness in the workplace. Learn more at can give you an extra edge. We hope SIYLI.org. the training in these pages can help you go from good to great. When people come to a course such as ours us from emotional compulsion. We that the part of the brain associated that advertises itself as an “emotional create problems when we are com- with memory and spatial navigation, intelligence course,” most people pelled by emotions to act one way or the hippocampus, is bigger and more expect it to be a purely behavioral another, but if we become so skill- active in London cabbies than in the course. They expect to be told how ful with our emotions that we are no average person. More interestingly, to play nice, share candy, and not bite longer compelled, we can act in ratio- the longer someone has been driving their co-workers. nal ways that are best for ourselves a cab in London, the larger and more and everybody else. And we will play active her hippocampus.9 Cultivating Emotional nice, share candy, and not bite our One very important implication Intelligence co-workers. of neuroplasticity is that we can in- We decided on an entirely differ- Emotional intelligence is trainable, tentionally change our brains with ent approach, focusing primarily on even in adults. This claim is based on training. For example, research by my expanding the range and depth of a fairly new branch of science known friend and fellow Search Inside Your- people’s emotional abilities. We begin as “neuroplasticity.” The idea is that self teacher Philippe Goldin shows with the insight that emotional intel- what we think, do, and pay attention that after just sixteen sessions of cog- ligence is a collection of emotional to changes the structure and func- nitive- behavioral therapy (CBT), skills and, like all skills, emotional tion of our brains. A very interesting people with social anxiety disorder are skills are trainable. We created a example of this comes from drivers able to increase activity in the parts course to train those skills. We feel of traditional black cabs in London. of their brains associated with self- that if we develop skills, behavioral To get a license to drive that cab, regulation, linguistic processing, and issues automatically go away. For you need to navigate the twenty- five attention when working with their example, if a person acquires the thousand streets of London and all own negative self- beliefs.10 Think ability to skillfully manage his own its points of interest in your head. about it, if we can train our brains to anger, then all his behavioral issues This is a difficult test that can take overcome even serious emotional dis- involving anger are “automagically” two to four years of intense training orders, just imagine the possibility of solved. Emotional skillfulness frees to prepare for. Research has shown using it to greatly improve the qual-

“Stability is found in freedom — not in conformity and compliance. It is individual freedom that creates stable systems. It is differentness that enables us to thrive.” —Margaret Wheatley

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ly strengthened with practice, and Chade-Meng Tan once it becomes sufficiently strong, it Meng is Google’s Jolly Good Fellow (which nobody leads directly to the attentional calm- can deny). As one of Google’s earliest engineers, ness and clarity that forms the basis Meng helped build Google’s first mobile search of emotional intelligence. There is service and headed the team that monitored scientific evidence showing that im- Google’s search quality. After a successful proving our ability to regulate our eight-year stint in engineering and two years as attention can significantly impact GoogleEDU’s head of personal growth, he current how we respond to emotions. serves Google’s talent team. Meng’s job description is to “enlighten minds, open hearts and create world An interesting study by neuroimag- peace.” To learn more, go to www.siybook.com. ing researcher Julie Brefczynski-Lewis and colleagues revealed that when expert meditators (those with ten thousand or more hours of meditation ity of our emotional lives. That is the in how you want to react in that training) were subjected to nega- promise of the science and practices emotional situation (for example, tive sounds (for example, a woman described in these pages. choosing not to give the other driver screaming), they showed lesser ac- the bird, which may save you a lot of tivation in the part of the emotional Train Attention trouble because the other driver may brain called the amygdala compared How do we begin training emotional be an angry old man with golf clubs to novice meditators.13 Furthermore, intelligence? We begin by train- who turns out to be the father of the the more hours of meditation train- ing attention. This may seem a little woman you’re dating). ing the expert had, the lower the counterintuitive at first. I mean, what That ability depends again on hav- activation in the amygdala. This is does attention have to do with emo- ing a quality of attention that is clear fascinating because the amygdala has tional skills? The answer is that a and unwavering. To quote Viktor a privileged position in the brain—it strong, stable, and perceptive atten- Frankl, “Between stimulus and re- is our brain’s sentinel, constantly scan- tion that affords you calmness and sponse, there is a space. In that space ning everything we see for threats to clarity is the foundation upon which lies our freedom and our power to our survival. ■ emotional intelligence is built. For choose our response. In our response example, self-awareness depends on lies our growth and our happiness.” Footnotes 9. Katherine Woollett, Hugo J. Spiers, Eleanor A. being able to see ourselves objec- What a mind of calmness and clar- Maguire, “Talent in the Taxi: A Model System for tively, and that requires the ability to ity does is to increase that space for Exploring Expertise,” Philosophical Transactions of the Royal Society 364, no. 1522 (2009): 1407– examine our thoughts and emotions us. The way to train this quality of 1416. There is also a BBC News article, available from a third- person perspective, not attention is something known as at: http://siybook.com/a/taxibrain. getting swept up in the emotion, not “mindfulness meditation.” Mindful- 10. Unpublished data. Philippe Goldin, Ph.D. ”Cognitive reappraisal of emotion after Cog- identifying with it, but just seeing it ness is defined by Jon Kabat- Zinn as nitive- Behavioral Therapy for Social anxiety clearly and objectively. This requires “paying attention in a particular way: disorder.” Presented at the annual conference of the Association of Behavioral and Cognitive a stable and clear, nonjudging atten- on purpose, in the present moment, Therapy November 2008. tion. Another example shows how and non-judgmentally.”11 The famous 11. Jon Kabat- Zinn, Wherever You Go, There You attention relates to self- regulation. Vietnamese Zen master Thich Nhat Are: Mindfulness Meditation in Everyday Life (New York: Hyperion, 1994). There is an ability called “response Hanh defined mindfulness very poet- 12. Thich Nhat Hanh, The Miracle of Mindfulness: flexibility,” which is a fancy name for ically as “keeping one’s consciousness An Introduction to the Practice of Meditation 12 (Boston: Beacon Press, 1999). the ability to pause before you act. alive to the present reality,” which I 13. J. A.Brefczynski- Lewis, et al., “Neural Correlates You experience a strong emotional really like, but I found Jon’s definition of Attentional Expertise in Long- Term Medita- stimulus, but instead of reacting easier to explain to the engineers, tion Practitioners,” Proceedings of the National Academy of Sciences of the United States of immediately as you normally would and I like the engineers. Mindfulness America 104, no. 27 (2007): 11483–11488. (for example, giving the other driver is a quality of mind that we all expe- the bird), you pause for a split sec- rience and enjoy from time to time, ond, and that pause gives you choice but it is something that can be great-

76 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Leading with Authenticity and Presence by Susan Skjei, MS, MA

When you meet a person who has ence in which the individual has acknowledg- inner authentic presence, you find access to the profundity of basic ing that one he has an overwhelming genuine- goodness as well as appreciation is thinking, ness, which might be somewhat of his or her own uniqueness. The and letting frightening because it is so true and Tibetan term for this awakened go of specific honest and real. You experience a presence is wangthang, translated thoughts, peace sense of command radiating from as “authentic presence” or “field can naturally arise. According to the person of inner authentic pres- of power.” Although authentic Trungpa, “It doesn’t really mat- ence. Although that person might be presence is inherent, discipline ter what thoughts you have in the a garbage collector or a taxi driver, and rigor are needed in order to practice of meditation, whether you still he or she has an uplifted quality, access it. According to Trunpga, have monstrous thoughts, or be- which magnetizes you and com- “The cause of authentic presence nevolent thoughts, all of them are mands your attention. is the merit you accumulate and regarded purely as thinking. They These words from Chogyam the effect is the authentic presence are neither virtuous nor sinful.” Trungpa, paint a powerful and itself.” The second meditation discipline intriguing picture of an essential Merit or virtue comes from emp- is called vipassana or clear seeing. quality of leadership that often goes tying out and letting go—the ability It is not enough to have stability unacknowledged but is desperately to empathize and exchange oneself of mind. One must also cultivate needed during this time of social, with the suffering and aspirations clarity and the ability to see the economic and environmental tur- of others. It is a result of gradual interaction of cause and effect that bulence. development as well as instanta- can result in insight. The medita- The primary practice Chogyam neously letting go of the habitual tion technique involves opening up Trungpa taught for discovering mind. to the environment or “space” and basic goodness was meditation. Although these qualities of noticing what happens when the However, he considered all of life’s authenticity are familiar to us, practitioner attempts to rest his or challenges to be opportunities to Trungpa said, most people only her mind in this. Trungpa also em- practice and incorporated the vari- experience them in glimpses. In phasized the value of meditation ous elements of everyday life into order to sustain the glimpse, there for learning to synchronize one’s rituals for waking up. He empha- is a need for discipline. This can be body and mind. sized the importance of decorum accomplished through the practice This method of synchronizing in everyday life, including how one of meditation. There are two medi- your mind and body is train- eats, wears one’s clothes, and speaks tation methods that can assist with ing you to be very simple and to to others. All of these practices were the journey toward authenticity. feel that you are not special, but intended to invoke the openness, The first is called shamatha, which ordinary, extra-ordinary. You sit fearlessness, and tenderness that in Sanskrit means “development of simply, as a warrior, and out of is the hallmark of the Shambhala peace.” First the practitioner must that, a sense of individual dignity warrior. The path of warriorship be able to simplify external stimuli, arises. You are sitting on the earth provides an inspiring and uplifting and thorough a simple technique, and you realize that this earth de- journey toward greater wholeness such as following the breath as it serves you and you deserve this and authenticity. goes in and out of the body, bring earth. You are there—fully, per- his or her awareness into the pres- sonally, genuinely. So meditation Discovering Authenticity ent moment. The goal is not to try practice in the Shambhala tradi- The definition of authenticity to think happy or pleasant thoughts tion is designed to educate people within the Shambhala tradition or to think about peacefulness, to be honest and genuine, true to refers to a state of awakened pres- per se, but through the process of themselves.

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ROUSING UNCONDITIONAL additional training to help them re- all other beings have to open up, be CONFIDENCE spond more appropriately in the wakeful and be kind, you don’t right There are many aspects to the Shamb- future. This is certainly helpful, but away discover courage, but you dis- hala teachings, but perhaps the one it doesn’t address the inner experi- cover tender vulnerability." that is most important for leader- ence of the leader and how awareness The antidote to fear is not a brittle ship development has to do with how impacts not only what the leader confidence born of certainty, but the to rouse unconditional confidence, sees, but how he or she responds to vulnerability of an open heart. Thus regardless of external circumstances. the situation. As Bill O’Reilly, CEO the Shambhala path emphasizes the This is called raising lungta or “wind- of Hannover Insurance said, “The importance of gentleness and vul- horse.” It involves tuning in to one’s success of an intervention is deter- nerability as well as fearlessness and body, emotions, and mental state, mined by the internal condition of confidence. The authentic leader fully acknowledging and synchroniz- the intervener.” When a leader faces balances these two qualities with dis- ing them, and then letting go. In this an emerging, complex challenge that cernment and intelligence. ■ way, a leader can learn to access the is different from anything that has energy, or wind, of a situation and happened before, he or she must engage with it powerfully, as if rid- innovate on the spot. These mo- ing a horse. By practicing this in a ments require the leader to access a variety of ways, in both formal and deeper level of authenticity, coher- informal settings, it is possible for the ence, resourcefulness, and presence leader to develop strength and pres- to respond appropriately (or at all). It ence, or “merit” as it is known in this might be said that authentic moments tradition. are those when we are most at home with ourselves or at one with our- LEADERSHIP PRESENCE selves. However, leaders cannot take The importance of courage and these moments for granted. In order leadership presence in the midst to understand authentic moments of difficult situations has been more fully, a deeper exploration of Susan Skjei is a management well documented in the leader- leaders’ lived experience is need- consultant specializing in orga- ship literature. Warren Bennis and ed. This is what Chogyam Trungpa nizational change, coaching, and leadership development. Formerly Robert Thomas have said that good offered the world through his teach- a vice-president and chief learning leadership is about making sound ings on authentic presence—both an offcer in the high-tech industry, judgments when confronted with understanding of authenticity and a she designs and facilitates par- crucible moments. Bill George, pathway for cultivating it. ticipative approaches to strategic former CEO of Medtronics, used planning and organizational trans- the same term and emphasized the WORKING WITH FEAR formation. Susan also teaches importance of moments of truth for The biggest obstacle to authentic meditation workshops for leaders authentic leaders. Similarly, Joseph presence is fear. Leaders cannot in the United States, Canada, and Badaracco described moments of eliminate fear, but must get to know Europe. She is currently a PhD courage or defining moments. All their fear intimately in order to know candidate in the School of Human of these refer to the turning points at how to work with it. Bravery is not and Organization Development which a leader faces a challenge and the absence of fear but the ability to at Fielding Graduate University. then responds with the sum total of take wise action in spite of the fear. Susan is a founding board member of the ALIA Institute and has been whoever he or she is at the time with Pema Chodron, a Western student a Summer Institute module leader, whatever level of training and expe- of Trungpa’s who became a monas- coach, and meditation presenter. rience he or she has at that moment. tic, wrote, "To the degree you face She is also the founding director of Many leadership experts have yourself and face your fear, you know the Authentic Leadership Certif- sought to analyze and evaluate the what it triggers in you and all of the cate Program at Naropa University actions leaders take in these critical ways you try to run away from it, in Boulder, Colorado. moments in order to recommend and trust the potential that you and

78 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Life Outside the Bubble by Susan Szpakowski, Executive Director, Authentic Leadership in Action (ALIA) Institute

It is no coincidence that when our lives are fragmented, our organizations and the larger social and natural systems of which they are a part suffer. The problem is that we stop paying attention. More to the point, we forget what to pay attention to. –Peter Senge

s we try to manage increasing ferently. The part of the brain that Accessing more of the brain’s Awork loads, information loads, performs complex problem-solv- functions is also a key to generating and stress loads, there is always the ing, the prefrontal cortex, uses large insight. According recent research, tantalizing thought that if we could amounts of energy and literally gets people who are particularly adept just catch up, if conditions would tired from prolonged use. In Your at generating insight have learned just shift this way or that way, we will Brain at Work, David Rock talks how to switch to alternative modes arrive at a breakthrough. We will about some of the simple things we of thinking, so that some of the harness all that complexity, all that can do to manage our work rhythms background, intuitive functions can knowledge and energy and possibil- so that we don’t overload this re- make new connections among in- ity. We will ride the complexity. And gion of our brain. Some of these coming data. so we move a little faster, stretch a lit- we probably already do intuitively, These glimpses into the work- tle further, make more connections, such as prioritizing at the beginning ings and limitations of our brain cover more bases. This might seem of the day when we are still fresh, lead to the conclusion that the like high performance. But when using diagrams and stories to hold mind’s capacity to be self-aware is a competitor or a shift in the envi- complex information, getting aero- key to becoming more effective in ronment or our own overstretched bic exercise which oxygenates the the workplace, particularly in com- capacity takes the wind out of our brain, externalizing information on plex environments. This capacity is sails, we suddenly discover how vul- flipcharts and notepads so that we called mindfulness. nerable we have become. We have don’t have to hold it all in memory, According to Rock, “Originally depleted our reserves. and allowing the thinking brain to an ancient Buddhist concept, mind- Attention is one of our most return to a resting state at various fulness is used by scientists today valuable resources, and yet points during the day. to define the experience of paying strangely we seldom pay attention Rock notes that the brain has close attention, to the present, in an to how we pay attention, unless we other limitations, such as the capacity open and accepting way. It’s the idea happen to be a meditator or a neu- to perform multiple conscious tasks of living ‘in the present,’ of being roscientist. These two perspectives at once. The prefrontal cortex can aware of experience as it occurs in are now beginning to “meet in the only do one thing at a time. The term real time, and accepting what you middle,” as Western meditators continuous partial attention refers to see....To neuroscientists, mindful- mature in their understanding, the common illusion of multitask- ness has little to do with spirituality, and scientists expand their knowl- ing, which actually involves rapidly religion, or any particular type of edge of how the brain works. This switching attention between tasks— meditation. It’s a trait that everyone new knowledge has important an inefficient use of brain energy that has to some degree, which can be application in the fields of man- leads to mental exhaustion. The only developed in many ways.... Mindful- agement and leadership. way to successfully multitask without ness also turns out to be important For example, scientists can now draining energy and splitting focus for workplace effectiveness. When explain why the brain gets over- is to combine automatic functions, you listen to a hunch that you need loaded at work, and how we can which are taken on by other parts of to stop emailing and think about manage or avoid this overload by the brain, with those requiring con- how to plan your day better, you’re using our attention resources dif- scious engagement. being mindful. When you notice

www.mobiusleadership.com | Mobius Executive Leadership 79 MINDFULNESS & LEADERSHIP SECTION that you need to focus so you don’t A traditional Buddhist metaphor pending on the source of attention get lost driving to a meeting, you’re for our usual thinking mind is that and awareness we operate from, we being mindful.” of a monkey trapped inside a house. effect and facilitate different social Recent neuroscience research has The monkey keeps running from dynamics and patterns. ‘I attend further confirmed what meditators window to window, which represent this way — therefore things emerge have known for millennia: that there the senses. Obviously the monkey that w ay.’” are two fundamentally different ways doesn’t have a very complete or inte- In other words, the result we get of interacting with the environment. grated view of the world outside. Nor depends on the type of attention, or One is centered in a self-referential is there a lot of freedom in the mon- awareness, we are employing. This process (“ego” or “me” or “personal- key’s world. is the radical thesis at the heart of ity”), which neuroscience Buddhism and Theory U, calls the “narrative circuit”— “Depending on the source of attention and and which is increasingly it is the brain circuitry and awareness we operating from, we effect supported by neuroscience. information storehouse that and facilitate different social dynamics Mindfulness is a leader- holds together a personal and patterns. ‘I attend this way— ship practice that we can narrative based on past ex- therefore things emerge that way.’ ” do over and over, every perience, which then acts day. The more we do it, the as a filter and interpreter –Otto Scharmer more likely we will recon- for what is happening in the nect with mindfulness in present. The other is called “direct MIT researcher Otto Scharmer the midst of chaos, pressure, and experience” by both scientists and also describes the limited, narra- conflict—in other words, at the meditators. In this case, several dif- tive mind as being enclosed in a times when we most need to be ferent brain regions become more “me” bubble, which could also be present and when we are most like- active and you are able to experience “my organization.” Scharmer de- ly to have defaulted into a habitual sensory information in real time. You scribes a movement of attention pattern of response. Moreover, we are not just overlaying the experienc- from the middle to the edge of the will be cultivating the capacity to es of the past onto the situation of the boundary, where you begin to look be fully present to the richness and present. outward from the periphery of your depth of our lives. ■ Mindfulness not only allows you boundaries; and then a movement to notice the difference between to outside the boundary, where it Susan Szpakowski is these two modes, but also gives is possible to see directly what is Executive Director of the Authentic you the choice of which circuitry outside. Finally, he describes pres- Leadership in Action (ALIA) Institute, to be using. Further, the more you ence as an orientation that comes which integrates mindfulness into switch over to direct experience, the from the space, or the “field,” itself. leadership development. “thicker” and stronger this circuitry Scharmer then concludes, “De- becomes. Now stepping outside the frame- work of neuroscience and into our Susan Szpakowski is a founding member of the everyday experience, we can also say ALIA Institute and is currently its executive director. She is author of ALIA’s Little Book of Practice, that direct experience heals fragmen- which chronicles key principles, stories, and tation. We get out of our “head” and practices from ALIA’s first ten years. Susan has into the mind-body system that is a lifelong interest in learning and education that already connected to the larger ener- engages all aspects of the human journey. She getic system of the environment. We has been a one-room school teacher, editor for the reconnect with a wholeness that has Naropa Institute (now University), and curriculum been in the background. We draw developer for the Nova Scotia Departments from a larger energetic field, and we of Health and Education. She has also been actively engaged in become more attuned to the subtle developing ALIA’s model of leadership education. signals within and around us.

80 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Mindful Leadership: Discovering Wisdom Beyond Certainty by Susan Szpakowski verywhere we hear the drum- diction to anything, when the According to the Western Bud- Ebeat of change. Organizations craving for certainty is met, there dhist definition, ego is the process of and communities must become is a sensation of reward.... When fabricating certainty. A sophisticated, more innovative, resilient, adaptive. you can’t predict the outcome of moment-to-moment process freezes, As leaders we are increasingly called a situation, an alert goes to the judges, anticipates, and assumes what to reinvent our strategies, compa- brain to pay more attention. An is going on, driven by an unconscious nies, even entire social systems, while overall away response occurs. anxiety that something is missing, inspiring others to do the same. (pp. 121-122) something needs to be secured. But We are also called to reinvent our- Thus the tendency to move to- reality can’t be secured; ego’s mission selves—to let go of familiar habits, wards certainty, or to fabricate it when can never be accomplished. Thus, stretch in new ways, rise to meet ac- it isn’t there, is one of the brain’s pri- ego’s process is the source of misun- celerating challenges. But even the mary impulses. derstandings from the most trivial to most adventurous and risk-loving Anyone who has studied Bud- the most profound and is at the root among us have our limits. Too much dhism will recognize parallels of a pervasive sense of dissatisfaction. uncertainty and our survival mecha- between these conclusions and the While this process is ongoing, any nism kicks in and we are at the mercy traditional Buddhist understanding indication of threat sends it into high of fight-or-flight impulses. of how the mind works. In both cases, gear, producing elaborate self-justi- Both change and resistance to insights into our default responses fications, fantasies, and fears. Trying change are facts of life. Any living can offer much-needed guidance to suppress, rationalize, or override system is constantly balancing these for today’s leaders. For these leaders ego’s process just adds to the struggle. two imperatives. As we lead through must learn how to linger in a state According to Buddhism, the primary situations of high complexity and of not-knowing, facing the anxiety antidote is to relax the momentum heightened uncertainty, how do we that arises, rather than holding on to by establishing a different kind of manage the deep-seated resistance, comforting certainties that are ulti- ground, one that is not ego-based, fear, and impulse towards retrench- mately blinding and deceptive through the practice of mindfulness. ment that inevitably follow? While many leaders practice for- Ego’s craft mal mindfulness meditation as an Default Much of my own understanding of ongoing support for their work, not It is not as if we can dismiss this resis- Buddhism comes from my years everyone is motivated to adopt such tance lightly. It seems that our brains studying with the Tibetan teacher a practice. However, anyone can apply are programmed to continually create Chögyam Trungpa, who arrived in the foundational principles of medita- as much certainty as possible. In his North America in 1970 as a young tion to their everyday leadership. book Your Brain at Work, David Rock but already accomplished meditation (2009) cites evidence from neurosci- master intensely committed to making Grounding ence that this impulse exists even at a genuine link between Western cul- One of Trungpa’s early teachings the level of perception: ture and the wisdom tradition he had was on the Four Foundations of You don’t just hear; you hear and inherited. He shed his monastic robes Mindfulness, a traditional Buddhist predict what should come next. and became immersed in the language, instruction on how to meditate. You don’t just see; you predict idiom, and questing minds of his new Trungpa (1991) described the first what you should be seeing mo- Western students. As a teacher he was foundation, mindfulness of body, as ment to moment.... The brain delightful—inquisitive, magnetic, wise, “connected with the need for a sense likes to know what is going on by playful. This was my first and most of being, a sense of groundedness” (p. recognizing patterns in the world. powerful encounter with a leader oper- 28). Bringing one’s attention to the It likes to feel certain. Like an ad- ating from a place beyond ego. physical sensations of the body creates

www.mobiusleadership.com | Mobius Executive Leadership 81 MINDFULNESS & LEADERSHIP SECTION a simple, dependable reference point more explicitly. Mindfulness of life otherwise unconscious, so that you that side-steps ego’s tendency to create involves recognizing and releasing the can catch these experiences occur- false ground by churning out reactive tightness, struggle, and distraction that ring in real time. (pp. 195-196) thoughts and emotions, which deplete characterize obsessive thinking. When Rock defines the “director” as the focus and energy. In sitting meditation, we find ourselves preoccupied, we let aspect of attention that is self-aware, the posture of straight back, relaxed go and come back to the body, the out- that notices an impulse and can choose front, shapes one’s mind in a way that breath, the present moment. Trungpa to let it go in the moment of recogni- is stable, open, and available. describes this process as “touch and tion. He explicitly links this function to The psychosomatic body is sitting, go.” Rather than dismissing, suppress- mindfulness. Rock’s five domains also so your thoughts have a flat bottom. ing, or judging, we simply “touch” resonate with Buddhist descriptions Mindfulness of body is connected with the thought, as well as the energy and of ego’s concerns: to be recognized, to the earth. It is an openness that has a impulse behind it, and then we “go,” be certain, to be in control, to gain ap- base, a foundation. A quality of ex- let go, into the next moment. We don’t proval, and to be reassured that one is pansive awareness develops through feed the momentum with more atten- getting a fair deal. When any of these mindfulness of body—a sense of being tion and energy. is challenged or denied, ego goes into settled and of therefore being able to af- Touch that presence of life being hyper-drive, reinforcing its defenses ford to open out. (Trungpa, 1991, p. 31) lived, then go. You do not have to out of fear of losing ground. Mindfulness of body can be prac- ignore it. “Go” does not mean that Shortly after reading Rock’s book ticed in any context, at any time of the you have to turn your back on the and contemplating his categories, I day. At our desk, we can set a time to experience and shut yourself off had an excellent opportunity to apply take a break, sit straight, and let the from it; it means just to be in it the touch-and-go practice of mind- mind rest, anchored by a general sense without further analysis and with- fulness of life. I was about to board a of body awareness. When we find our- out further reinforcement. plane with my son when I received an selves distracted, we simply return to (Trungpa, 1991, p. 36) email that literally stopped me cold. the experience of body. We can also cue When touch-and-go is an ongoing Someone I had invited into a new proj- ourselves to come back to mindfulness practice, we become intimately famil- ect had become offended. He referred with a physical gesture or activity we do iar with the particular ways we try to to a conversation he’d had with a mu- regularly, such as answering the phone manage uncertainty, because we have tual friend but didn’t provide details. or walking across the office. The activ- “touched” them with mindfulness He mentioned withdrawing funding ity itself—the sensation of one’s hand many times. This familiarity makes support for another unrelated project. on the receiver or feet on the floor—be- recognition easier. I quickly responded, expressing genu- comes a reminder to tune in to the body. Other frameworks can serve the ine confusion and suggesting we talk. A regular physical activity such as same purpose. In Your Brain at Work, Then I got on the plane. running, sports, dance, yoga, Aikido, David Rock (2009) reflects: During the flight the anxiety trig- or taking a lunchtime walk also helps I noticed a surprising pattern while gered by the email kept breaking us stay grounded and increases the putting this book together. I saw through conversations with my son. likelihood that we will come back to that there are five domains of social The initial shock was now producing mindfulness of body many times dur- experience that your brain treats wave after wave of speculation. If ing the day. the same as survival issues. These this person turned against me, the All these ways of paying attention domains form a model, which I call repercussions would be far-reaching. to body can help provide a base that the SCARF model, which stands for The project, which I knew was am- increases our chances of being able to Status, Certainty, Autonomy, Re- bitious and risky, would backfire. I “open out” our attention and be expan- latedness, and Fairness. The model would fail, be humiliated, shunned. sive and accommodating without being describes the interpersonal primary Why did I always go out on a limb overwhelmed or triggered by anxiety. rewards or threats that are impor- like this? Why didn’t I know better? tant to the brain. Getting to know Why had I trusted this person in the Recognizing and releasing these five elements strengthens your first place? How could he do this? As The second foundation, mindfulness of director. It’s a way of developing lan- each line of thinking rose to a cre- life, addresses the survival impulse even guage for experiences that may be scendo, I would suddenly recognize

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the pattern and apply the label…. pattern as well as the possibility of re- Mindfulness of effort involves in- Oh, right. Status. Relatedness. Fair- sponding a different way. We are able tentionally creating conditions—a ness. And I could see the underlying to choose. And every time we choose culture of awareness—rather than fears begin to freeze into a solidified a more generous, considered response, simply driving down a linear path to- position: righteousness, self-doubt, that neural pathway, that mental habit, wards a goal. It also involves courage, closing the door on the other. With that relationship with the other, is because even though our preoccupa- each recognition, I would “touch” strengthened and our leadership grows tions and struggles are distracting these thoughts and emotions with a little larger and a little stronger. and get us into trouble, at least they mindfulness, recognize them, then are familiar. Applying mindfulness of “go”—return to the simplicity of sit- Willing to be here effort takes away our security blan- ting in the seat, in the present, on the The third foundation ismindfulness ket. We have to be willing to let go of plane, with my son. of effort. Preconceptions about medi- ego’s false ground. Over the following days, efforts to tation-in-action often conjure images reassure myself that this message was of someone moving slowly, deliber- Simplicity simply a mistake, soon to be cleared ately, dutifully through their day. In Trungpa (1991) describes the fourth up, became less convincing during this case, mindfulness is much less foundation, mindfulness of mind, as the notable silence that ensued. I somber and self-conscious than that. “intelligent alertness,” “aroused intel- even woke up one morning dreaming It is more like an attitude or an atmo- ligence,” and as “being with your that I was telling my colleagues I had sphere. In the midst of whatever we mind.” This foundation highlights failed them. Touch-and-go was not a are doing we “come back” because we the precise simplicity of mindful- quick fix but something that I needed have made an intention to be mindful ness. Fundamentally, we can only be to keep applying while the impulse and because mindfulness is a natu- in one place at a time. We are either continued to play itself out. ral aspect of mind, always available. present to what is happening or we Obviously the email had hit a nerve, Trungpa (1991) describes it this way: miss it. This realization comes with a or multiple nerves, connected to my There is just suddenly a general healthy dose of humility: survival imperative. Recognizing this sense that something is happening We think we are great, broadly sig- helped prevent me from solidifying here and now, and we are brought nificant, and that we cover a whole a conclusion, an emotional stance, back. Abruptly, immediately, large area. We see ourselves as hav- complete with elaborate justifications, without a name, without the ap- ing a history and a future, and here which would be difficult to undo and plication of any kind of concept, we are in our big-deal present. But which would probably only exacer- we have a quick glimpse of chang- if we look at ourselves clearly in this bate the problem. I was able to avoid ing the tone. That is the core of very moment, we see we are just feeding my deep-seated insecurities. the mindfulness-of-effort practice. grains of sand—just little people By the time I returned from my trip I (pp. 38-39) concerned only with this little dot was able to have the needed conversa- There is effort involved, but it may which is called nowness. We can tion from a place that was grounded not be the kind we are used to. It is only operate on one dot at a time, and sympathetic both to myself and to more like tuning in. We are willing and mindfulness of mind approach- the perspectives of the other person. I to be mindful. We understand the es our experience in that way. was ready to voice my concerns while value of mindfulness and we have an (Trungpa, 1991, p. 53) keeping the door open. I could hear the intention to keep coming back. Like Even mindfulness can be another other person recognize his own sense transformational leadership itself, way of fragmenting our attention. of threatened certainty, triggered by we neither control so tightly that we We split ourselves into watcher and unrelated events, which had led to the squeeze the life out of ourselves and doer. In reality, there is always just misunderstanding. The crisis was over, others; nor do we abandon ourselves one thing going on, a “one-shot deal.” and we were ready to move forward. and our projects to whatever habitual Multi-tasking is therefore a sleight- Mindfulness of life is a very per- impulse comes our way. Both ex- of-hand, an illusion: sonal practice. Every time we are able tremes become reminders to return It is easy to imagine that two to catch ourselves being triggered, we to a middle path: alert and relaxed; things are happening at once, have a glimpse of our own survival not too tight, not too loose. because our journey back and

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forth between the two may be simply a path of becoming more fully I have experienced most vividly in very speedy. But even then we are human. Mindfulness relates directly my encounters with great Buddhist doing only one thing at a time. with the ongoing, universal fear of teachers such as Chögyam Trungpa. We are jumping back and forth, uncertainty, which, if left unchecked, Simply through their presence, these rather than being in two places at distorts perception, freezes intel- teachers provide a contrast to ego’s once, which is impossible. ligence and learning, and leads to small strugglings and a glimpse of a (Trungpa, 1991, p. 46) spiraling interpretation, emotion, more enlightened way of being. From a practical point of view, and reaction. As leaders, we can Although Trungpa died in 1987, maintaining the illusion of being in observe all these tendencies in our- his vision of a secular enlightened more than one place at once drains selves, and we can readily see how society sustained through personal mental energy and is counterproduc- these tendencies become amplified and collective practices continues to tive. Switching back to a neuroscience in our organizations and societies. inform a multitude of initiatives in lens, research tells us that rapidly shift- In these times of great change, the the arts, business, health, and edu- ing back and forth between cognitive need for alternative ways to manage cation. In every case, the premise is tasks results in plummeting capacity uncertainty is critical. the same: When we harness the im- and rising levels of error. The only way Most, if not all, practices and pulses of ego, we free up creativity to maintain performance is to transfer methodologies of transformational and intelligence. Our institutions and all tasks but one to parts of the brain leadership contain elements that we communities become more alive and that can function on autopilot. So, can recognize in the four foundations resilient. We are able to fully inhabit a for example, we can drive a car while of mindfulness. As leaders, we intui- world that is already transformation- working on a solution to a problem. tively know that we need to establish al. We find ourselves present for that But even this can be a poor use of enough ground, enough trust and one-shot, straight-up reality from mental energy. We arrive at our desti- continuity, for people to be able to ex- which there is no escape. ■ nation slightly spaced out, because our plore and embrace change, and to step prefrontal cortex, which is an intensive into a shared reality that is larger and Susan Szpakowski is Executive energy consumer, is already tired, and more dynamic than the territoriality Director of the Authentic because body and mind (or different and impulses of ego. We need ways of Leadership in Action (ALIA) parts of our brain) are out of sync. uncoupling the seemingly solid links Institute, which convenes thought leaders and offers programming Our body-mind system is our per- between the momentum of the past in the field of transformational sonal leadership instrument, capable of and the possibility of the present, and leadership and systems change. sensing, attending, knowing, learning, between assumption and reality, so that ALIA programs include both formal and acting with sensitivity and accura- true innovation is possible. And we mindfulness and meditation-in- cy. This instrument functions at its best need structures, traditions, and ritu- action. Susan also is author of when it is not hijacked by the impulses als that sustain and continually refresh ALIA's Little Book of Practice and of ego. As leaders, we are more resil- our efforts, without becoming overly editor of Speaking of Silence: ient, compassionate, and intelligent rigid and burdensome. And finally, a Christians and Buddhists in when we are grounded in mindful- culture of nowness arises when we are Dialogue. For more information, ness of body; when we “touch and go” present in a simple way, whether in a see www.aliainstitute.org. in response to habitual tendencies and circle check-in or while silently holding reactive impulses; when we maintain an open question in a planning retreat. an alert, relaxed self-awareness; and Nowness is the incubator of transfor- References when we tune in to the simplicity and mation—of meaning, insight, courage, Rock, D. (2009). Your brain at work: potency of nowness. commitment, and synchronicity. Strategies for overcoming distraction, Perhaps what is less evident in ei- regaining focus, and working smarter Mindfulness and ther the mindfulness or neuroscience all day long. New York, NY: Harper, Transformation literature is the great bank of wis- pp. 121–122, 195-196. Mindfulness is an age-old prac- dom and compassion that becomes Trungpa. (1991). The heart of the Bud- tice that can be used in support of a available when ego’s impulses have dha. Boston, MA: Shambhala, pp. 28, spiritual path, a leadership path, or been harnessed. This is the potential 31, 36, 38-39, 46, 53.

84 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Making the Mindful Leader: Cultivating Skills for Facing Adaptive Challenges by Jeremy Hunter, PhD, Peter F. Drucker School of Management and Michael Chaskalson, MA Mindfulness Works Ltd. and School of Psychology, Bangor University

If you know others and you know yourself, you will not be imperilled in hundred battles, We should base our decisions on awareness rather than on mechanical habit. That is, we if you do not know others but you know yourself, act on a keen appreciation for the essential fac- you will win one and lose one, tors that make each situation unique instead of if you do not know others and do not know yourself, from conditioned response. you will be imperilled in every single battle. Warfighting: The U.S. Marine Corps Sun Tzu, The Art of War Book of Strategy

Introduction no clear pathways on which to navi- example, a skilled surgeon under- Human civilization has always faced gate. As a result, there are enormous stands the process of transplanting the challenge of adapting to change. stresses on individuals, institutions a kidney and a practiced marksman Changes in market, shifting political and organisations who are called can reliably strike a target. alliances, financial collapses, uncer- upon to meet, and effectively adjust Adaptive challenges, on the other tain energy sources, and natural to, increasingly discordant, unpre- hand, differ from technical ones disasters have always been part of dictable and extreme events. because both the problem and the the landscape that people have had How we make sense of change solution may not be recognized and to wrestle with. However, at this influences how successful we are in understood within current sche- point in history, it appears that the responding to it and a key purpose mas. Adaptive challenges call upon intensity and demands of change of leadership is to facilitate respons- leaders to grow toward more sophis- are particularly complex and severe. es to problems positively, ethically ticated ways of seeing and thinking, Globalization creates new markets and in a way that strengthens society acting and relating. and wealth but also competition (Heifetz, 1994). It is our contention Take for example an adaptive and dislocation. Natural disasters in that mindfulness training is a pow- challenge of a previous era: cholera Thailand impact tightly interwoven erful and effective means of helping outbreaks in 19th century London supply chains and debilitate manu- leaders meet the adaptive challenges were thought to be caused by “mi- facturing in Ohio. Information of the current age. asma in the atmosphere” according technologies speed up the tempo to the received wisdom of the day of nearly everything making the Adaptive Leadership (Summers, 1989). However, the pace of life relentless. Nearly every Heifetz distinguishes two classes of close observation of Dr John Snow aspect of modern life – ecology and challenge that leaders are likely to suggested revealed the onset of economics, commerce and finance, face: technical problems and adaptive disease was marked by intestinal politics and government, science ones (Heifetz, 1994). The distinctions disturbances that pointed not to and education – faces tectonic, dis- between these two types can help to poisoned fog but to a tainted water ruptive and destabilizing change identify potential tools for facing supply. His observation transformed (Kelly, 2005; Toffler & Toffler, them. Technical problems may be the understanding of the problem in 2006; Brown, 2011). Leaders across complex and difficult but they can be a way that would eventually lead to domains express a common refrain addressed with existing ways of per- a cure and give rise to the adaptive of being in “uncharted waters” where ceiving and understanding; they are creation of public health services. old models, routines and assump- known problems with known solu- In other examples, problems tions are called into question with tions based on past experience. For may be well understood but solving

www.mobiusleadership.com | Mobius Executive Leadership 85 MINDFULNESS & LEADERSHIP SECTION them may require a shift in perceiv- the pattern no longer fits a chang- decreased (Pearce & Conger, 2002). ing possibilities and relationships. ing condition. Many of the complex In such situations, authority becomes The leaders of a large desert metrop- challenges leaders face exceeds their more informal and connective – rely- olis, for example, may understand ability to perceive, understand and ing on a leader’s skill to connect with, that their city relies on an uncertain adapt to them with their current persuade and motivate others to act water supply. Historically, they are schemas (Kegan & Lahey, 2010). in ways that may be uncomfortable, predisposed to building centralized Leaders are often, to paraphrase the or to give up limited resources, or to large-scale engineering works to words of developmental psychologist go against their own short term inter- transport water from faraway sourc- Robert Kegan, “in over their heads” ests (Lipman-Blumen, 2000; Heifetz es. A significant perceptual shift is (Kegan, 1998). When leaders apply & Linsky, 2002). To skilfully navigate needed to recognize the millions of an old map to a new problem, they these conditions leadership capaci- gallons of existing wastewater runoff find themselves stuck, stressed, and ties and skills based in high levels of as a potential resource that could be frustrated at their lack of progress. cognitive and emotional nuance are locally collected through a decentral- Adaptive challenges are especially called for. Adaptive leaders need to ized community effort and recycled difficult. They call into question exist- cultivate the skills of managing them- without the expense of moving water ing roles, orders and hierarchies. As a selves if they are to skilfully work with across vast distances. That adaptation result, they are often stressful. Stress others to meet the challenge of adap- requires that they learn to relate to reactions are instinctive, automatic tive problems (Drucker, 2011; Hunter the public not just as passive custom- survival mechanisms that mobilize & Scherer, 2009). ers but rather as partners in creating energy to adapt to a potential threat To be effective in meeting adap- the solution. (Greenberg, Carr, & Summers, 2002). tive challenges a leader must be able Finally, adaptive challenges also However, if poorly managed or un- to consciously step out of habitual arise where both the problem and the managed altogether leaders can be reactions and engage with a shifting solution may not be well understood. expected to experience a range of neg- reality in new and more sophisti- The current debate on climate change ative affect and cognitive impairments cated ways (Wilson, 2004; Drucker, typifies this sort of problem. Parti- that can leave them disoriented, dis- 2001; Kegan & Lahey, 2010). Leaders sans fall into conflict over the cause of connected, fearful, and frustrated must learn to cultivate and transform weather changes and what would con- (Boyatzis & McKee, 2005; Goleman, themselves. This self-development stitute an effective response. In both 1996). Yet, leaders need to demon- results in enhanced internal ca- cases, adaptive challenges cannot rely strate that they are calm, in control pacities such as deeper intellectual on previous solutions, frameworks or and are able to inspire, motivate, make understanding, perceptual capacity ways of understanding and relating wise decisions and take effective, as well as a greater ability to innovate, to make sense of them and respond thoughtful action. In other words, self-manage, and self-direct (Csik- effectively. Leaders must learn and they need to ably manage themselves szentimihaly, 1993). change if they are to engage with and in the face of their own neurobiology. Leaders need new tools to support resolve the challenge. The failure to effectively self-manage them as they grapple with increasing- A common mistake leaders make impairs a leader’s health, diminish- ly testing realities. We propose that a is to misidentify adaptive problems es her performance and potentially critical skill for adaptive leaders is the as technical ones, thinking that yes- damages her relationships (Boyatzis & capacity to be mindful––to be present terday’s solutions can apply to today’s McKee, 2005). and aware of themselves, others and novel problem (Kegan & Lahey, Because adaptive challenges often the world around them, to recognize 2010). This is because of the innate require complex coordination with in real-time their own perceptions human tendency to mindlessly and others, quality relationships are essen- (and their potential biases), their nonconsciously react with rote action tial. The growing importance of high emotional reactions and the actions patterns and habitual ways of sense- quality interpersonal relationships re- they need to take to address current making (Langer, 1989). The mind’s flects a broad trend in organizations realities more effectively (Kabat-Zinn, tendency toward automatic actions, that have shifted from hierarchical 1990; Boyatzis & McKee, 2005). while useful in stable circumstanc- command and control models, to flat- Mindfulness training can provide es, can become maladaptive when ter systems where formal authority is leaders with practical methods for

86 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION enhancing attention and aware- Mindfulness, as we use the term, mindfulness to leadership (Bryant & ness. That in turn can significantly was taught by the Buddha over 2500 Wildi, 2008). But drawing on what enhance their potential for adaptive years ago as a way of solving the is known of its effectiveness in other action and greater self-management. problem of human suffering. That fields and for human life in general, Mindfulness adds a potent per- same approach to mindfulness is we confidently surmise that applying spective for understanding human also practiced today as a specific mindfulness in leadership contexts action and, as a set of transformative methodology for transforming the will be considerably beneficial. methodologies, it has the capacity to mind in a wide variety of secular Because mindfulness training radically – and practically – reshape contexts such as medicine (Kabat- focuses on how leaders use their it. In what follows we describe more Zinn, 1990), clinical psychology attention, it is not just another con- fully what mindfulness is, explore (Segal, Williams, & Teasdale, 2002), struct to stand alongside the many how it might be beneficial to lead- law (Riskin 2002), the military other arms of leadership research ers and examine how a seemingly (Jha & Stanley, 2010), corporations and practice, but both a perspec- simple practice can elicit potentially (Chaskalson, 2011), management tive and a systematic method that profound results. schools (Hunter & Scherer, 2009), helps leaders better understand and and even professional basketball transform their own minds. Such What is Mindfulness? (Lazenby, 2001). Crucially, the an internal shift changes both how Mindfulness is a way of attending to capacity for mindfulness can be a leader sees the world, how he po- yourself, others and the world around trained and one highly effective way tentially acts and the results those you that allows one to adopt more of doing that is by way of training in actions bring about. What marks productive and positive ways of act- mindfulness meditation techniques. mindfulness training out from other ing and being (Chaskalson, 2011). A growing scientific literature attests leadership training interventions is Mindful attention is rooted in the to the effectiveness of mindfulness the fact that the shift in attentional here-and-now and is not biased by the training in areas as diverse as stress capacity can be trained and em- preconceptions inherent in everyday and chronic pain management, de- bedded in the context of everyday preferences (Kabat-Zinn, 1990). pression relapse prevention, eating action. Furthermore the effective- Because attention directly informs disorder treatment, recidivism and ness of such training is borne out by subjective experience (James, 1890), substance abuse relapse preven- marked biological changes. To draw cultivated mindful attention has the tion (Chiesa & Serretti, 2010) and on just one study, neuro-imaging potential to radically transform how a Google Scholar search on the research by Hölzel and colleagues a person relates to their inner and term “mindfulness” anywhere in (2011) show that an 8-week mind- outer worlds. The power of mind- the title of a paper, conducted on fulness training course evinced fulness arises from systematically 14 December 2011, yielded 2,480 changes in participant’s brain areas developing a person’s attention so results. Research thus far has pri- that are associated with attention, that she can recognize in the mo- marily focussed on alleviating the learning and memory processes, ment how she identifies with her pathological. However, there is emotion regulation, self-referential implicit, habitual and automated pat- also a growing body of evidence processing, and perspective taking. terns of thinking, feeling and acting demonstrating the effectiveness of Our sense of the value of mind- and the results they bring about. By mindfulness in healthy populations, fulness builds on Mumford’s insight recognizing these patterns, she can where it has been shown to enhance that outstanding leadership is root- elect to change course. As a result overall well-being, producing de- ed in a leader’s ability to construct mindfulness endows “an adaptability sirable outcomes across a range of prescriptive mental models that and pliancy of mind with quickness measures (Brown & Ryan, 2003; help people and institutions make of apt response in changing situa- Chiesa & Serreti, 2009). sense of and respond to crises tions.” (Nyanaponika 1965, p. 80). (Mumford, 2006). Mindfulness is a Furthermore, because attention is a How Mindfulness Can Help tool that makes more evident how a necessary constituent in any human Leaders leader perceives and processes expe- activity, mindfulness can be brought To date, there is little research evi- rience to construct models of reality. to bear in any domain of human life. dence around the application of Mindfulness also makes these mod-

www.mobiusleadership.com | Mobius Executive Leadership 87 MINDFULNESS & LEADERSHIP SECTION els more amenable to conscious the present moment. But it is the pres- interfere with a leader’s capacity to transformation. Increased conscious ent in which all human activity occurs. bring about adaptive change: the awareness, we assert, is far more The here and now is the “live feed” pervasiveness of mindlessness and likely to produce an accurate read of view into how a person experiences automaticity and the instinctual a changing situation than does the life. Focusing on the present affords survival reactions that undermine natural tendency to fall back on rote the leader the ability to see what is cooperative, rational action and habits of sensemaking. actually happening beyond his own degrade personal health as well as A unique quality of mindfulness preconceptions. Focusing in the here group and individual resilience. It practice is that it is a tool rooted in and now affords the ability to see when can supportively speak to and build immediate experience. Leadership a person’s stated actions and intentions upon existing lines of leadership re- training has thus far tended to focus mismatch the actual ones. Focusing on search and development, as well as on retrospective analyses of past ac- the present affords the ability to catch a practical application. tion or on future-oriented creations reactive emotion before it does damage It may that successful leaders have of visions and goals (Drucker, 2001). to a key relationship. always drawn on some quality akin Little of leadership development has Mindfulness addresses a set of to mindfulness to deal with change focused on understanding oneself in general interrelated problems that and ideas similar to mindfulness have long been discussed by promi- nent leadership scholars (Drucker, Participants on a mindfulness course learn metacognitive skills indi- 2006; Heifetz, 1996). They discussion rectly but very effectively (Teasdale et al., 2002). As we have seen, they they have begun can be further de- may be instructed to meditate on their breath – simply allowing their veloped and built upon and we aim attention to settle on the sensations of breathing. At some point dur- ing that meditation the instructor might suggest that when the mind to support these ideas with greater wanders the participants should notice where it goes and then gently elaboration and empirical evidence. and kindly bring their attention back to the breath. At another point, he What follows is a brief general or she might add “And if your mind wanders off a hundred times, just discussion of the basic conditions bring it back a hundred times …” The mind wanders, you notice where which give rise to the need for mind- it went and you bring it back. It wanders, you notice where it went and fulness, namely mindlessness and you bring it back. Over and over. In this way, participants learn four key the automated, non-conscious na- metacognitive skills: ture of human perceiving, thinking, 1. The skill of seeing that their minds are not where they want feeling and acting. Beyond that is a them to be. more in-depth exploration of how mindfulness can help leaders in spe- “I want to sit in this meditation, following my breath, but I keep think- ing about what’s next on my to-do list.” cific ways. There we will examine the role mindfulness can play in helping 2. The skill of detaching the mind from where you don’t want it to be: to manage stress and reactive emo- “Actually, I don’t need to be thinking about my to-do list right now: I tions, make better decision, act in can choose …” innovative ways and respond freshly to situations beyond the limits of 3. The skill of placing the mind where you want it to be: their habituated actions. In other “I’ll just come back to the breath …” words, how to become more adaptive 4. The skill of keeping the mind where you want it to be: leaders. Finally, because mindful- ness is a practice, it is important to The participant just follows the breath for a few minutes, undistractedly. understand the mechanisms of how mindfulness is thought to work. By repeatedly practicing these four skills participants become more adept at them. That starts to have benefits outside of the meditation context as well: “I don’t need to be thinking about which holiday to Mindfulness’ Potential book online when I get home – I need to give all of my attention to the Promise for Leaders team-member who has come to see me”. The following section explores recent findings on mindfulness and

88 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION the implications they have for more In an interview in the Harvard organism’s ‘arousal’ – their capacity effective leadership. We will explore Business Review, Herbert Benson to respond to that pressure – increas- the impact of mindfulness train- (Fryer, 2005), draws on Selye’s (1975) es. But beyond a certain point, if the ing on leadership stress, emotional distinction between eustress (from pressure continues unabated, arousal reactivity, attention and working the Greek, ‘eu’, meaning ‘good’) (or performance) falls off. In the case memory, perception and cognition, and distress. Persistent stress that of individuals, if that continues for empathy, decision making and inno- is not resolved through coping or too long, they become stressed and vation. We will then conclude with adaptation leads to ‘distress’, which eventually begin to get ill. It is impor- an investigation of the mechanisms may give rise to anxiety or depres- tant that organizations and leaders of mindfulness and with suggestions sion. But stress can also enhance realize the kinds of chronic stress for the direction of further research. physical or mental function, for in- that often comes with leadership po- stance through strength training or sitions have been connected to a wide Managing the Stress of challenging work. In that case it is range of diseases and dysfunctions Leading eustress. such as thyroid or endocrine burn- The secular approach to mindfulness Stress itself is the physiological re- out, obesity, diabetes, the inability to training that was pioneered in a clini- sponse to any change – good or bad experience pleasure from normally cal setting by Kabat-Zinn (1990) and – that alerts the adaptive fight-or- pleasurable events, immune suppres- his colleagues was initially intended flight response in the brain and body. sion, psoriasis, lupus, fibromyalgia, to address the issues of stress and When this is experienced as eustress, chronic fatigue, chronic pain, cancer, chronic pain. Systematic reviews of Benson asserts, it is accompanied heart disease, infertility and irritable the empirical evidence (Baer et al., by clear thinking, focus and creative bowel syndrome or other digestive 2003; Grossmann et al., 2004; Chiesa insight. Distress, on the other hand, disorders (Britton, 2005). Excessive, & Serretti, 2010) suggest that it is an refers to the negative stressors that unmanaged stress can kill. From the effective means of helping to manage accompany much of a leader’s work. leadership perspective, as Boyatzis the debilitating qualities of excessive Benson reports frequent encoun- and McKee (2005) observe, it can stress. ters, at the medical institute that he also lead to a state of ‘dissonance’. Leaders often enjoy the challenge runs, with executives who worry in- Dissonant leaders, Boyatzis and of their position and find their work cessantly about the changing world McKee (2005) suggest, drain the en- stimulating (Lundberg & Franken- economy, the impact of uncontrol- thusiasm of teams and organizations. haeuser, 1999), but leadership can lable events on their markets and They lower morale and make those also be highly stressful. Boyatzis and sources of finance, the world oil sup- around them unhappy. The stressors McKee (2005) describe the condition ply, family problems, taxes, traffic such leaders experience drive them of “power stress” to which those in jams, hurricanes, child abductions, towards attitudes of excessive con- leadership positions are particularly terrorist attacks and environmental trol, aversion, intolerance, irritability susceptible. This is a by product of devastation. Most of these are adap- and fear: qualities that counteract the the manifold pressures they experi- tive challenges and, as we have seen, effectiveness of leading adaptive ence, the ambiguities of authority and they can produce distress. For the change. Chronic stress, therefore, is communication that abound in large mindful leader, however, they may a significant leadership issue. As we organisations, as well as the loneli- equally well be a source of eustress. will discuss later, mindfulness helps ness inherent in leadership positions. The relationship between eustress the practitioner consciously shift Boyatzis and McKee see some degree and distress is illustrated by the Yer- what and how she processes experi- of power stress as being inevitable in kes-Dodson curve. ence, including stressful experiences. leadership positions and the key to First described by the psycholo- Therefore we assert leaders who are successful leadership, they suggest, is gists Robert Yerkes and John Dodson better able to manage the stressors not in avoiding stress so much as in in 1908, this is often taken as a stan- they experience and are able to re- taking steps regularly to recover from dard description of the relationship cover from these more effectively, the affects of it. Mindfulness practice, between stress and performance. As are less likely to fall into states of dis- they say, is a key means by which pressure on any organism or indi- sonance with their people and will such recovery can be instituted. vidual increases, so the individual or therefore make better leaders. For

www.mobiusleadership.com | Mobius Executive Leadership 89 MINDFULNESS & LEADERSHIP SECTION the mindful leader, better equipped Given the crucial importance of tional processing that follow from to manage her own stressors, adap- relationship management for adap- mindfulness training. Such results tive challenges may, as Benson (Fryer tive leadership that we have drawn converge on the view that mindful- 2005) suggests, produce not distress attention to above, and given the ness training may improve affective but instead eustress. impact of the leader’s mood on that experience via improved regulatory A review and meta-analysis of relationship, the capacity to skilfully control over affective mental content. the effects of Mindfulness-Based manage her own emotions is a vital All of these studies suggest that Stress Reduction (MBSR) for stress leadership competency and mindful- mindfulness training has the poten- management in healthy people con- ness training can make a significant tial to help leaders better self-regulate ducted by Chiesa and Serretti (2009) contribution here. One of the early in the face of stressors. concluded that MBSR was able sig- neuroimaging studies on mindful- nificantly to reduce stress in that ness conducted by Creswell and Perceiving Reality Beyond population. How it might do that, we colleagues (2007) demonstrated that One’s Blinders will see when we consider the mech- study participants higher in trait The way we make sense of the world anisms of mindfulness below. mindfulness displayed greater pre- depends on the data we draw upon. If frontal cortical activation as well as the data is not accurate or relevant then Managing Reactive Emotions reduced amygdala activation when the meanings we make will not fit the Leadership is a social enterprise exposed to difficult emotion. The actual needs of a situation, resulting where relationships are key for same inverse correlation between the in missteps, failure and loss. A study getting things done. Quality of rela- prefrontal cortex and amygdala acti- conducted by Herndon (2008) sug- tionships matter. This is even truer vation was not found for those low gests that mindfulness trained subjects when situations are stressful. Because in trait mindfulness. Furthermore, may come to draw upon more objec- leaders’ emotions are prone to conta- using labelling methods, where tive data sources and thus make more gion. Sy, Coté and Saavedra (2005) participants named the difficult consistently accurate inferences about undertook a study that examined the emotions they were experiencing, the world around them. Herndon uses effects of leaders’ mood on the mood high-mindfulness participants de- a distinction elucidated by Lewicki of individual group members, the creased the level of negative affect (2005) between “external” and “inter- affective tone of groups, and on three they experienced relative to those nal” encoders. The encoding referred group processes: coordination, effort low in mindfulness. Their training to here is the way in which we make expenditure, and task strategy. They in mindfulness helped them better to sense of the world based on available found that when leaders were in a manage negative affect. data, external encoders pay attention positive, in comparison to a negative, Jha, Stanley and colleagues (2010) to facts in the environment, whereas mood then individual group mem- suggest that there is ample evidence internal encoders use rigid models bers themselves experienced more that mindfulness training’s beneficial based sometimes on their own past positive and less negative mood. In effects on affective experience are also experience, sometimes on information such cases, moreover, the groups commensurate with the amount of that may bear no relation to experi- had a more positive and a less nega- time spent engaging in formal mind- ence whatever. Lewicki suggested that tive affective tone. They also found fulness training exercises (there is internal encoders tend more readily that groups with leaders in a positive therefore a dose-response, which sug- to sustain cognitive mismatches in the mood exhibited more coordination gests a causal relationship) and that face of conflicting data because their and expended less effort than did the training is associated with higher data source tends to be self-referential groups with leaders in a negative levels of positive affect and well-being, and closed rather than objective and mood. It is often the case that con- and lower levels of negative affect and open. For example, in the case of inter- siderable energy is directed towards rumination, as well as decreased emo- nal encoders, the view that “people managing a volatile leader’s emotions tional reactivity. These findings, they with dark eyes (A) are arrogant (B)” or contriving ways to avoid their say, are consistent with the decreases may generate experience that is func- activation resulting in redirecting in neural activity elicited by affective tionally equivalent to encountering attention away from other critical distractors within the amygdala and real instances of that relation between tasks at hand. other brain regions involved in emo- (A) and (B). Though no objective evi-

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dence supports that particular A-B relation, the schema assuming it can grow in strength over time and become Love never gives up, never loses faith, is always hopeful, a habitual way of sensemaking. Exter- and endures through every circumstance.” nal encoders, by contrast, tend to be —I Corinthians 13:7 more careful in deriving meaning by using data from the environment. They require a greater amount of confirm- rect experience modes of processing ing it and to be aware of what they ing data from the world around them – showed a stronger differentiation are sensing at the time of sensing it. before instantiating a schema. Hern- between the two neural paths. They It enhances their capacity for situ- don’s (2008) study showed a positive were able to know which path they ational awareness in the moment and correlation between mindfulness and were on at any time, and could switch it builds their capacity for empathy. the tendency towards external encod- between them more easily. Subjects Because leadership is a social ac- ing. In other words, people who are with no experience of mindfulness tivity, the quality of relationship more mindful tend to read the envi- practice, on the other hand, were between the leader and especially ronment more accurately and are less more likely to automatically adopt a his/her proximate followers is im- subject to the potential distortion of narrative mode of processing. portant because helps to understand internal biases. On this basis it seems, all other others’ points of view, build an effec- What is crucially important for things being equal, one might rea- tive team and rally a group to work adaptive leaders in this context is the sonably expect leaders trained in collectively (Hogan & Hogan, 2002). fact that mindfulness can be trained. mindfulness to exhibit lower levels A small but growing body of research By undertaking a course in mind- of automaticity, higher levels of situ- offers evidence that mindfulness im- fulness training, Herndon’s study ational awareness and consequently proves the quality of interpersonal implies, leaders may become better higher levels of objectivity than those relationships. Though focused pri- able to make accurate assessments of who are not so trained. marily on romantic relationships, the environment in which they are Carson and colleagues found that operating and less prone to mislead- Cultivating Empathy mindfulness training improved both ing, subjective, perceptual blinders. Besides drawing attention to mind- partners well-being and their ability That view is supported by neu- fulness training’s ability to help effectively to cope with their own and roscience data. An fMRI study leaders develop greater situation each other’s daily stresses (Carson et conducted by Farb and colleagues awareness in the moment through al., 2004). Another study exploring (2007) noted that with just eight an enhanced capacity to attend to mindfulness and relationships found weeks of MBSR training, individu- what is present, Farb and colleagues’ higher levels of mindfulness were als were more readily able to switch (2007) study points to another associated with greater relationship their focus of attention from the de- important potential outcome of satisfaction. Additionally, mindful- fault network, involved in ‘narrative mindfulness training in the context ness was related to reduced negative focus’ activities – such as planning, of leadership development: increased emotions and increased positive daydreaming and ruminating – to empathy. They showed that mind- assessments of one’s partner after modes of direct ‘experiential focus’ fulness trained subjects had higher discussing a relationship conflict. somatosensory awareness, involving levels of insula activation after just People with higher levels of mind- the activation of the insula and the eight weeks of training. That insula fulness experienced less anxiety and anterior cingulate cortex. In other activation is central to our sense of anger-hostility and that produced words, the mediators were more human connectedness, helping to more positive outcomes when fac- readily able to experience informa- mediate empathy in a visceral way ing conflict. The authors suggested tion coming into their senses in real (Singer, 2004). Mindfulness train- that mindfulness plays an inoculat- time. What is more, compared to the ing allows participants more readily ing role in reducing basic levels of control group, those who practiced to know that they’re thinking when distress and that allows a more posi- mindfulness – regularly noticing the they’re thinking, to know what tive and productive engagement with difference between narrative and di- they’re feeling when they’re feel- one’s partner (Barnes et al., 2007).

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Although the studies referred to meditators. They also found significant time, irrespective of the picture they above come from the field of romantic increases in antibody titers to the in- were working on. But the difference relationships, there is no de facto reason fluenza vaccine among subjects in the in the after-effects of working on the to imagine that their findings would meditation compared with those in the puzzle was striking. When the par- not translate into the relations between wait-list control group. The magnitude ticipants took a test of creativity soon leaders and their teams. In particular, of increase in left-sided activation pre- afterwards, those who had helped the the relationship found by Barnes and dicted the magnitude of antibody titer mouse avoid the owl came out with colleagues (2007) that showed lower rise to the vaccine. These results per- scores 50% lower than those who had levels anxiety and anger-hostility in sisted at four-month follow-up. helped the mouse find the cheese. mindfulness trained subjects at times What is significant here are the The enhanced capacity for ‘ap- of conflict must imply the strong pos- changes evidenced in the mindfulness proach’ modes of mind following a sibility of significant benefits from trained subjects’ ratios of LPFC and course of mindfulness training, evi- mindfulness training when it comes to RPFC activation. Gray (1970, 1994) denced by Davidson and Kabat-Zinn leader-follower relations. distinguished two important behav- (2003) and shown also by Barnhofer iour modification systems. These he and colleagues (2007) suggest that Innovative Action called the Behaviour Inhibition Sys- leaders who train in mindfulness are Finally, although we are not aware of tems (BIS) to an ‘avoidant’ mode of likely to experience an increased ca- any studies yet carried out that show mind, indicating the presence of fear, pacity for creativity and innovation. ■ a direct correlation between mindful- disgust, anxiety, aversion and so on; ness training and creativity, the work of and the Behaviour Activation Systems Jeremy Hunter, Friedman and Forster (2001) suggests (BAS) which is an ‘approach’ system, PhD is Assistant that such a correlation is highly likely. indicating the presence of emotions Professor of Before we discuss the study on creativ- such as enthusiasm, pride, interest Practice at the ity they undertook, we need briefly to and curiosity. As Davidson (1998) has Peter F. Drucker outline one carried out by Davidson shown, these two systems correlate School of and Kabat-Zinn et al. (2003). They to the asymmetric activation of the Management at carried out a study with volunteers prefrontal cortex. Left prefrontal cor- Claremont Graduate University in at a biotech company to investigate tex (LPFC) activation corresponds to Claremont, California. He teaches The Executive Mind and The the effects of mindfulness training on BAS, or ‘approach’ modes of mind and Practice of Self-Management a prefrontal activation. They measured right prefrontal cortex (RPFC) activa- series of demanding mindfulness- brain electrical activity in the left and tion corresponds to BIS or ‘avoidance’ based courses for executives he right prefrontal cortex (LPFC and modes of mind. developed over a decade ago. He RPFC) before, immediately after and Returning now to the work of Fried- has been voted Professor of the then at four-month follow-up after man and Forster (2001), they set two Year three times. an eight-week training program in groups of college students the task of mindfulness meditation. Twenty-five helping the mouse find its way out of Michael subjects were tested in the meditation the maze drawn on paper. There was Chaskalson, MA group and a wait-list control group was one slight difference in the pictures the is the founder and tested at the same points in time as the groups received. The ‘approach’ version Chief Executive meditators. At the end of the eight- of the picture showed a piece of cheese of Mindfulness week period, subjects in both groups lying outside the maze in front of a Works Ltd. and were vaccinated with influenza vaccine mouse hole. The ‘avoidance’ version author of The to assess their immune response. showed an identical maze except that, Mindful Workplace (Wiley- Davidson (1998) has drawn atten- instead an owl hovered over the maze Blackwell, 2011). He is a member tion to the relationship between RPFC – ready to swoop and catch the mouse of the core team at the Centre for Mindfulness Research and activation and diminished immune at any moment. Practice at Bangor University response. The 2003 study showed sig- The maze takes about two min- where he is an honorary lecturer nificant increases in LPFC activation in utes to complete and all the students in the School of Psychology. the meditators compared with the non- who took part solved it in about that

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Calming a restless mind – training leaders in mindfulness by Matthias Birk, Mobius Senior Consultant and Executive Coach

round 25 managers, all engi- tation actually changes the brain. We And Ray Dalio says, meditation gives Aneers by background, sit silently can observe for example increased him an open-mindedness: “There in a workshop room, eyes closed. The activity in the left pre-frontal cortex is no thoughts just clarity. And that only sound you hear is the sound leading to increased alertness and fo- opened mindedness is where I find of their breath. Sitting upright, they cused attention. that creativity comes from.” Scientific are observing their breathing. Used Robert Stiller, founder and former evidence however still has to grow to to constant multitasking and maxi- chairman of Green Mountain Coffee let us make a clear claim on this. mizing their time and output, what and a regular meditator claims for So it is hardly surprising that makes them spend even just 10 min- himself that "meditation helps de- companies are wanting to systemati- utes sitting and breathing? velop your abilities to focus better cally reap such benefits. Apple, with Let’s look at one example: Ray and to accomplish your tasks.'' And its founder Steve Jobs never making Dalio, CEO and founder of invest- that "If you have a meditation prac- a secret of his affinity for Zen medi- ment management firm Bridgewater tice, you can be much more effective tation, allows employees to meditate Associates, and widely acclaimed one in a meeting”. Subsequently he has at work, providing classes on medi- of the most successful investment brought in meditation instructors for tation and yoga on-site, and offering managers of all time is an avid medi- his employees at their headquarters the use of a meditation room. Google tator. Why does he meditate? “Its 20 in Waterbury, Vermont. has believed for a while that medi- minutes in the morning and 20 min- Maybe most well researched is the tation can help improve not only utes in the evening”, he says. “And impact of meditation on stress, and employees’ mental health and well- that’s a challenging thing. But people general well-being. We know that reg- being but the company’s bottom who invest in it and experience it and ular meditation decreases the activity line as well. In 2007 it started the do that for more than six months in the amygdala, a region connected program “Search Inside Yourself”, never stop doing it. And the reasons to anxiety, anger and stress. Marc Be- that teaches employees mindfulness. are, not only does it feel terrific at the nioff, founder and CEO of Salesforce. Indeed, Silicon Valley is a hotbed time but they carry it through the com reflects that "I enjoy meditation, for mindfulness at work. An an- day and it’s really such an unbeliev- which I've been doing for over a de- nual conference called Wisdom 2.0 able investment. So when you think cade — probably to help relieve the draws together thousands of spiri- about the 20 minutes in the evening stress I was going through when I tually minded technologists from and the 20 minutes in the morning was working at Oracle," and Ramani companies like Facebook, Twitter and then you think how much does Ayer, former CEO of The Hartford and LinkedIn. this change the effectiveness and the Financial Services Group says about But by far not only tech-firms enjoyment of my whole day it’s such meditation that "it has demonstra- are bringing meditation to their em- a radical payback that you want to do bly reduced my stress and helped to ployees. The publishing Company it.” Ray Dalio is not alone. A growing maintain my good health”. Prentice Hall for example is said to number of CEOs are practicing regu- Some evidence also seems to sug- have a meditation space in their cor- lar meditation today. gest that meditation can make us porate headquarters, which they call At the same time our scientific better, more creative problem solv- the “Quiet Room.” Employees can understanding of the benefits of ers. Legal Sea Foods CEO Roger take a break and slip into the space meditation is growing rapidly. Sci- Berkowitz says "I meditate twice a for meditation, prayer, or just a mo- entific publications on the topic day for 20 minutes, closing my eyes, ment of quiet reflection when they’re of mindfulness have grown expo- clearing my mind, and repeating my feeling particularly stressed out. And nentially over the last decade. Still mantra until I'm in a semiconscious just recently a manager from the UN modern science has only just begun state. Sometimes, I'm wrestling with headquarters told me that they were to identify the benefits of meditation. an issue before meditation, and after- offering regular meditation sessions What we do know today is that medi- ward the answer is suddenly clear.” to their employees.

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In the programs I co-facilitate at It is how Steve Jobs said: “If you Brind Center for Integrative Medi- Columbia Business School and with just sit and observe, you will see how cine claims: “Meditation trains the executives at a number of corporations, restless your mind is. If you try to mind to become less attached to its executives are often quickly convinced calm it, it only makes it worse, but own desires, attachments and beliefs. by the benefits of meditation. They over time it does calm, and when When this happens, the way we see want to try it out. Guiding them it does, there’s room to hear more ourselves and the world will change.” through 10 minutes of meditation subtle things – that’s when your intu- Or as Albert Einstein put it long ago: many realize how challenging it can be ition starts to blossom and you start “A human being is part of a whole, to bring the mind to a still point. “Oh, to see things more clearly and be in called by us the Universe, a part lim- it does not work for me” is something the present more. Your mind just ited in time and space. He experiences I hear every time. “I have tried it a few slows down, and you see a tremen- himself, his thoughts and feelings, as times and I simply cannot focus”. To use dous expanse in the moment. You something separated from the rest a an analogy here: Few of us would give see so much more than you could see kind of optical delusion of his con- up going to the gym after three times, before. It’s a discipline; you have to sciousness. This delusion is a kind just because we cannot yet see tangible practice it.” Researchers find changes of prison for us, restricting us to our results. The analogy is not far fetched. in the brains of participants engag- personal desires and to affection for a We know from recent findings in neu- ing in meditation already after two few persons nearest us. Our task must roscience that the mind is as plastic as months of regular daily discipline. be to free ourselves from this prison the body - and it needs practice. Rich- Ultimately, meditation helps us by widening our circles of compassion ard Davidson, Professor of Psychology experience what we are beyond our to embrace all living creatures and the at University of Wisconsin puts it this thoughts and emotions. whole of nature in its beauty.” ■ way: “In our country people are very “When I go into my meditation Matthias is a Senior Consultant at involved in the physical fitness craze, I go into a subconscious state. It Mobius, Associate Faculty at the Insti- working out several times a week. But opens my mind. It relaxes me. When tute for Personal Leadership, Faculty we don’t pay that kind of attention to I carry that outside the meditation it Director at Columbia Business School our minds. Modern neuroscience is gives me an ability to look at things and a guest lecturer for leadership at showing that our minds are as plastic without the emotional hijacking in Columbia Business School and the as our bodies. Meditation can train a way that gives me certain clarity”, Wharton School. He has been practic- the mind in the same way exercise can says Ray Dalio. And Andrew New- ing meditation since 15 years and lives train our body”. berg, Research Director at Myrna in New York.

Mobius is proud to have this chance to introduce you to some of the emerging bodies of thinking and practice introducing meditation and mindfulness practice into the business world. In both the private and public sector our transformational programs often include a variety of methodologies designed to cultivate mindfulness and awareness. We also offer a bespoke one day program in this domain anchored by Mark Thornton entitled Stress Free High Performance. For more on this please go to our website at www.mobiusleadership.com.

We enjoy as well an alliance partnership with Authentic Leadership in Action (ALIA) Institute, a leading organizations focused on the intersection of mindfulness and leadership. We are also glad to introduce you to the work of a new mindfulness and leadership firm called Search Inside Yourself or SYLI. Finally, our media partners, More Than Sound, produce wonderful resources on this topic that can be found at their website at www.morethansound.com.

94 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Forming and Transforming Energy: Strategies from the Art of War By James Gimian, Mobius Transformational Faculty, and Barry Boyce

When life leads us into disagreements and conflicts, as it inevitably does, we need a way to reach our goals without creating unnecessary harm. Sun Tzu’s Art of War offers lessons in how to work skillfully with the underlying energies that give rise to effective action.

he Art of War teaches us how than trying to manufacture a solu- Presence Tto work more deftly with the tion to deal with perceived obstacles. We start the process of forming and underlying energies in the cam- If someone is angry, for example, we transforming by creating victorious paigns we find ourselves in—at could rely on reactive approaches— conditions in ourselves. We recog- home, at work, and in our commu- perhaps trying to vanquish or ignore nize that how we conduct ourselves nities. The central teaching of the Art their rage—or we could notice how its and interact with others communi- of War is shih (pronounced “shir,” inherent power might be redirected. cates an enormous amount to the with almost no vowel sound), which The Art of War gives us rich im- world around us. Just by walking concerns how to act dynamically and ages and analogies to teach us about around, we change the world. effectively within the interconnected the power of shih, such as “the rush The text presents knowing one- world we’re part of. Shih describes of water, to the point of tossing rocks self as the first step, which leads how energy flows within certain about” or “rolling round rocks from us to emphasize the importance of patterns—how it moves, gathers, a mile-high mountain.” In this way, character, or one’s way of being. The focuses, and releases in any system or the Art of War encourages us to ob- could also be called presence, as it is situation. Shih is not a mystical force. serve closely how power and energy the quality of being fully present and To use a natural-world analogy, the collects, builds momentum, and is connected to the world in a way that buildup of energy is like a system of released in a moment. It asks us to brings effectiveness and confidence. mountain rivulets, creeks, streams, pay fine attention to the terrain we Presence can have a significant im- and waterfalls that come together to find ourselves in. It asks us to tran- pact in ordinary times, but it brings form a large and powerful river. scend a limited vantage point and even greater benefit in more ex- The text teaches us how to work operate from the largest perspective treme conditions. Like a military with shih in order to see, capitalize on, we can find. commander in battle or a teacher in and even affect the buildup and re- Within this profound teaching a chaotic classroom, anyone able to lease of energy in order to bring about on how to work with reality at such hold her composure and perspective a favorable result. Working with shih a deep level, the text presents form- in the middle of chaos—to absorb can be as simple as sensing when to ing and transforming as a vital pair the energy, integrate it into her break an awkward silence with a hu- of strategic practices. Formingis own perspective, and hold it while morous comment, or as complex as the shape we give to ourselves and others might be freaking out—com- observing when the entire direction our world. Transforming is the way municates confidence and strength of one’s marketplace or community that shape changes in relation to the to others. is about to shift and knowing how to conditions in the world, and most exploit that shifting energy. When we particularly in relation to our objec- Forming fixate on obstacles as impediments to tive and the obstacles that might lie Forming is any gesture of extending getting what we want, our severely in our path. Simply put, when we into space, starting with the simple limited perspective prevents us from remember that everything is inter- arrangement of things in your world. using the energy available in the situ- connected, we realize that how we How you set up your workspace, ation. Working with shih teaches us are and how we act affects everything what chair you sit in when leading to let energy function by itself rather around us. a meeting, what food and drinks

www.mobiusleadership.com | Mobius Executive Leadership 95 MINDFULNESS & LEADERSHIP SECTION you serve, the air and the lighting, mediately brought the wrath of the gateway. The boundary or barrier is how you initiate a conversation or landlords and jeopardized her re- definite, but the gateway makes the communicate news, the moment election. However, it also got their container permeable. you choose to shift the course of a attention, and brought them to the Our lives are filled with examples discussion—all these have impact. table. They saw that responsible be- of the container principle. Our hous- On a slightly larger level, the posi- havior would strengthen rather than es or apartments are containers, not tion you take on a critical issue will threaten their rental business; as a only for people and goods but also shape the decision-making options result, subsequent fall move-in sea- for the energy and activity that go on for your colleagues and coworkers. sons have been successively quieter. there. Temples, cathedrals, legislative These kinds of strategic actions can The councillor formed the ground by chambers, museums, and myriad contribute to creating victorious an action outside of the habitual self- other public spaces are all intended environments. The text says interested approach of protecting her to inspire a particular frame of mind One skilled at moving the enemy political future, and achieved a result and sense of reverence—and egress Forms and the enemy must follow, no one would have imagined possible and ingress are carefully guarded. Offers and the enemy must take. at the outset. Offices, cubicles, and workspaces generally heavily influence the activ- Forming is most effective when it Container Principle ity that occurs within. The container includes the perspective of the whole, We can apply the skill of forming in principle can also be seen at work paying attention to all the factors a variety of ways. Our action might in societal norms, government laws, likely to affect a situation. If you are take the form of a very broad ges- treaties, and rules of engagement, growing a garden, the right mix of air, ture with no specific goal associated which shape our behavior in the heat, water, and earth allows the seeds with it, or it could take the form of same way that mountain slopes shape to take root and flourish. If those ele- a detailed and intensified campaign the flow of water. ments aren’t balanced properly, it may that involves managing the whole In experiences that are all too not matter what else you do. experience of those we encounter. common—such as facing a critical An excellent example of form- This more comprehensive application presentation at work or having to ing came to us in a story about a is what we and our colleagues have deliver a difficult message to a teen- city councillor whose neighborhood come to call “the container principle.” age child—we are so focused on the became a battleground involving stu- When you want to go beyond merely impending conflict that we don’t dents, landlords, the university, and forming to shaping the options and think about how the container or en- local homeowners. intensifying the result, applying the vironment can aid us in our task. Yet University policies had increased container principle is a natural next we can feel the difference between a the number of students seeking step. formal meeting across the boss’s desk housing in family neighborhoods. A container serves to hold some- and coffee at the local café. We’re fa- Landlords used zoning loopholes to thing, either something of value we miliar with the limits of screaming create subpar rooming houses that want to protect or something we want about homework over the chaos and nevertheless carried high rents. So, to limit the spread of. The container, noise called family mealtime. Events the houses became packed with stu- as we define it, forms the environ- and their environment—the contain- dents, who made noise and littered ment for that thing by establishing er and its contents—are intimately garbage around the neighborhood. boundaries and points of entry and interconnected, and missing how the Police patrols and punishing the stu- exit, which we call gateways. The environment affects the outcome dents did not affect the landlords, boundary—most often the walls or loses the advantage that comes from and thus they couldn’t be drawn in to the sides of the container—provides relying on the power of shih. discussions to address the problems. the obstacle, the resistance, the hard The councillor took the unusual and part, the “no.” And the gateways have Transforming politically dangerous step of push- the quality of openness and vulner- To be able to transform with the ing through a bylaw that assessed ability, the soft part, the “yes.” An enemy is what is meant by “spiritlike.” fines on the landlords for infractions effective container has a good re- We can’t allow ourselves to get committed by their tenants. This im- lationship between boundary and stuck in the ground we’ve shaped or

96 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION how we’ve shaped it, but rather we an additional three seconds before formless isn’t abstaining from engage- continue to transform—in relation to commenting. In that short period of ment; indeed, it is engaging deeply the goal we seek and the obstacles to time, Brown says, teachers can give and entering the play of forming and achieving it. There is no lasting form: up control and step out of the role transforming. It simply means not whatever worked in the past, another of conveying information and trans- grasping onto any particular form, form may be called for now. form into listeners. When students which allows the forming and trans- Regardless of how brilliant the see their teachers learning in front of forming to be powerful and effective. plan that got you where you are, them it has a powerful effect. Aikido offers a fine example. The holding on to it can become a liability Forming the ground starts with founder of aikido, O’Sensei Morihei if it doesn’t continue to reflect real- the intention to succeed and the Ueshiba, mastered many martial arts. ity as the ground changes. Loosening strong exertion required to do so. Yet it dawned on him that no matter the grip on a specific, known solution But when we push something, it how strong he might become, there allows space for transforming. Then, moves and changes, so we’ve got to could always be someone stron- multiple options or solutions can adjust our exertion to respond to the ger. So he based his new martial arise, for both ourselves and others. changed ground. First we form, but art not on solidity and strength but The text tells us that transforming then we must transform. We cannot rather on offering no fixed form to renders us “spiritlike”—untouch- remain fixed, nor can we expect to be attacked. Aikido is a practice of able, not graspable or solid, and thus permanently fix others or the envi- forming and transforming, using the not able to be attacked. By holding ronment. Continuing to push in the opponent’s own energy of attack to firmly yet loosely to the aim, we give same direction that got us where we bring about a victorious resolution chaos and uncertainty the space to are can be counterproductive. by becoming formless. His counter- sort themselves out. Insights beyond intuitive insight was that not taking a what we might expect can arise more Beyond Form fortified position—not being “there” readily. The key to the practice of forming in a solid and fixed way—was the A simple, everyday example of and transforming, as the text clearly strongest position. Combining form- transforming comes from the world tells us, is being without form: ing and formlessness gives aikido its of the grade-school classroom. To And so the skilled general forms power and effectiveness. make the chaos of a third-grade others yet is without form. The ability to respond to form classroom workable, a good teacher As a “skilled general,” we must is not about how many clever plans has to consistently create and main- not get stuck in any form we em- we devise, nor is it about holding tain a container for learning, in ploy. Transforming requires a leap, steadfastly to our role or position. It’s order to form the maelstrom of en- yet there is a still larger leap of not about being in touch with whatever ergies flying around the room into solidifying or fixating on form itself. arises, and capitalizing on emerging a learning environment. Naturally, Being “without form” means not re- solutions: this involves a relatively high degree garding the form of any situation as Do not repeat the means of victory, of control, but as educator Richard the ultimate reality but rather as an But respond to form from the inex- Brown points out, this control can ever-changing manifestation. This haustible. also become an obstacle in class dis- has simple yet profound advantages: cussion. “As teachers, we can hold The ultimate in giving form to the Strategy in Practice on too tightly to our idea of having military is to arrive at formlessness. Nancy stared out her office window a successful classroom, and in ask- Formlessness means shaping the into the cold twilight. Everyone had ing students to share their thoughts, ground, taking a firm and definite already gone home from the pro- we can subtly try to control them.” position, yet not fixating on it as the gressive day care center she founded Brown, among others, teaches a tech- only solution. This doesn’t mean we almost two decades before. Another nique that asks teachers to wait three don’t care or believe in the position restless sleep loomed. seconds before calling on someone. we’ve taken. It means maintaining an The center was in crisis. The ad- Inevitably, more hands go up. After allegiance to a bigger solution, one ministrator she hired five years ago calling on someone and hearing his that serves the larger whole more than had started out strong and made or her response, the teacher waits it serves one particular plan. Being many improvements. The workers

www.mobiusleadership.com | Mobius Executive Leadership 97 MINDFULNESS & LEADERSHIP SECTION and parents liked him, but of late they comfort and unease that he had been to keep dropping her habitual way of had turned against many of his deci- feeling about this meeting, and realized acting, but it also seemed fresh and sions. His recent moves were met with it was important. even exhilarating. vehement resistance. A “tone” had Nancy wanted the airing of the In a follow-up letter, Nancy asked crept into his messages to parents and problems and grievances to take for a moratorium on major changes staff. The atmosphere was toxic. place in an environment of openness, and suggested that they reconvene Earlier that day, Nancy had watched so she invited the organizers to use the parents’ meeting monthly. Bob from her window as parents handed one of the day care’s rooms. In her concluded that he had done all he out fliers for an upcoming meeting mind, the playful child’s environment could do at the center and started organized to make a formal complaint would not only be neutral ground, looking for new employment, with and propose withholding tuition pay- but it would also make the children his self-confidence and positive feel- ments. She was at a loss about what participants in the discussion. She ings about the school intact. A search to do. Bob had become a close friend, and Bob would attend, but the or- committee was struck to find Bob’s but was now an obstacle. Firing him ganizers would run the meeting. successor. Life was not perfect, but would mean caving into a vocal mi- She only asked for the opportunity things moved on, with much less nority of parents and staff, and there for them to make some statements pain and anguish. were also employment law issues to toward the end of the meeting. The Had Nancy not applied what she consider. But she was unhappy with organizers agreed. had learned from the Art of War, she the job he was doing and so frustrated On the night of the event, Nancy might well have taken some of these that she was ready to just leave behind and Bob prepared the room, making same actions. The main influence of all that she had built. sure that there were tasty refresh- the Art of War, however, was to inspire Nancy was open to any suggestion ments and setting up chairs in a circle her to stop working so hard to hold on for help, and her friends gave many, to accommodate open discussion. to her fixed positions and defend her from coaches to mediation experts The meeting was very high energy ground. She was therefore free to form to group-process consultants. One but as time went on, the most ag- situations, then be formed and trans- friend suggested the Art of War, say- gressive energy depleted and some formed by them. She worked directly ing it was very helpful in embattled humor even emerged. Nancy was with the conflict, but she didn’t have situations. letting the energy function by itself, to counterattack. By stepping outside Through the lens of shih, Nancy trusting that the anger would be the role of commanding and control- could see the upcoming parents’ meet- balanced out by the parents’ appre- ling, she let solutions emerge rather ing as a defining moment, when the ciation of the loving care that their than having to cook them up all the configuration of energy would reach children were getting at the center. time. Nancy started to get some sleep a high point. She needed to work with By observing quietly rather than try- and could get up in the morning with that ground. Acting quickly, she invited ing to dominate the meeting as “the enthusiasm about her life’s work once Bob to share an agenda-free lunch at leader,” she surprised many of the again. ■ her house on Saturday. She created an parents and even unnerved the more accommodating container—her home extreme ones. Adapted from The Rules of Victory: rather than the office, and a lovely When it came time for Nancy to How to Transform Chaos and Con- meal—when Bob was braced for trou- speak, she simply asked everyone, flict—Strategies from the Art of War ble. At the end of lunch, after they had including her and Bob, to take a few (Shambhala Publications, 2008, by relaxed with talk of their own children, minutes to say why they were in- James Gimian and Barry Boyce). Gim- she pointed out to him that events had volved with this center as opposed ian and Boyce are also authors of The clearly reached a point where things to any other. When the sessions had Art of War: The Denma Translation, would change—no matter how much finished, she said good night and (Shambhala Publications, 2001), and he or she may want them to stay the mingled with people afterward. She have been studying and teaching the same. They would need to be there for dropped her effort to win everyone Sun Tzu text for more than 30 years. the parents’ meeting, to face the gather- over to her side, becoming “spirit- Gimian is Publisher and Boyce is Ed- ing storm. Through her gentle shaping like” as she hung out with the parents itor-in-Chief of the magazine Mindful: of the situation, Bob faced the dis- without an agenda. It took hard work Taking Time for What Matters.

98 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION

Angela Wagner

Mobius lost a cherished member of its community last month. Angela Wagner, one of the original members of our coaching cadre, passed away on December 3rd, 2012 after a long illness.

It is difficult to write about Angela without lapsing into clichés: She was a smart, warm and articulate coach and colleague – with a love of learning and an absolute commitment to the growth and develop- ment of others.

We knew Angela already possessed all of these qualities when she first joined Mobius. But it was in witnessing her ongoing response to having cancer that we were more fully able to experience the depth of who she was as a human being.

For those of us who read her regular posts on CaringBridge, the health social network, Angela became an inspirational teacher and mentor. Her strength, faith, and continuous gratitude for things big and small were a reminder of how to live consciously, purposefully, and joyfully.

Angela’s unflagging spirit, sense of humor, and sheer zest for life came through everything she wrote. Just when she was at her most luminous, she would bring us back to earth and make us laugh with a particularly juicy pun.

Angela, we will miss you dearly!

Devra Fradin Director, Mobius Coaching Practice

www.mobiusleadership.com | Mobius Executive Leadership 99 MINDFULNESS & LEADERSHIP SECTION Mindfulness at work: What are the benefits? With Mirabai Bush, Mobius Transformational Faculty indfulness. Everybody's doing of honour is counterproductive. “We time with mindfulness, we learn to Mit. From Google to the NHS can spend so much time rushing from develop the inner resources that will and Transport for London. Even one task to another. We may think help us navigate through difficult, Harvard Business School includes we're working more efficiently, but as trying, and stressful situations with mindfulness principles in its leader- far as the brain is concerned, we are more ease, comfort, and grace. ship programmes. working against the grain. No wonder “Becoming more aware of your So what is mindfulness? In its we get exhausted.” own emotions as they arise gives you simplest form, mindfulness means The neurological benefits of mind- more choice in how to deal with them. awareness. Practising mindfulness fulness have been linked to an increase Mindfulness helps you become more offers a way to pay attention to the in emotional intelligence, specifi- aware of an arising emotion by notic- present moment, without judgement. cally empathy and self regulation. It's ing the sensation in the body. Then you The origins of mindfulness sit firmly the development of these areas that can follow these guidelines: stop what in Buddhism but it's increasingly contributes to our ability to manage you are doing. Breathe deeply. Notice taught in a secular form. conflict and communicate more ef- how you are experiencing the emo- Mindfulness can help to reduce fectively. Mindfulness also enables us tion in your body. Reflect on where the stress and anxiety and conflict, and to take a step back and consider alter- emotion is coming from in your mind increase resilience and emotional native perspectives rather than simply (personal history, insecurity, etc). Re- intelligence, while improving com- reacting to events and using the least spond in the most compassionate way.” munication in the workplace. intelligent area of our brains to make Regular practice of mindfulness When trying to decide whether decisions. Mindfulness helps us to increases the brain's ability to repair you are mindful, consider the follow- flick the switch back to the smart parts itself and grow new neural connec- ing points. In the last week have you of our brain to put us back in control tions. But the use it or lose it approach found yourself: of our emotions, enabling us to choose to physical exercise also applies to our • Unable to remember what others a more appropriate response. brains so it's important to practise. have said during conversations? Mindfulness expert Mirabai Bush, A simple mindfulness practice is • With no recollection of your daily famous for introducing it to Google, the one minute meditation. Find a commute? says: "Introducing mindfulness into quiet place and focus your attention • Eating at your desk without tasting the workplace does not prevent con- on your breath. If your mind wan- your food? flict from arising or difficult issues ders (as it probably will), bring your • Paying more attention to your iPhone from coming up. But when difficult concentration back to your breath. than to your nearest and dearest? issues do arise... they are more likely Then relax as the calm unfolds.■ • Dwelling on past events or dread- to be skillfully acknowledged, held, Excerpted from theguardian.co.uk; ing what the future holds? and responded to by the group. Over posted by Gill Crossland-Thackray. • Are you skim reading this article? Mirabai Bush is Senior Fellow and the founding Director of the Center for Contemplative If you answered yes, the chances Mind in Society, a nonprofit organization that encourages contemplative awareness in are that you're zoning out on a regu- American life in order to create a more just, compassionate, and reflective society. She lar basis, spending at least some time has designed and led contemplative trainings for corporations from Monsanto to Google, on autopilot. led a national survey of contemplative practice, and directed a Contemplative Practice In the current economic climate, Fellowship awards program with the American Council of Learned Societies to explore employees are being asked to do more such practices in academic courses in more than 100 colleges and universities. She is with less, working long hours with in- co-author, with Ram Dass, of Compassion in Action: Setting Out on the Path of Service, and creasingly heavy workloads. Leading editor of Contemplation Nation: How Ancient Practices Are Changing the Way We Live. She mindfulness academic, Mark Wil- co-founded and directed Illuminations, Inc., in Cambridge, MA. Her innovative business liams, professor of clinical psychology approaches, based on mindfulness practice, were reported in Newsweek, Inc., Fortune, and the Mirabai’s new CD on practices for a contemplative workplace, at the University of Oxford, says work- Boston Business Journal. Working with Mindfulness, is available at morethansound.net. ing in a culture where stress is a badge

100 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Developing Agile Leaders through mindfulness awareness meditation By Michael Carroll engaging an emerging field of agil- proved listening skills….And there is e all know what human agility ity training: young leaders learning science behind such claims. Research is Wlooks like. Attend any per- to sit still for extended periods of fast concluding that sitting still for de- formance of “Cirque du Soleil” or time on meditation cushions. fined periods of time is a very healthy the NYC Ballet and we can witness thing to do. remarkable performers executing Mindfulness-awareness But what really happens when we flawlessly: muscular, refined, and meditation in business meditate? How can such a simple act of utterly disciplined. Such agile artistry Let’s consider a few examples: sitting still actually cultivate agile, tal- is a marvel to behold! • The Drucker School of Manage- ented leaders? And, as an executive coach, I am ment and Wharton Business What is mindfulness- equally inspired when business lead- School both offer courses for apply- awareness meditation? ers bring their special breed of agility ing mindfulness meditation to the onto today’s global stage: mentally challenges of leading enterprises. For those not familiar with the quick, emotionally confident, socially practice of mindfulness awareness intelligent and commercially astute. • Virginia Tech is sponsoring a con- meditation, let’s take a moment to Such agile leadership is equally a ference entitled “Contemplative describe what the act entails. marvel to behold. practices for a technological soci- When we practice mindfulness Needless to say, such agile leader- ety” designed for engineers who awareness meditation, we take a ship is vital for today’s enterprises. want to integrate contemplative posture sitting upright, relaxed and The old models of “command and disciplines into their work. alert. Our eyes are open, with a soft control” leadership do not read- • Google offers courses in medi- gaze; our hands are placed palms ily scale with the mobile “Facebook” tation providing facilities for down, gently resting on our thighs. generation of self-organizing net- employees to practice meditation Our chin is tucked in, neck straight works and distributed technologies. and yoga. and our gaze is slightly downward. Traditional “top-down” leadership Aetna, Merck, General Mills – the Our face and jaw are relaxed and our is giving way to a new generation of list goes on – all are exploring how mouth is slightly open. We breathe leaders who influence through net- meditation can help their leaders and normally and sit still. If we are sitting works, galvanize diversified teams employees agilely thrive in today’s fast on the floor, we sit on a cushion with and accelerate creative change paced business environment. And the our legs loosely crossed. If we are sit- - negotiating, problem-solving, col- benefits are widely publicized: sustained ting in a chair, our feet are firmly on laborating and jointly executing. attention span, improved multi-tasking the ground. Today, work is about resilient co- abilities, strengthened immune system, When we sit still like this, we have alitions and leaders who are agile increased emotional intelligence, im- two distinct experiences. First, we enough to lead them. notice the simple vividness But how are our emerging of our immediate circum- business leaders learning to stances: sounds, sights, smells master such agility? Danc- and sensations. And second- ers attend ballet academies ly, we also notice that we are and acrobats have gymnasi- thinking: talking to ourselves, ums where they relentlessly commenting on this and that, practice and perfect their thinking about any number of art. And, not surprising, it’s things. Particularly, if we are in the halls of our corporate new to meditation, we may and educational institutions find ourselves unusually rest- where we find our leaders less with our thoughts. But,

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such a way, espe- practicing a handstand pirouette over cially for extended and over again, here in mindfulness periods of time, awareness meditation we, too, are ex- is a tremendously ercising core muscles of basic human boring thing to do wisdom and agility. and this is where Too often at work we tend to cultivating our “hold on”, “hold in” and “hold back”. agility and natural Whether it’s “holding onto” our jobs, leadership talents our prestige, our paychecks, “hold- come in. ing back” our views, concerns and suggestions or “holding in” our frus- “Letting go” trations, inspirations and ideas – at When we examine work our bias toward “holding” can this simple and have a singularly blinding effect on often monoto- how we skillfully engage challenges. nous act of sitting “Letting go”, on the other hand, of still, at first glance our fixed mindsets, discursiveness, there appears to opinions, emotional habits and much be little going on more, can provide vital perspective other than the in effectively leading a team, an en- sheer boredom of terprise or a life. sitting still. But by And what happens when we ex- doing the practice ercise this muscle of “letting go” in consistently, we conducting daily business? We be- such restlessness is not a problem; it begin to notice that we are expressing come agile, as Professor Leonard is what we work with in meditation. some subtle yet powerful “spiritual Riskin, JD observes in his seminal Attending to these two experi- muscles” that had gone overlooked study of practicing attorneys: ences - being alert in the immediate – leadership muscles that had gone “To perform well as a counselor moment and thinking – is central to flabby, so to speak. or negotiator – to make and help mindfulness awareness and requires For example, during medita- the client make wise decisions – the a simple yet exquisitely demand- tion we label thoughts as “thinking”. lawyer must be able simultaneously ing gesture: while sitting still in Whenever we notice that we are to consider inconsistent perspectives the meditation posture when we thinking, we simply recognize that (such as those considered associated notice ourselves thinking, we de- we are doing so by saying to ourselves with adversarial and problem-solv- liberately recognize that we are “thinking”. But a careful examination ing approaches). Mindfulness can thinking by silently saying “thinking” of such a simple gesture reveals that play a role in helping the lawyer do and then bring our attention gently our very next gesture after “label- this. First, it can free a lawyer from to our breath. We, in effect, label the ing” is to “let go” – to release our grip habitual reliance on either mind set, thought “thinking” and bring our at- on our internal dialogue and gently by helping her observe – without at- tention back to now. bring our attention to our breath. tachment – the thoughts, feelings, As we become familiar with rest- We “let go” of our inner dramas and and bodily sensations that typically ing our attention on our breathing story lines and guide our attention to make up and support these mind- - like gently running our hand over the simple yet vivid experience of just sets….Consequently, the lawyer a piece of silk, slowly, precisely again breathing. can adopt an attitude of curiosity, and again - we eventually find bal- This gesture of “letting go” of our consider other options and make ance where we are both mindful of internal gossip while simple, is also a a discerning decision….Second, our breath and mindful in the imme- highly concentrated gesture of lead- mindfulness can help the lawyer diate moment. ership agility. Like ballet dancers uncover and gain distance from a Attending to our breathing in rehearsing a demi-plie or an acrobat preoccupation with self….help the

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negotiator better understand and muscles” such as “opening”, “loosen- agile leaders who can build and in- deal with emotions that affect all ing”, “connecting”, “recognizing” and spire high impact coalitions among participants…and when a negotia- much more.** employees, with vendors, and along- tion situation threatens a lawyer’s side consumers. Such leaders are sense of identity and competence; A new generation of leaders artists of a sort who can confidently mindfulness can help the lawyer for the 21st century enterprise sip a glass of water or launch a global simply notice the manifestations of Leaders alone can’t do all the work, brand - flawless, spacious and firm. the feelings of being threatened….. however. “Cirque du Soleil” and the Arrange fresh flowers on a table or and decide to let them go and maybe NYC Ballet understand how to create design a cutting edge technology – learn from them.”* the stage for elegance – the atmo- gracious, distinctive and uplifting. This lawyerly agility that Professor sphere, the tradition and the brand. Such leaders are confident and poised Riskin is observing here – an agility And business enterprises – global, in this diverse and ever changing cli- that comes from being free from fixed local, large and small – must also mate and there is no better way to mindsets - is the very same agileness embrace new, agile ways of doing train for the challenge than with the that thousands of business leaders business. Besides optimizing for effi- practice of mindfulness awareness are discovering through mindfulness ciency and profits, enterprises must meditation. ■ awareness meditation. Such agility, also cultivate self-organizing net- not surprisingly, is all about a lead- works – as in “Google’s Bazaar” where *The Contemplative Lawyer: On the er’s poise and confidence in the face engineers self-select projects to work Potential Contributions of Mindful- of novel problems, dissonant voices on; promote cultures that revere retail ness Meditation to Law Students, and unforeseen opportunities - an excellence – as in ING Direct on line Lawyers and their Clients, by Pro- “emotional flexibility” that is ready to banking where IT analysts are the cel- fessor Leonard Riskin JD, Harvard Negotiation Law Review, Volume 7:1 learn, reassess and adapt. ebrated heroes; and enlist consumers Of course, there is more to being in the joy of doing business – as in ** See The Mindful Leader: Ten an agile leader than simply “letting “Apple Stores” where customers linger Principles for bringing out the best in go”, and mindfulness awareness med- and linger and linger. ourselves and others by Michael Carroll itation exercises many other subtle But core to the success of these (Shambhala Publishing, 2007) yet highly concentrated “spiritual emerging adaptive enterprises are

Michael Carroll is the author of Awake at Work (Shambhala 2004), The Mindful Leader (Shambhala 2007) and Fearless at Work (Shambhala 2012) and over his 30 year business career has held executive positions with such companies as Shearson Lehman/American Express, Simon & Schuster and The Walt Disney Company. Michael is presently the COO of Global Coaching Alliance www.globalcoachingalliance.com and has worked with client firms such as Procter & Gamble, Google, AstraZeneca, Viropharma, Starbucks, RED, National Geographic Expeditions, Merck, Gilbane, Inc. and others.

Michael has been studying Tibetan Buddhism since 1976, graduated from Buddhist seminary in 1980 and is an authorized teacher in Kagyu-Nyingma lineage of Tibetan Buddhism. Michael received his bachelor’s degree in theology and philosophy from the University of Dayton and his master’s degree in adult education from Hunter College. He has lectured and taught at Wharton Business School, Columbia University, Swarthmore College, Carleton College, Yale University, Virginia Tech, Drexel University, University of Sydney, St. Mary’s University, University of Toronto, Kripalu, Cape Cod Institute, Zen Mountain Monastery, Shambhala Mountain Center, Karme Choling, Evam Institute, Omega Institute (assisting Pema Chodron) and many other practice centers throughout the US, Canada, Europe and Australia.

www.mobiusleadership.com | Mobius Executive Leadership 103 MINDFULNESS & LEADERSHIP SECTION Mindful Leadership By Scott Rogers, Mobius Transformational Faculty e are living at a time of great day. And with neuroscience research much greater their mastery could Wchange and uncertainty finding that practicing mindful- be. Mindfulness practices open the where effective leadership is needed ness is associated with changes to doorway to this insight. more than ever. While change and the structure and function of the uncertainty are inherent in the lives brain—which can translate into long Mindfulness, Self-Awareness we live, it has, for a long time, been term benefits—even the skeptics and Empathy easier for those living in highly are taking note and participating in At Harvard Business School, Pro- developed countries to forget these mindfulness workshops and retreats. fessor Bill George, the former CEO underlying truths and replace them The following offers a glimpse into of Medtronic, has long been inter- with an illusory sense of stability and what mindfulness is and some of the ested in the ways that leaders can be predictability. But with globaliza- different ways it is being explored in more effective by becoming more tion’s reverberations sending tremors the context of leadership. “authentic.” His books include the into local communities, the larger bestseller “Authentic Leadership” realities of life’s complexities and Mindfulness and Attention and, more recently, “Finding True challenges are imposing themselves Paying attention resides at the core North.” To this highly successful in a more formidable manner. While of a mindfulness practice. And so business leader turned researcher people tend to react to this scenario too, paying attention resides at the and educator, great knowledge and by experiencing discomfort, even core of effective leadership. The dif- experience of all things business are angst, the ripeness of the reality ference that emerges at times is what of limited benefit if there is not a offers the opportunity to see more it is to which we should be paying corresponding degree of self-aware- clearly what is happening. It helps us attention. To the leader, the answer ness. Self-awareness offers a leader sustain attention for greater lengths is found “out there”—to the reports the capacity to notice how external of time, and make decisions that are and its underlying data, to the peo- factors are influencing changes to more directly related to making a ple and their productivity, to the thought patterns, feelings, and body meaningful difference in the lives of a competition and its threat. To the sensations, which in turn allow the great many—in business, education, mindful leader, the answer is found leader to assess how these changes medicine, and law. “out there” too, but great interest is are influencing the decision making Mindfulness is an area of grow- also found “in here” attending to process. Momentary impulses are ing interest for many as society thoughts, feelings, and sensations noticed and, rather than leading to a grapples with the implications of that are continuously arising and rash decision—or ignored—are fac- a rapidly changing world. Leaders passing away. Most of the time, tored into a decision that appreciates are looking to mindfulness as a way these phenomena pass unnoticed. the many moving parts at play. Fac- of cultivating a set of skills to help And yet, their subtle and not so sub- tor into this neuroscience research them operate at the top of their game tle presence influences our decision that finds mindfulness practices to in the increasingly stressful and dis- making. Without awareness of this be associated not only with increased tracting environments in which they influence, decision making is a reac- self-awareness, but with greater work. For many, mindfulness is a tive process, with little actual choice attention and working memory new concept that offers a stimulat- involved. But with awareness, the capacity, and it is no surprise leaders, ing and exciting change from more leader has greater mastery over the like George, are taking note. staid approaches to professional options available, the timetable for The role of emotional intelligence— development. For those with a back- making a decision, and the deci- of which self-awareness is central--in ground in meditation, mindfulness sion reached. The great paradox, the acquisition and development meditation (one form of mindfulness however, is that until one comes to of leadership skills was introduced practice) offers a simple, yet elegant glimpse the presence of these inner early on in Daniel Goleman’s classic method for finding balance amid the experiences, one cannot know the “Emotional Intelligence” and more hustle and bustle of a hectic work- measure of their influence or how formally expressed in his recently

104 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION released “Leadership: The Power of 2. Following the in-breath, paying research and writing on the subject Emotional Intelligence.” Both George attention to the air that flows of mindfulness. Langer, who penned and Goleman are keen on “empathy,” into your nose or mouth, or Mindfulness and Mindful Learning a hot topic in neuroscience circles to you belly as it lifts with the and speaks on the crucial role of and an often misunderstood aspect breath. mindfulness in decision making and of emotional intelligence, as an attri- 3. Following the out-breath, sens- leadership, offers an approach that bute that is fundamental to effective ing the body as you exhale. focuses more on the ways we attend and sustaining leadership. With busi- to momentary experience, than on nesses realizing not only the benefits 4. Resting your awareness on the meditation, as the term is commonly to flow from cultivating a more emo- breath with the intention to understood. While the importance tionally intelligent workforce, but the maintain your attention on the of mindfulness meditation cannot ways in which each employee serves breath. be overstated, many find a sitting as a leader in their own right, emo- 5. When you notice your mind meditation practice to be challeng- tional intelligence programs are being moving off onto a distraction or ing to implement. This often limits offered to employees at corporations getting lost in thought, gently the role mindfulness plays in their like Google, General Mills, and Target. bringing your attention back to lives. Langer’s approach, which does Books like Chade Meng Tan’s “Search the breath. not espouse meditation as a central Inside Yourself,” and the program of This simple instruction forms the route to the cultivation of mindful the same name that it promotes, are basis for a mindfulness sitting prac- awareness, is a powerful vehicle to providing information on mindful- tice. If you are alone you may wish mindful living and offers a comple- ness, a pillar of emotional intelligence, to close or lower your eyes while mentary approach that works well and practical approaches to cultivat- you practice as this can be help- alongside mindfulness meditation. ing mindfulness in daily life. ful for toning down distraction and To leaders who, like most of us, often cultivating an inward focus. One of operate on automatic pilot, Langer Mindfulness Practice: the first things you’ll notice is how makes the case that an attitude of Noticing the Mind challenging it is to keep your atten- interest and curiosity opens the mind We often find ourselves sitting—in tion in one place when your mind is and body to opportunities that con- our office, at a business meeting or moving about. It is all too easy to get tinually present themselves but are lunch—and these moments invite lost in the thoughts that arise (as we often overlooked. Not surprisingly, mindfulness practice, whether for often do) and operate reactively out the fruits of a mindfulness medita- a few breaths or 30 minutes. In of habit. By bringing your attention tion practice include the cultivation contrast to the ways we sometimes back to the breath, again and again, of a mind that is open to the mystery approach these situations (lost in and again, you become more adept at of the unknown and to the limit- thought, sizing up an adversary, pre- noticing when your mind has wan- less possibilities that reside in each paring for the worst), and experience dered, doing something about it, and moment. In some ways, Langer’s these situations (feeling tense, judg- not getting pulled further and further approach operates in reverse as she mental, and worried) mindfulness afield. This practice is often regarded recognizes the ability we have to practice asks that we shift our atten- as a powerful experience and an ef- choose to pay attention and offers tion inward and notice the thoughts, fective exercising of the muscle of guideposts on the ways of doing so feelings, and sensations arising in the attention. Its regular practice pays that enrich momentary experience moment. You can experience this dividends when interacting with an- and decision making. shift right now by assuming a posture other person or in a group setting. in your chair that is upright and sta- Mindfulness Practice: ble and following these instructions: Mindfulness, Attitude Noticing the New and Possibility Langer invites leaders to snap out of 1. Bringing awareness to your Another important approach to automatic pilot by choosing to do breathing, noticing the move- mindful leadership is found in so. Noting that it is next to impos- ment of your body with each the work of psychology professor, sible to know that one is in a state of breath you take. Ellen Langer, and her 30 years of automatic pilot—hence its common-

www.mobiusleadership.com | Mobius Executive Leadership 105 MINDFULNESS & LEADERSHIP SECTION place presence—Langer suggests that act of “noticing” positions one in interest in persons, places and things leaders make the deliberate deci- the present moment where there is a (i.e., the newness of nouns), while sion to pay attention to what’s taking natural sensitivity to context, and an paying attention to the thoughts, place with a curious and interested awareness of change and uncertainty. feelings, and body sensations arising mind. Even more, she urges lead- And because leaders are looked to in the body and mind (i.e., the new- ers to awaken mindfulness in those as guides for future action, a leader ness of me). In your next meeting, they lead. The key is noticing what who sees clearly the inherent uncer- notice what’s new about the person is new—and it’s all new. Notwith- tainty and instability of situations and periodically check in with the standing that we tend to attribute a and circumstances, is more likely to thoughts, feelings, and sensations predictability to that which we have appreciate that their own “not know- arising during your interaction. But already encountered, realizing that ing” is less a character flaw that needs rather than comment on your inner everything is always changing and to be concealed at all costs and more experience or doing something therefore new, readies us for the a natural expression of reality. Re- about it, just notice it. The breath moments to come, unhindered by lieved of the burden of needing to can be a powerful anchor allowing the past. know that which is unknowable, you to remain present for the con- Walking into a business meeting, leaders are better prepared to learn versation without reacting to these whether easygoing or stressful, is what they need to learn to lead with momentary influences. This same often attended to in a habitual way. courage and vision. practice is available to you when, Langer encourages taking a fresh upon quiet reflection you strategize look at the people and surround- Bridging Experience next steps to take with an important ings; noticing that which we tend not and Attitude opportunity. There too thoughts, to notice and in doing so, open the Though the application of mind- feelings, and sensations will arise mind to a host of insights and op- fulness in the leadership context is and pass away. Noticing them, and portunities that may otherwise have relatively new (though some would allowing them to be as they are, will never arisen or taken longer to do so. suggest that traditional mindful- offer you interesting insights and a Langer asserts that the intentional ness practices have long been a renewed sense of well-being. basis for the develop- Through mindfulness practice— Scott L. Rogers, MS, ment of strong leadership and it is a practice—we notice the JD, is founder and skills and insights), there richness of our inner experiences director of the University are a growing number without them flooding us. We see of Miami School of of websites, books, and and sense them with greater clarity, Law’s Mindfulness in events that explore this and, doing so, have greater mastery Law Program where he exciting area. Different over them. We have greater mas- integrates mindfulness approaches will draw off tery over ourselves, of the decisions into the core curriculum. the different perspec- we make, and choose not to make, At Miami Law, Scott tives and backgrounds of and over the actions we take, and re- teaches “Mindfulness in Law,” “Mindful their proponents, and it frain from taking. We also come to Ethics” and “Mindful Leadership.” A nationally is likely that the coming see those around us and the events recognized expert on mindfulness in law, Scott years will offer a diverse continuously taking place, the pleas- is author of “Mindful Parenting” “Mindfulness collection of methods. ant and unpleasant, as multi-faceted for Law Students,” “The Six-Minute Some will be borne out of and exciting. Intrigued by the mys- Solution,” and “Mindfulness and Professional traditional mindfulness tery, we are freed from having to Responsibility.” He has appeared on television, National Public Radio, and been interviewed practices while others know the answers to everything. for magazines and newspapers for his creative will be based on more Uncertainty becomes not only bear- approaches to teaching mindfulness. Scott modern approaches. For able, but fascinating. And through lives in Miami Beach, Florida with his wife and now, you can bridge the that fascination, we find in ourselves two daughters. Scott is also a member of the two approaches discussed a leader interested in facing the Mobius Transformational Faculty. above by establishing an unknown and finding out what hap- attitude of openness and pens next. ■

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The Institute for Mindful Leadership is Finding the Space to Lead a non-proft organization dedicated to unlock- By Janice Marturano, Founder, Institute for Mindful Leadership ing a leader’s potential to be fully present in the fast-paced complexities of today’s environ- "Opportunities for leadership are all report, we need to spend time getting ment by embodying the practices of mindful around us, the capacity for leadership our mind back to the place we left off leadership. The application of mindfulness is deep within us” and back to the relevant thoughts. This to daily leadership challenges is an emerg- –Former Secretary of State reset takes time, and it also interrupts ing practice that cultivates greater clarity of thought, communication excellence and mental Madeline Albright the stream of steady focus necessary resiliency by teaching leaders to ‘train the to delve deeply into the most complex mind’ just as an athlete leverages specialized love this quote from Secretary strategic issues and opportunities. training to ‘train the body’ . Through the train- I Albright. It is a powerful reminder And when our focus wanes in a con- ing of mindful leadership, participants develop of the need for leadership in all sectors versation or meeting, we lose not only the mind’s innate capacity to be more focused, of our society-business, non-profit, productivity, but we lose connectivity. to see with greater clarity what is here, to gen- erate greater spaciousness for creativity and to government and military. And it is an The connections we form when we are embody true compassion. important reminder that the capac- fully present and therefore fully listen- Our mission is to deliver exceptional mind- ity to embody leadership begins from ing can mean the difference between ful leadership training and ongoing support to within, ‘deep within’. And yet too the person who is speaking leaving offcers, directors, managers, professionals, often, leaders are not offered the very an encounter feeling heard or leaving future leaders, and to other signifcant com- training that is foundational to all other an encounter feeling disrespected. We munity influencers in all sectors of our society. We offer retreats, workshops and courses that leadership training. The training that might wonder if someone can tell if use curricula designed to reflect the challenges begins to teach us about the wealth of our mind is wandering when they are and opportunities of leading in today's global information and wisdom that is at the speaking to us. Can they notice when communities. Leaders from organizations from core of who we are, and the training my mind wanders to the next meet- around the world have participated in these that begins to teach us about the filters, ing even if I maintain eye contact and unique programs taught by experienced busi- conditioning and distractibility of the nod my head from time to time? Of ness leaders and have gained a more developed appreciation for the innate ability to be focused, mind that may be limiting our ability course they know. The kind of focus clear, creative, and compassionate. to lead with excellence. that brings our attention fully to what In the Institute’s Mindful Lead- is being said is a connection that can www.instituteformindfulleadership.org ership retreats and courses, we be felt by the speaker. And when our experience mindful leadership train- mind wanders, the connection is lost. can get so caught up in reactivity that ing as a way to strengthen and cultivate When we begin the practices we fail to see something we should four hallmarks of leadership excel- in mindful leadership designed to have noticed. We see what we expect lence—focus, clarity, creativity and strengthen our focus, we learn how to see, what we hope to see or what we compassion—hallmarks that origi- to redirect our attention so that we want to see…but not what is actually nate from within. The first hallmark not only notice when the mind is here. Learning to step out of the auto- is ‘focus’. More and more often, I hear pulled away from the present, but we pilot mode and stop long enough to about the struggles people have with know how to work with it. Over time, notice when you are in reactivity mode maintaining focus. It is difficult to stay we begin to notice it more and more is a training of Mindful Leadership that focused on an article or a project, or quickly. We build the mind’s capacity develops our ability to see clearly what even a conversation. Too often, even to aim and sustain focus. is here, the issues and the opportuni- when we intend to stay fully attentive, Next, we use mindful leadership ties, and to choose how to respond. we notice our thoughts wandering training to develop the ability to see As the world continues to shrink, away, distracted by virtually anything what is here with greater ‘clarity’. In the markets become more global, re- that pops up. In fact, today we almost the constant busy-ness of business, we sources become more scarce and the never fully attend to anything. What can find ourselves going on auto-pilot old playbook no longer applies. We are the ramifications of this? to make it through the day. We reach need leaders with the ability to see When we are distracted, we lose 6pm and wonder where the day went, clearly what is happening. They need to productivity. Every time we need to or whether we actually did anything be aware of their own filters and con- redirect our attention to a project or a important. In this auto-pilot mode, we ditioning so they can be open to the

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many changing variables that need to thinking actually gets in the way of who they really are, rather than trying be evaluated with accuracy and speed. that wisdom that is deep within. We to lead like someone else. They come And as the evaluation is com- can train our mind to stand in a dif- to appreciate their capacity to offer in- pleted, we need our leaders to have ferent relationship to those thoughts spiration, not just set expectations, and access to all of their internal capaci- and cultivate more spaciousness for they notice the potential richness that ties for creativity, the third hallmark creativity through Mindful Leader- comes from the choice to hold ambi- of leadership excellence. When we ship training. guity for a time rather than making a have a calendar that is fully packed Finally, we need to cultivate our in- quick, ‘check the box’ decision. These, with meetings, and a Task list that fills nate capacity for compassion. And it and many other discoveries, come several pages, the availability of the needs to begin with us. This was not an from a practice that is consistent and spaciousness needed for creativity is easy lesson for me to learn, and it is not practical. An investment of 15 minutes minimal. Creative solutions and ideas an easy lesson for most leaders. In the a day will do to get you started, and have a better chance of arising when 25 years that I have held leadership po- there are an infinite number of ways to the mind is not constantly busy with sitions, I have had the great privilege of practice informally once you have ex- our ‘to do’ lists. Have you ever no- working with wonderful people in all perience the basic Mindful Leadership ticed that setting aside time to think sectors of our society. They were lead- training (see the Meditation Hallway of a creative solution is not nearly as ers with warm hearts and bright minds, practice below). fruitful as an approach that identi- and they generally put themselves at As leaders, our best hope for influ- fies the problem, and then allows the the bottom of the list of those who encing in a productive and authentic mind to simply work at its own pace? needed compassion. Compassion is a way is to learn to use all of our mind’s How many times have you awakened powerful force and can be defined as abilities, including our ability to prac- with an answer, or perhaps it popped ‘understanding’. So when we fully real- tice Mindful Leadership, to embody into your head while you were in the ize our capacity for leadership by going leadership presence. shower. Why? A constant stream of ‘deep within’, we are including our will- ingness to understand ourselves and Meditation Hallway Janice L. Marturano to be willing to make choices that are If you care to explore a ‘taste of Mindful is the Founder and Executive nourishing and supportive of who we Leadership training’, try the following Director of the Institute are. Only when we honestly embody Meditation Hallway practice: for Mindful Leadership, self-compassion can we then offer it to Choose a hallway or stairway that a non-profit organization those around us, and to the larger com- you frequently walk through during dedicated to training and munity in which we live and work. the day. Each time you pass through supporting leaders in the Just as we know that we can develop this space, bring your attention to the exploration of mindfulness our body’s innate capacities to increase sensations of walking. With each step, and leadership excellence. She founded the notice the touch of the floor, the move- Institute for Mindful Leadership in January, 2011, our strength, flexibility and resiliency, after ending her tenure as Vice President, Public we now know from the field of neuro- ment of the ankle and toes, the swing Responsibility and Deputy General Counsel for science that we can develop the mind’s of the foot, the touch of the air, the General Mills, Inc. innate capacities, including its capac- weightiness of the legs, etc. Feel the Janice was a strategic leader within General ity to focus, see clearly, be creative and sensations, do not think about them! Mills for nearly 15 years before leaving to act with compassion. We can no lon- When you notice that your mind has dedicate herself full time to the Institute. While ger afford to have those in positions drifted away, simply redirect it to the at General Mills, she co-developed the very first of influence lead without training the sensation of walking. Do you notice mindful leadership curricula at the University mind’s full capabilities. In the Insti- any differences in how you arrive at of Massachusetts Medical School’s Center for tute for Mindful Leadership retreats your next meeting? Mindfulness where she served as a member and workshops that my colleagues This simple practice can begin to of the Advisory Board. As a certified teacher of and I teach to employees and leaders break holes in the auto-pilot, reactiv- mindfulness and an experienced former officer from around the world, we repeatedly ity by bringing us back to this moment. of a Fortune 200 company, she has brought the hear people say that this experience Our body sensations can only be felt in intensive training of mindful leadership to leaders and practice has allowed them to see the present so practicing by bringing from all forms of organizations-corporate, non- a fuller and more meaningful way to our attention to body sensations im- profit, academic and government, military. live their lives, and to lead with more of mediately takes us to the present. ■

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Awakefulness is the heart-essence of buddhist meditation By Lama Surya Das uring my initial private meet- Thomas Merton said that prayer is the day; and yet, as mindful living Ding with the elderly Tibetan like talking to God, and meditation is becomes more habitual, the prac- Master Kalu Rinpoche, my heart like listening. This intimate conver- tice begins to carry us, and we catch guru, in Darjeeling, West Bengal in sation begins to pervade ones entire the updraft and buoyancy that is the 1973, I asked him about the main life. spontaneous joy of meditation. Years points of meditation. He asked what Meditation, simply defined, is a seem to drop away, while spacious kind of meditation I was doing, and way of being aware. It is the happy lightness and joy pervade our being. I told him mindfulness of breathing. marriage of doing and being. This Some teachers emphasize a still, “What will you concentrate on when lucid, intentional presence of mind formal posture, while others are less you stop breathing?” he asked. lifts the fog of our ordinary lives to strict and more focused on internal That was a real eye-opener! Sud- reveal what is hidden; it loosens the movements of consciousness. An apt denly I realized that I might have to knot of self-centeredness and opens Zen Buddhist saying instructs us to broaden the scope of my understand- the heart; it moves us beyond mere sit with formal body and informal ing of Buddhist practice. In time, I concepts to allow for a direct experi- mind. Tibetan traditions emphasizes came to discover that it included a ence of reality. Meditative awareness the lotus posture (crosslegged and great deal more than any one medita- embodies the entire Way of Awak- an upright spine, part of the “seven tion technique and also that the many ening, being both the path and its points of Vairochana Buddha”). The forms of Buddhist meditation shared fruition. From one point of view, it is popular Vipassana Master U Goenka fundamental elements. Primary the means to awakening; from anoth- of India sits slightly hunched over. among them all is, an awake, aleret er, it is awakening itself. I call it “being The common essential point is to and nonjudgemental openness and there while getting there, every single remain balanced and alert, so as to friendly appreciation of or interest step of the way,” by being completely stay present, focused, alert and atten- in what appears in the field of con- and utterly here right now. tive, and pierce the veil of samsaric sciousness, in the present moment. Meditation masters teach us how (worldly) illusion. Mindfulness is the active ingredient to be precisely present and focused Although most Westerners tend to in the basic recipe for the path of en- on this one delicious, present breath, conceive of Eastern forms of medita- lightenment and awakening. the only breath; this vivid moment, tion as something done crosslegged The philosopher Simone Weil the only moment, whatever we may with eyes closed, in a quiet, unlit characterized prayer as pure undi- be doing—at work or at home, or be- place, the Buddha points with equal vided attention. Here is where all hind the wheel of a car. Meditation is emphasis to four postures in which contemplative practices have a com- simply a way of remembering what to meditate: sitting, standing, walk- mon root, a vital heart that can be you’re doing while you’re doing it. ing, and lying down. Buddha’s developed in an almost infinite vari- “Sleepwalkers of the world, awaken! sermon called “The Mindfulness ety of skillful directions, depending Throw of your chains, your obscura- Scripture” (Satipatthana Sutra) says: on purpose and perspective. Different tions,” says Buddha Marx. “When you sit, know that you are techniques of meditation can be clas- Different Buddhist schools rec- sitting; when standing, know you sified according to their focus. Some ommend a variety of meditative are standing. . . In all four activities, focus on the field of perception itself, postures, but mindfulness can and cultivate mindful awareness.” This and we call those methods mindful- eventually must be cultivated min pretty much covers all our various ness; others focus on a specific object, every posture, every waking moment. postures activities, allowing us to in- and we call those concentrative prac- This may seem arduous in the begin- tegrate meditative practice into daily tices. There are also techniques that ning, as one has to carry the practice life. Learn to sit like a Buddha, stand shift back and forth between the field wherever one goes and be remind- like a Buddha, walk like a Buddha. and the object. Attentiveness is the ful about it, amidst all the pushes Be a Buddha; this is the main point gently, prayerful song of the soul. and pulls distracting us throughout of Buddhist practice. For we are all (Part of this article appeared in Tricycle Magazine, Winter, 2001)

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Buddhas by nature; we only have to active cultivation and effortless For example, without trying to be recognize that fact, to awaken to and awareness, we engage in a delicate rid of pesky thoughts and feelings, know who and what we truly are. dance that balances disciplined in- we learn how to practice being aware While many people today practice tention with simply being. By being of them in the fleeting immediacy meditation for physical and mental both directive and allowing, we of the very moment in which they health, a deeper approach to contem- gradually learn to fearlessly explore present themselves. We can cultivate plative practice energizes our inner the frontiers and depths of doing awareness of any object: sounds, life, nurtures heart and soul-- as and being, and come to realize that smells, physical sensations, percep- well as body and mind-- and opens whatever is taking place, whatever we tions, and so forth. Everything is the door to spiritual realization. In may feel and experience, is intimately grist for the mill—even those things Tibetan, the word for meditation is connected with and inseparable from we find terribly unpleasant. As the gom, which literally means “famil- intrinsic awareness. “Not doing, not Tibetan Dragon Master Gyalwang iarization” or “getting used to,” and in constructing, not fabricating, not al- Drukpa says, “Everything must be this sense meditation is a means by tering or manipulating your mind, meditated!” Like the archer straight- which we familiarize ourselves with while remaining undistracted: this ening his arrow and perfecting his our inner heart-mind and its most is my vital pithy instruction, the aim, the practitioner of meditation intimate workings. The common heart-essence of meditation,” taught straightens out the mind while aim- Pali term for meditation is bhavana, my own Dzogchen master Nyoshul ing his or her attentional energy at meaning “to cultivate, to develop, to Khenpo Rinpoche. “Beyond action its object. bring into being.” So we might then and inaction, the sublime dharma is This calls to mind the haiku mas- think of meditation as the active accomplished.” ter Basho’s saying that in order to cultivation of mind leading to clear As it happens, I love the water el- write about a tree, he would watch awareness, tranquility, self-knowl- ement. When I sit, stand or walk by the tree until he became the tree. We edge and wisdom. This requires the ocean, for instance, the waves and watch the breath until we become conscious effort. wind simply meditate me into peace, the breath. In this way, as it is said But from another—and at first clarity and harmony. Whenever I see in Zen, we come to know the breath, glance contradictory—perspective, bodies of water, or flowing water, I ourselves, and all things intimately. there is nothing to do in meditation naturally and instinctively pray and In the beginning, concentration but enjoy the View: clear vision, see- meditate, in a centering-prayer kind is key. Concentrative meditations ing things as they are and not as they of wordless way. Every breath be- (Sanskrit shamatha) are said to be ain’t; appreciating the magical, myste- comes a sort of prayer, like a mantra, the useful means but not the end. rious, and lawful unfolding of all that effortless repeating itself in the form The stability of mind established by is. In other words, we’re perfect as we of subtle energy circulation as well as shamatha becomes the foundation are, and yet we can still use just a little physical sounds and vibrations-- as for insight meditation, or vipassana. tweaking; and as for the world, there’s the gentle, embracing spirit of the What we call “mindfulness medita- plenty of work to be done. In this we moving (or still) waters mirrors my tion” can be broadly defined as any find the union of being and doing: we own inner awareness and subtlest, conscious activity that keeps the swoop down with the bigger picture luminous consciousness, and every- cling-free attention anchored in the in mind—the view of absolute real- thing flows, while nothing remains. present moment, allowing us to see ity—and at the same time we climb And yet, and yet: this nuttin’s really clearly what is happening, to distin- the spiritual mountain in keeping sumptin’, aint it?! guish what is wholesome from what with our specific aspirations and in- Meditation is not about getting is unwholesome, and to perceive clinations, living out relative truth. away from it all, numbing out, or the contingency and interdependent “While my view is as high as the sky, stopping thoughts. Mindfulness is working of things. my actions regarding cause and effect also entirely relational; it’s mastery As the pioneering Zen master [karma] are as meticulous as finely of how we relate to things, being Shunryu Suzuki said, “We pay atten- ground barley flour,” sang the eighth master rather than victim of causes tion with respect and interest, not in century Lotus Master Padma Samb- and conditions. It’s as if we carry our order to manipulate but to under- hava of Tibet. By alternating between own atmosphere wherever we go. stand what is true. And seeing what

110 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION is true, the heart becomes free.” This is not just Buddhist double-talk. New Millennium Prayer There are various Buddhist schools with different approaches May all beings everywhere, and practices, but committed medi- with whom we are inseparably interconnected tation practice is, in short, the way and who want and need the same as we do; we apply the Buddha’s final words: “Work out your own salvation with May all be awakened from the sleep of ignorance, diligence.” In Tibetan Buddhism it liberated, healed, fulfilled and free. is said that detachment is the root of meditation and devotion is its head. May there be peace and harmony in this world Bodhichitta (the aspiration to at- and throughout all possible universes, tain enlightenment for the welfare of an end to war, violence, poverty and inequality, injustice and oppression, others) is its soul. Mindfulness is its and may we all together complete the spiritual journey. breath, vigilance its skin, and non- distraction its essence. Balance and ~Surya Das, Boston 2001 harmony are the seat of meditation, and penetrating wisdom is its eye. right amidst the miracle and amaz- meditation by an American lama, Nowness is the time, and this place ing grace of it all. Immediately I feel with love, prayerful blessings and is the place. Self-discipline is the very enveloped in what a Christian mystic healing thoughts. bones of Buddha, and present-mo- once called the cloud of unknow- I have visited, bowed, prayed, ment awareness is the heart of it all. ing, and know I don’t really need to chanted, bowed and meditated in Milarepa said, “The ultimate view is know. In this state of I sit naturally many if not most of this evanescent to observe one’s mind, steadfastly and to meditate, in the very heart of the world’s great houses of worship— with determination.” When the Bud- matter, completely at home and una- churches and cathedrals, temples, dha stated, over twenty-five hundred lone, wherever I may happen to be mosques, holy mountaintops and years ago, that anyone could become at the moment. This is what I tern river confluences, grottos and pil- enlightened through applying his co-meditation, implying meditating grimage places. I assure you that teachings, he meant it. And many with, never alone. The very vividness nothing is missing right here. A sa- have reaped those blessed results. of everything that appears and is acts cred space is one which feels larger This is the promise of Buddha-dhar- as aid and abettor to this kind of Nat- inside than outside, for it makes us ma, of the wisdom of meditation. ural Meditation. This co-meditation feel that way, too. In that moment, On a more personal note: I wake embodies sublime solitude and sa- that experience, is ones inherited up each morning, look out the win- cred silence. You too are invited and acre of heaven, our backyard nirvana dow at my little pond and woods, and welcome to join, any time, any place and inner citadel; just like ones own wonder: Who made all this? It wasn’t spirit happens to find you. home is greater than all the mansions me, that much I know. Therefore “Only that day dawns to which we and architectural wonders of the wordless gratitude and wonder fills are truly awake,” says Ralph Waldo world, or at least should feel so. ■ my heart and mind, body and soul Emerson, our poetic first American when I look out the window each philosopher. Simply sitting down, Lama Surya Das morning and I sense the sacred Pres- dropping everything for the moment, is one of the ence, transcendent over all of us yet and making the firm resolve to awak- foremost Western immanent in each and every one of en in the Presence invokes all That Buddhist medita- us, by whatever name or image-ing. for me. It’s not very complicated. Of tion teachers and Where’d it all come from, and course this is quite personal and may scholars, one of the where’s it heading? The unspeakable, not work well for everyone. I’m one main interpreters vital potency of this ancient, time- man alone before the Ultimate, and of Tibetan Buddhism in the West, less mystery instantly makes me feel that’s my true existential situation. I and a leading spokesperson for the grateful and awe-struck, standing offer these thoughts on prayer and emerging American Buddhism.

www.mobiusleadership.com | Mobius Executive Leadership 111 MINDFULNESS & LEADERSHIP SECTION A practitioner reflects on the role of awareness training in leadership development By Marc Roudebush, Mobius Consultant and Executive Coach

“There is nothing so practical as a and compassion) seems to be the source learned the “learning pathways” model good theory” –Kurt Lewin, 1951 of the best value I bring to clients. from our Mobius colleagues Bob his is a time of great ferment for Yet I don’t teach meditation or Putnam, Phil MacArthur and Diana Tpractitioners of leadership devel- mindfulness to clients… yet. Smith—all three students of Chris Ar- opment, organizational learning and Now you may say there’s a simple gyris. It posits that results are always a the like. At such times, we see poten- fix for this. “Train in MBSR or MBCT function of our actions, which in turn tial connections between multiple and apply it in your coaching. Become are shaped by how we “frame” a situa- approaches—for example Voice Dia- a Search Inside Yourself facilitator!” Or tion, which, in turn, is shaped by our logue, Difficult Conversations, underlying mental models Mindfulness, Immunity to Mindset and the external context. Change, and Conscious Busi- (See figure to left.) ness—but don’t necessarily see Frame Action Result It is in this framework how they fit together, or know Context that many of us learned which end to present to clients. to reflect on our “Left I imagine a number of read- Hand Columns” (what ers of this newsletter are engaged in you may say “you should meet person we thought and felt but did not say). integration efforts, making sense of X who is doing “Big Mind” in a corpo- Thus we gathered data to illuminate different theories, experimenting with rate context.” My reply is “Terrific! In the frame of reference and operating different practices, and finding ways to fact I am training to be an SIY facili- assumptions governing our actions. talk about their discoveries that make tator. But that doesn’t change the fact Informed in this way, we were able sense to clients and colleagues. I offer that we’re still in the early stages of this to make changes not only to our this essay as a contribution to the effort integration.” behaviors, but also—more power- to integrate Eastern wisdom traditions There is a lot of excitement about fully—to the mindsets driving those and Western approaches to leadership Mindfulness. Pioneers like Richard behaviors. Not only might I give my development. Davidson have brought it “out of the erstwhile opponent greater air time The question I’d like to take up with closet” and into the limelight of scien- in the negotiation; I might shift my you is “what is the role of awareness tific inquiry. But in pulling the blanket intention from “winning over” him training in the development of leaders, hard over to the side of Mindfulness, to “winning with” him. Chris Argyris and why does it matter?” we are at risk of forgetting the benefits famously called this higher leverage Like many of you, my fascina- of our western, action-oriented models approach “double-loop learning.” tion with this question was a big part of learning. We are leaving Organiza- Already in this approach to learn- of the bond I instantly felt with Amy tional Learning exposed and grumpy ing we can discern a role for awareness. Elizabeth Fox, the publisher of this on the other side of the bed. The better our skill at reflecting on our newsletter, when I first met her in 2006. To make our Eastern and Western “operating assumptions”—especially in Thank you, Amy, for holding the space bedfellows happier with each other, the moment—the greater our chances for such inquiries. You host a magnifi- it may be helpful to reflect on their of successfully, learning, adapting and cent virtual Salon! shared interests and ability to support leading. The “reflective practitioner” is Back then, as now, spiritual practice each other. One could take Eastern and by definition self-aware. was of central importance in my life (I Western approaches to this task. In this Many readers of this newsletter had been a Tai Chi practitioner since essay I focus on a Western one. will be familiar with one or several 1989 and meditating since 1993), and Let us consider the natural link children (or cousins) of the learning such practice seemed to make me more between awareness training and the pathways framework, for example effective as a coach and trainer. I would “learning pathways” that are at the Bill Torbert’s Action Inquiry, the “ice- go further now: the result of spiritual heart of so much organizational learn- berg” model (in which behaviors practice (let’s call it greater awareness ing and leadership development. I are shaped by underlying thoughts,

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feelings and beliefs), the “observer- attempts to generate buy-in, like a action-result” triad in the Newfield marriage proposal, only succeed if our ontological coaching model, or the counterparts agree! We may be 100% An Inspiring Workplace is the creation “Be-Do-Have” sequence in Con- committed to success, but we can’t of individuals and yet shapes the choices scious Business. command the outcome. that individuals make. We offer custom- designed interventions designed to support When talking about the impor- Integrity, on the other hand, is de- individuals, teams or your entire organization. tance of awareness in one of these fined in relation to our values, and is What follows is a sample of programs we have frameworks, I have often presented therefore unconditional. How I ask is successfully implemented with clients: it as a means to greater effectiveness. entirely within my control. In the case The Inspiring Workplace Culture Diagnostic Like the lumber jack’s proverbial saw of the marriage proposal, I can choose A “quick and clean” way to generate multiple, sharpener, the ability to reflect on one’s to lie and manipulate—exaggerating independent perspectives on how things get done in your workplace. mindsets and actions is presented as an my assets, getting my girlfriend drunk, investment required to optimize effec- asking a mutual friend to disparage Design and Facilitation of your “Best Offsite Ever” tiveness—to get the leader to be, or get the “other guy”—or I can choose to be A proven process for achieving alignment, back to being, at her best.” authentic, vulnerable and respectful of engagement, and commitment in your This line of reasoning has a weak- my beloved’s choices. company (or team). ness, however. It defines the value of The choice to be authentic or not Integrating Creativity into the rhythm of double-loop learning as a means to (or respectful or humble or compas- your business an end and does not provide a way of sionate, or any of their opposites) rests A four-step process that supports a regular questioning one’s definition of success. unconditionally with me. It does not discipline of collaborative value-creation in key areas of the organization. The question of ethics goes begging. depend on any one else’s choices. This We might try to answer “why ethics” is why Kofman offers another name Initiating Culture Change from the “Bottom Up” in terms of intrinsic motivation (as in for integrity: “success beyond success.” Complete with a low-impact survey instrument and a flexible, self-serve support Daniel Pink’s Drive), in terms of the Integrity represents the “how” that you model, this program boosts employee binding power shared purpose, or in would not want to lose sight of in order engagement, and people’s willingness to take terms of building a more sustainable to accomplish any given “what.” appropriate risks in an environment of trust. “whole system” approach to solving What would be the point of secur- Using Conflict as an opportunity to problems. But such answers easily fall ing a “yes” to your marriage proposal at build engagement & trust, and achieve prey to a false dilemma—the dilemma the expense of having deceived and ma- breakthrough solutions of the long-term and short-term. nipulated your fiancé? Conversely, how Our Productive Conflict Facilitation, for 1 on 1 or group situations, will help you successfully Coach: “… and so you can see the much better is a relationship—whether navigate “promising” conflicts and develop superior effectiveness of long-term, personal or business—when we have your ability to handle them gracefully and productively in the future. multi-stakeholder thinking….” had the courage to be authentic and re- spect the other person’s choices? Keeping your leaders on their growth edge Client: “I like that idea, but just OK, so far we have a theory that with 1 on 1 coaching now I have to make my numbers. says our actions can be evaluated both Nothing motivates a high potential or influential leader more than the opportunity to I’ll call you in a few quarters.” in terms of their effectiveness and fulfill their potential. Most leaders are honored Fortunately, this dilemma is re- their integrity. If we want to improve to receive the challenge and support of 1 on 1 solved when we clearly distinguish in either of these dimensions, we can coaching; and the ripple effects on employee between two distinct dimensions of ac- look “upstream” along the learning engagement and productivity create a strong tion: effectiveness on the one hand, and pathways, for a better understanding ROI for the company. integrity on the other. I’m not aware our goals, values, interpretations and of the full lineage of this concept, but choices. Thus double (even triple) loop through my actions?” To be honest, I was first exposed to it in Fred Kof- learning can enhance not only our ef- this was my initial reaction when I was man’s, Conscious Business. fectiveness but also our integrity. first exposed to the concept of “suc- In this elaboration of the learn- So what’s awareness got to do with cess beyond success.” I was intrigued ing pathways, effectiveness is defined it? At the simplest level, awareness is by the “admirable characters” exercise as the accomplishment of one’s goals, in play for anyone who may be won- in which we listed people we admired and is recognized as being conditional dering “what are my values anyway, and why (e.g. Nelson Mandela for his (i.e. only partially in our control). Our and what does it mean to express them forgiveness)… and by the suggestion

www.mobiusleadership.com | Mobius Executive Leadership 113 MINDFULNESS & LEADERSHIP SECTION that I would be more engaged and en- Integrity, as the expression of such Finally, I would like to add that I gaging if I could count myself on that values, is a quality of being, not of am excited about the Search Inside list. “Live courageously, with integri- doing. It does not vary with time, but Yourself Leadership Institute. Please ty,” sounded like a good battle cry, but it does vary with our awareness. If we check out the book excerpt in this at first it was a lot easier to regard this are not even aware that our buttons issue by Chade-Meng Tan. Search In- earnest entreaty with irony than to see are being pushed, or that we are being side Yourself represents an ambitious what it might point to in my life. influenced by a conflicting interest or and thoughtful synthesis, providing I could readily see what it meant commitment, how can we be expect- an evidence-based approach that links in the extreme example of the mar- ed to resist the temptation or make mindfulness, emotional intelligence, riage proposal, but then I started to the wiser choice? If we don’t even see difficult conversations, and leader- see it in more and more ordinary the opportunity, how can we make a ship. Go SIY! Let’s keep on learning! situations. What it meant to propose meaningful sacrifice or take a “heroic” a process improvement, to check an stand? Epilogue assumption, to invite participation, Thus by making the role of aware- There would be a whole other arti- to share a story that had moved me: ness and integrity more explicit in the cle to write from the “eastern side In all these cases there was a condi- learning pathways framework, we can of the river.” The task here would tional outcome that defined success demonstrate that awareness is a critical be to build a bridge in the opposite (such as getting a “yes”), but there factor not only for success but also for direction; from awareness training was also an opportunity to “exercise” “success beyond success.” toward the more action- and dia- a way of being that I could be proud My hope is that this framework logue-oriented western approach to of regardless of the outcome: to en- may be helpful to those of us who are leadership development. The stereo- gage productively rather than just seeking to integrate mindfulness or type of Eastern spiritual traditions as criticize the process, to be curious, to awareness training into our leader- being about retreat and renunciation respect other’s choices, to be gener- ship development work with clients. can seem to suggest that actions are ous in sharing what moves me. In what ways have you attempted of no consequence in comparison to I could see the value of being aware this synthesis? How can we integrate contemplation. Yet action—in body, of these choices and their consequenc- mindfulness with listening excercises? speech and mind—plays a central role es. In my coaching practice, it seemed How does it apply to working with in Buddhist theory and practice. At that many of my client’s big “ahas” oc- the Left Hand Column, or Immunity the subtlest levels action and aware- curred when they saw new choices that to Change? Can we link pausing and ness, compassion and wisdom, are appeared meaningful to them—like reflecting directly to the quality of our inseparable, and one of best questions discovering an opportunity to be more advocacy and inquiry? How can we we can ask as spiritual practitioners is true to oneself. offer meditation training in a broad “what can we do to allow our actions This is how I came to think of and explicit context of creating an to express and amplify our awareness, awareness as a third dimension of inspiring workplace and building cul- rather than obscure it.” action. Awareness gives our actions ture leadership capability? Awareness plays an important role depth. Moreover, our ability to make I would be very curious and grate- in helping us learn to be skillful in our choices with effectiveness and integ- ful to hear your experiences in this conduct, but conduct as well, plays a rity is in part a function of awareness. domain. Please join the discussion on role in developing and sustaining our As a meditation practitioner, I was Linked in I have just launched. deepest realizations. ■ intrigued by fact that effectiveness is always demonstrated over time—the Marc Roudebush is an executive coach and culture change consultant time it takes to complete a project, to whose empathic listening, “tough love,” and deep understanding of play a baseball game, to get an answer the human dimension of business have helped senior leaders achieve to a proposal—while integrity does not breakthrough results in high-tech, big pharma, financial services, take time. Being honest…. or curious consumer goods, as well as government and non-profits. Along with his or respectful or generous, etc. is not 15 years, hands-on experience in coaching and consulting, Marc brings something that evolves over time. It direct experience as a business executive (CEO and Managing Director roles) and the just is or it isn’t. analytical rigor of a social science Ph.D. He is also a dedicated meditator, and President of Pointing Out the Great Way Foundation.

114 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Mindfulness in our working world By Chris Tamjidi, Mobius Senior Consultant he picture is no doubt familiar to new solutions. And one solution is only in the last 5 years, we would have Tall. In front of us sits a successful mindfulness. been similarly amazed how wonderful leader, in the prime of her abilities. For many people, mindfulness med- sport is. Lets take a short look at some She exudes expertise and competence, itation is something somewhat esoteric. of the well-known, and also more sur- albeit a bit distracted. The BlackBerry Or, at second glance, a kind of cogni- prising ways in which mindfulness can blinks several times in the course of tive training. Mindfulness meditation affect our working life. the conversation. The first impression: is much more than that. The esoteric everything under control, business is touch around meditation is thoroughly Mindfulness, stress and slow- good. But if we look closer, we see that misplaced. There is hardly a topic that ing down the leg under the table moves con- relates to the business world, which is The prevailing opinion is: Because we tinuously in a nervous fashion. The currently being researched more in- do not have time, we are all so stressed. conversation is interrupted several tensely. Annually about 550 scientific But actually it is the other way around - times by text messages - and shortly studies and publications about mind- because we are stressed, we do not have thereafter a phone call. As we talk, her fulness meditation are published. And time! Our daily workload is not statisti- eyes drift to her laptop. A short glance the results are becoming increasingly cally significantly greater than was the at an e-Mail. Then, the mood is differ- clear: meditation does help - and in case 20 years ago. What is undisputed, ent - even tenser. The thread is lost - the many surprising ways! however, that we have to do deal with moment has changed. • Health: Body and mind are deeply hundreds of instant requests and tasks. Stress, constant pressure, no time to connected, and especially through Our mind has to deal with these daily think, endless e-mails, between 80 and our nervous system. Mindfulness myriad things- and we cannot just 150 per day and at least 30 phone calls. meditation helps us to relax and let go simply switch off when we get home or The To-Do List of a typical executive at of stress. It has very positive effects on even have time off. the end of a day is longer than it was at our physical health and strengthen- What happens then? Our minds still the beginning of the day. No time for ing the immune system. Hundreds of circle around, jumping from one topic reflection, no room for creativity or the studies have demonstrated the effect to another, we cannot slow down. Be- ability to think through an issue until of mindfulness on various diseases cause of this we have no sense of being the end. The longing for focus and and conditions, including headaches, able to come to rest, relax or have inner deceleration is palpable. The working pain syndrome, high blood pressure peace. But this is exactly what is so cru- day starts at 6 am, the mind thinking etc. cial. Stress per se is not a problem, but through the e-Mail we read yesterday rather the absence of significant time to at 23:20. We go from one meeting to • Cognitive: Mindfulness is the basis rest, relax and let go. the next seamlessly, interrupted only to for all higher-order cognitive skills. Mindfulness training can help us check messages. The day ends in ex- Brain researchers have found that slow down, let go of the constant clutter haustion. We saw the children at some mindfulness has a positive impact on in our minds, and simply be. Scientific point, but we did not really notice them concentration, perception, creativity, studies have even shown that we can or take time for them. working memory and so on change the structure of our brain and The experience is common. The sta- • Behavior and mental health: mindful- our instinctive responses to things. So tistics confirm the degree of stress and ness strengthens our mental resilience rather than responding in a stressed burnout experienced in working life. especially and helps overcome chron- manner, and furthering the cycle of We are always "on", and more often ic anxiety, burnout, depression and stress and tension, we can become distracted and more exposed than sleep disorders. mindful of our own behavior and re- ever to multitasking situations. Many At first glance this may seem sur- spond in a more nuanced way. And we people have been saying it for a long prising, but if we look more deeply, it is can also learn to not further our own time, it has become almost boring: We understandable: We all know that exer- stress and burnout by amplifying the have to change – and find a new way of cise has a positive effect on body, mind negative emotions in our brain. For thinking and acting. This will require and spirit. If we had discovered sports this reason, mindfulness training has

www.mobiusleadership.com | Mobius Executive Leadership 115 MINDFULNESS & LEADERSHIP SECTION already taken firm root in many clinics of the "Search Inside Yourself" proj- meditation. Therefore, mindfulness treating burnout patients. ect by Google, a mindfulness-based is actually a very pragmatic approach training program, developed with to cultivating good and sustainable Mindfulness and mindfulness researchers. It has been leadership. We even believe that mind- concentration available since 2007 for Google em- fulness is one of the essential answers Daily life in many companies is domi- ployees and is an important part of the to the question of "how" is. Many talk nated by one thing above all - constant development of the management cul- of sustainable management but when sensory overload. We do many things ture at Google. asked how to do that, especially when at once, and cannot always bring some- we are in a stressed, exhausted state, thing to an end. This feeds a cycle of Sustainability there have been few answers. multi-tasking, which has been shown Researchers at INSEAD were commis- Mindfulness training is to acquire to undermine our concentration, pro- sioned by the EU to evaluate measures more than a tool. It encompasses self- ductivity and quality of our work. to improve CSR in the business com- awareness, embracing perception and What we need however are concen- munity. They found with surprising intelligent social interactions. One tration, focus and perseverance. Because results. The full quote is worth reading: study in 2007 analyzed over five hun- of the permanent stress, many execu- “The standard executive education dred leaders and divided into different tives cannot lead a quiet conversation approach based on engaged discus- levels of performance. Many were func- or pursue any thought to the end. Many sion and case analyses fails to facilitate tionally good leaders - but only 5 to suffer from a neurological phenomenon managers to shift towards higher prob- 10% were truly outstanding "leaders". - the "attention deficit disorder" – and abilities to make socially responsible And the interesting thing - more than are in a state of sustained silent panic decisions.” 50% of the outstanding leaders had a and restlessness. They are erratic, in- “On the other hand, coaching pro- regular practice of mindfulness or a tense, imperious and unfocused. grams based on introspection and similar contemplative practice. Regular meditation has been meditation techniques, without any Now to the disappointment: Mind- proven to train quiet attention and to discussion about CSR topics, exhibit a fulness meditation is not a magic pill. significantly strengthens concentra- significant impact on both the prob- Although it is scientifically proven in tion. Researchers have found that even ability to act in a socially responsible hundreds of studies, it's like a sport - brief meditation can help. Some results way and on the factors that influence we need to do it regularly, otherwise - Just four days of 20-minute mindful- the probability to behave that way.” nothing will happen. And we need to ness training can improve cognitive At first glance, surprising. At sec- try and experiment to see how it fits skills such as attention and concentra- ond glance, maybe not. Actually, every into the working world. tion significantly. person, every manager in their hearts So this is an interesting time. A time would like to do good for others – for of much experimentation and learn- Emotional Intelligence and employees and for our environment. ing – to see in what forms mindfulness Empathy They just often do not have a clear will take root in the working world. A A number of management researchers head or are so caught up in their mill number of different approaches have see emotional intelligence or empathy that they have no time to think or act been tried – based on stress reduction, as more important indicators for the sustainably. employee satisfaction, emotional intel- success of a manager than technical You only need to have the space for ligence, learning and growth. And all knowledge. In parallel, brain research- it, a mental space to reflect the conse- have shown very promising results and ers have discovered that we all have quences of our own actions. So many are being rolled out further. We invite mirror neurons in our brains - we can people, not least those in charge of the you to experiment too. ■ perceive not only the emotions of oth- training program at Google believe ers, but their experience is also mirrored that mindfulness meditation can make Chris Tamdjidi lives in Germany where naturally in our brains. Empathy is nat- a substantial contribution for a success- we works as a consultant and also runs a mindfulness hotel. At the hotel and in ural. Thus we do not learn empathy, but ful company and also a better world. his consulting, he works with companies ONLY notice it. Mindfulness cultivates Slowing down, less stress, better who are trying to balance the fast paced self awareness of our own emotional cognition, attention and empathy and demands of the modern workplace with states, and also that of others. more natural interest in sustainability: human wellbeing and wisdom – This essential knowledge is also part these are natural results of mindfulness a delightful and challenging dance.

116 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION Excerpt from The Lotus: A Personal Practice Guide for Authentic Leadership towards Sustainability By Christopher Baan, Phil Long and Dana Pearlman From complexity to capacities will increase their depth at tion process are more likely to guide collaboration engaging group processes with a more a team towards successful, lasting and he growing global complex sus- holistic understanding of self, others sustainable results that have ownership Ttainability challenge that society and society. Therefore, as a facilitator among the stakeholders. Authentic is facing today calls for facilitators or leader, cultivating your leadership leaders and facilitators that hold the and leaders that are adept at engaging capacity that helps make sense of the ‘container’ for collaborative processes groups in a collaborative manner to see world in a deeper and more holistic more personally, are better able to the larger picture beyond individual way, is paramount. engage people in multi-dimensional perspectives, and to support complex ways, resulting in more embodied and planning and decision-making. Useful resources: empowered outcomes. The developed These collaborative engagement Cynefin Framework/Complexity sense of awareness inherent in personal processes include people learning theory/Systems thinking leadership capacities can be critically from each other, with each other, and valuable in enabling facilitators and is a cornerstone in organisational Cultivating your Authentic Self leaders to know when and what to do learning theory. It relates to the no- In order to address the complex sus- during a group process by ‘sensing’ tion of ‘team learning’ and the process tainability challenge facing society what is happening with the group in of unearthing a group’s ‘collective in- today, leaders must cultivate their the present moment. In this practice telligence’, the idea that in collective own authenticity and presence. We guide we present 9 personal capacities learning or collaboration, the intelli- understand authenticity as being true, that leaders find essential in their work gence of a group is greater than that of open and honest with who you are. to facilitate complex and transforma- any individual. Through these group The more adaptable and developed a tional change towards sustainability. engagements, complex problems leader becomes, the greater they are These personal capacities by their very are seen holistically through a wider able to steer through complex, partici- nature cannot be learnt only on a cog- stakeholder perspective. patory planning processes. Through nitive level; they must be embodied. The sustainability challenge is their personal development, facilita- Our research has shown that one complex; we cannot foresee how so- tors and leaders are more able to utilise important path to the embodiment cial, environmental and economic hindsight, hold multiple worldviews of these capacities is through per- modifications will affect the system. and perspectives, and sit with current sonal and collective practice. The Therefore, the wider stakeholder per- reality while simultaneously aiming implication of this is clear; as one spective obtained in a system, the more toward a desired future. The adapt- expert put it, “no real transformation holistically a system can be perceived. ability achieved by facilitators and can take place without personal and In order to engage groups, facilitators leaders honing these capacities lends collective practice”. The simplest dic- who are adaptive and create an envi- itself to enhancing collaborative group tionary definition of practice is “to do ronment conducive for collaboration processes and outcomes in Strategic repeatedly to acquire or polish a skill” will be more effective dealing with Sustainable Development. This is a (Szpakowski 2010). We distinguish complexity and in helping move soci- continuous path towards using more here between personal (individual) ety toward sustainability. Facilitators and more of your authentic self in and collective practices. An example cultivating their personal leadership facilitation processes. This path helps of a collective practice is dialogue or facilitators and leaders improve the Aikido, something you do in a group quality of relationships in a team while of people where interaction is key. In The success of an intervention engaging people cognitively, mentally, addition to the personal capacities depends on the interior condition of physically, emotionally, and spiritu- identified in our research we found the intervener. ally. Facilitators and leaders bringing conditions for success for developing - William O’Brien their authentic selves into the facilita- your capacities through practice:

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The Lotus: A Personal Practice Guide Conditions of success for ers” (Avolio et al. 2005). Authenticity for Authentic Leadership towards developing your personal is about “owning one’s personal expe- leadership capacities Sustainability riences, be they thoughts, emotions, By Christopher Baan, Phil Long and Dana Pearlman • A combination of personal and needs, wants, preferences, or beliefs, collective practice is a pathway to processes captured by the injunction With the ever-increasing complexity and speed of the development of your leader- change in society and in the world today, how can we to ‘know oneself’ and further implies ship capacities; tap into the wisdom, clarity, and commitment needed that one acts in accord with the true as sustainability practitioners, to engage people in • A combination of contemplative, self, expressing oneself in ways that participatory ways, to facilitate the transformation to- physical and spiritual practice are consistent with inner thoughts wards sustainability in our organisation or community? helps you align body, mind, spirit and feelings” (Harter 2002, 382; in A guidebook was written by three 2011 graduates and shadow, in order to maximise Avolio et al. 2005). Leaders model- of this Swedish Sustainability Leadership Master’s personal development; programme, that attempts to answer this question. ling awareness and authenticity invite Relevant to leaders, facilitators and change agents • The integration of practices both participants to do likewise, and if one working on the intersection of leadership development, in your personal and professional is engaged on an authentic level, en- process facilitation, and sustainability, the guide- life helps you take the learning gagement processes are likely to result book documents personal leadership capacities that from the practice back into the in more desirable outcomes. authentic leaders find essential in their work when facilitation process. Authentic leadership develop- facilitating complex, transformational change in organ- isations and communities. Furthermore, it suggests Conditions of success ment offers facilitators and leaders practices (ranging from contemplative and spiritual to for choosing a practice a foundation from which to engage physical, engaging both head, heart and hands) that groups beyond the cognitive level. It • The practice must have a mir- help in developing your leadership capacities. includes the emotional, physical and roring quality, to help the The guidebook, which is freely available to download spiritual dimensions to increase con- participants observe themselves or to order as hardcopy, has been informed through gruence between outcomes created and enhance self-awareness; interviews with practictioners in the Art of Hosting Stra- collaboratively with participants’ au- tegic Conversations, and in the ALIA institute (Authentic • The practice has to provide ‘a con- thentic selves, resulting in stronger Leadership in Action), among others. From a community tainer you can’t manipulate’ with and more successful outcomes. Fa- initiative in Halifax (Canada) to strategy development for structures that are adhered to; an energy company in Bolivia - practitioners around the cilitators and leaders bringing their world are already applying the models and ideas pre- • The quality of your attention in the authentic selves into an engagement sented in this guidebook and showing its real-life value. practice is more important than process benefit outcomes. However, it You are welcome to download, read and share the the type of practice performed; is not enough in order to successfully practice guide. Feedback and suggestions for con- • The practice must be something address the sustainability challenge. tinuous improvement are welcome. you are willing to do repetitively One must have the ability to plan in a www.thelotus.info and consistently. strategic manner within the confines The continuous mastery of per- of the Earth’s carrying capacity. The sonal capacities not only improves sustainability principles introduced your leadership performance; it also previously define such boundary helps you get in touch with your own conditions. Combining an authen- authenticity. When you are more in tic and holistic leadership approach touch with your authentic self, your along with knowledge and skills in actions are easier to embed in your Strategic Sustainable Development, life and thus lead to stronger follow- we contend, will benefit collaborative through in a facilitated engagement engagement processes and outcomes process. The literature on leadership that help move organisations and so- development highlights the impor- ciety toward sustainability. tance of self-mastery in leaders and through “increased self-awareness, Personal Leadership self-regulation and positive mod- Capacities and Practices elling, authentic leaders foster the The following section describes the development of authenticity in follow- personal capacities authentic lead-

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ers find essential in their work and the dimensions of oneself and others, is the capacity to sit with ambiguity in some of the various practices that regardless of circumstance. Compas- a facilitation session, manage polari- help them develop these capacities. sion involves the ability to reflect ties, and hold multiple perspectives. They are accompanied by principles upon oneself and others without as well as self-reflection questions and judgment, but with recognition and Being Present reflection questions to use during a trust that others are doing the best What is it? Being Present means being facilitation process. Bare in mind that they can in any given situation fully aware and awake in the present a more holistic approach to practice is moment – physically, mentally, emo- Whole System Awareness most beneficial and many of the prac- tionally and spiritually. This includes tices are useful for developing multiple Whole System Awareness is the capac- connecting to others, the environment capacities. It is recommended to do ity to quickly switch between different around you and current reality. practices that regularly engage the perspectives, scales and worldviews to body, mind, spirit and heart, which see the big picture, interconnections Principles: Show up, choose to be pres- may mean using multiple practices to within the system, and being able to ent. Pay attention to what has heart cover all bases. scale down to small details. Whole and meaning. (adapted from ‘Four-Fold System Awareness is not just cogni- Way: Principles To Guide A Learning Being Present tive – you ‘sense’ the system. It is the Community’ www.equalvoice.com) • Being Present means being fully understanding that everything is in- aware and awake in the present terconnected within a system. Self-reflection questions moment – physically, mentally, emo- Whole Self-Awareness • Sit still for a moment in silence. tionally and spiritually. This includes What do you notice happening connecting to others, the environ- Whole Self-Awareness is the continu- around you? When you observe ment around you and current reality. al, lifelong process of paying attention to knowing one’s self; it involves con- yourself in the environment or Suspension and Letting Go sciously and intentionally observing space you are in, what are you sens- • Suspension and Letting Go is the various dimensions of the self (in- ing, hearing, smelling, feeling and ability to actively experience and cluding the physical, mental, shadow, noticing? How is your body, mind, observe a thought, assumption, emotional and spiritual realms). It is spirit and heart in this moment? judgment, habitual pattern, emo- the capacity to observe how one is Reflection questions during facilitation tion or sensation like fear, confusion, thinking, relating, feeling, sensing, conflict or desire, and then refrain- and judging. Whole Self-Awareness • What questions about the system ing from immediately reacting or includes perceptions beyond the ra- you’re operating in help you un- responding to the situation. tional mind, such as intuition. derstand their current reality more fully? For example, how does the Intention Aligned with Higher Purpose Personal Power social system function (do people • Intention Aligned with Higher Personal Power is the ability to use share viewpoints, listen to one an- Purpose is the alignment of one’s energy and drive to manifest wise other, have solidarity or use critical authentic nature with one’s internal actions in the world for the greater thinking?). resonance with manifested actions good, while being aware of one’s in- • What does the group need right in the world. This alignment trickles fluences on a situation. now in order to proceed with the down to all facets of life including agenda? You could ask questions Sense of Humor one’s personal, professional and about the organisational structure, spiritual dimensions. “Where your A Sense of Humor, or ‘light-hearted- and any other part of the system deepest personal passion and the ness’, is the universal experience of you are working with. world’s greatest needs align, there is simultaneous amusement, laughter • How are you feeling right now opportunity” (Peter Senge). and joy culminating from an experi- ence, thought or sensation. with this system or group - men- Compassion tally, emotionally, spiritually, and physically? What do you need to Compassion is having unconditional Dealing with Dualities and Paradoxes acknowledge, and then put aside acceptance and kindness toward all Dealing with Dualities and Paradoxes

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for later, or focus on right now to in your car, when listening to others. Reflection questions during facilitation be present with this group and help Try using the breath throughout the • What are you holding onto from them become present? day to connect to the present moment. the past that is hindering your abil- ity to work with this group right Practices to develop your Suspension and Letting Go now to be effective? What do you capacity to Be Present What is it? Suspension and Letting Go have to let go of in order to meet Mindfulness meditation practice. This is the ability to actively experience this group’s highest potential? is useful for discerning the real- and observe a thought, assumption, • What is possible if you give space ity of things rather than believing in judgment, habitual pattern, emo- for others to voice their ideas and false impressions or misinterpreting tion or sensation like fear, confusion, opinions? information. By sitting in mindful- conflict or desire, and then refrain- • If you let go of judgments or as- ness meditation, this practice helps ing from immediately reacting or sumptions, what is possible that you train your mind to be calm and responding to the situation. you cannot see yet? stable. An inexperienced practitioner Principles: Notice your judgments, may find the practice overwhelming assumptions and habitual patterns of at first. If this is the case, use con- being in the world coming up with Practices to develop your ca- centration meditations (see Whole yourself or other people. Either share pacity to Suspend and Let Go Self-Awareness) before beginning them or park them and explore them Meditation is very useful for develop- Mindfulness meditation. For a guid- later. ing the capacity to Suspend and Let ed mindfulness meditation by John Go. Vipassana meditation helps you Kabatt-Zinn go to: http://bit.ly/BZYu Self-reflection questions witness consciousness; it is a prac- and for a description of mindfulness, • Notice when you are judging your- tice of observing your emotional and go to http://bit.ly/swZo2. self or others. What is your judgment? mental states. Vipassana trains you Breath exercises. When you wake What is the source of this judgment? to have a thought, and let it go or up first thing in the morning lie flat What do the judgments tell you about experience an emotion and witness on your back and use a deep breath to your values? If you did not have this it move through you. During this scan the body. Find any existing ten- judgment what else is possible? mediation, you aim to be detached sion in the body and breathe deeply • If you stop and listen deeply to to thoughts and sensations while ob- into that area for 8 rounds of breath. If yourself or others, what is being serving them. For an explanation on no tension exists, breathe through the said beyond your comprehension? Vipassana Meditation visit http://bit. chakras starting with the crown to the If you let go of habitual beliefs and ly/kFuQjt Bohmian Dialogue third eye to the throat to the heart to assumptions, what is happening? is a structured the solar plexus to the lower abdomen technique that helps you witness judg- and to the root chakra on the inhale • Do you remember ever assuming ments, assumptions, cultural beliefs and on the exhale reverse the attention something and letting it go to see and personal values objectively with- on the chakras beginning with the root what would happen? What were your in the context of a group. Dialogue chakra. Bring this breath work with you assumptions? Were your assump- provides a mirror to individual and out in the world during the work-day, tions wrong? What did you learn? collective consciousness. The Greek word for dialogue originally means Our true home is in the present moment ‘meaning flowing through’, as opposed To live in the present moment is a miracle. to discussion meaning ‘breaking things The miracle is not to walk on water. apart’. It is a conversation with a centre, not with sides (Isaacs 1999). A group The miracle is to walk on the green Earth of people form a circle with no agenda, … to appreciate the peace and beauty available now just a dialogue revolving around think- … in our bodies and our spirits. ing collectively. The group gathers with Once we learn to touch this peace, the intention to observe what is being we will be healed and transformed. said in a non-judgmental way. Bohm- It is not a matter of faith; it is a matter of practice. ian Dialogue Principles include: - Thich Nhat Hanh

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Intention is not a powerful force, it is the • When you imagine your highest is achieved by refraining from self- only force. self in the future, accomplishing deception and seeking freedom. - W. Brian Arthur your goals, what do you see? What • The Law of Volitionality: rather are you accomplishing personally than assuming you are an uncon- • The group agrees that no group- and professionally? scious victim, you know exactly level decisions will be made in the • How would you like people to what you are doing. conversation. remember you? What did you ac- • Face Everything and Avoid Noth- • Each individual agrees to suspend complish in your life that is worth ing: an ultimate form of spiritual judgment in the conversation. remembering? What kinds of rela- practice asking, “how awake are tionships did you have with other • As these individuals “suspend judge- you to what is motivating you to people? ment” they also simultaneously are as make the choices that you make? honest and transparent as possible. • What do you care about most in Because only if you’re paying close the world? What is/are your great- attention are you going to be able • The conversation builds upon each est passion(s)? How does this align to bring the light of awareness into individual’s ideas in the conversation, with the world’s greatest needs? the darkest corners of your own and individuals do not argue, counter psyche.” or break apart what is being said. • What moves you at your core? What is your calling? • The Truth of Impersonality: All we Suspension & Letting Go: Resources for further exploring, • Why are you here on Earth at this do as humans is an impersonal af- practice, and reading time? If you look at the biography fair. The “illusion of uniqueness • Bohm, D. 1996. On Dialogue. of your life what always comes back the narcissistic selfsense that is New York: Routledge. for alignment, and calls you to act ego, is created moment by moment • Isaacs, William. 1999. Dialogue for something beyond your own through the compulsive and me- and the Art Of Thinking Togeth- self gain? chanical personalisation of almost er. New York: Crown Business. every thought, feeling and experi- Reflection questions during facilitation ence we have.” Intention Aligned with • For the Sake of the Whole: “The Higher Purpose • If you look at the history of this community or organisation what pursuit of enlightenment is for the What is it? Intention Aligned with always comes back for alignment or transformation of the whole world, Higher Purpose is the alignment of is at the core of these people com- the enlightenment of the whole one’s authentic nature with one’s inter- ing together? universe. It’s ultimately for the evo- nal resonance with manifested actions lution of consciousness itself. in the world. This alignment trick- • What calls this group to act beyond les down to all facets of life including their own individual selfinterest? Intention Aligned with Higher one’s personal, professional and spiri- Purpose: Resources for further • What is this group’s core purpose exploring, practice, and reading tual dimensions. “Where your deepest and greatest passion? personal passion and the world’s great- • U-journaling: use these guided est needs align, there is opportunity” Practices for developing journaling questions based upon (Peter Senge). Articulating one’s higher Intention Aligned with Theory U to articulate your higher purpose helps one embrace the un- Higher Purpose purpose: http://bit.ly/iOHFaa. known with profound trust. Andrew Cohen’s Five Tenets of Psy- • Lynne McTaggart. 2007. The Principles: Seek out what moves chology Liberation (http://bit.ly/ Intention Experiment: Using Your you at your core with how you can kGi1Oe). This can be used as a tool Thoughts to Change Your Life and assist others and the world. for affirmations during concentra- the World. Free Press. Self-reflection questions tion meditations. Take one tenet and • Joseph Campbell. 2008. The Hero repeat it to yourself as an affirmation with a Thousand Faces (The Col- Reflect upon these questions as during a meditation practice. lected Works of Joseph Campbell). though they are a ‘tuning fork’ for New World Library. your purpose in life: • Clarity of Intention: is founda- tional to spiritual life. Liberation

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Compassion • What is the level of compassion in Compassion: Resources for further What is it? Compassion is having un- this group you are working with? exploring, practice, and reading conditional acceptance and kindness How could you help increase the • Communicating Sustainability to toward all the dimensions of oneself level of compassion within this people with Different Worldviews and others, regardless of circumstance. group? (research by Barrett Brown). http:// Compassion involves the ability to re- bit.ly/frxasL and http://bit.ly/k0cnB. flect upon oneself and others without Practices for developing (Also see practices under Whole judgment, but with recognition and Compassion System Awareness). trust that others are doing the best they Tonglen. Lojong mind training con- • Trungpa Rinpoche: Genuine Heart can in any given situation. sists of various practices you may of Sadness (pdf). http://bit.ly/ Principles: Have compassion and find easily online. Tonglen is a mc2t16. kindness, for yourself and for others concentration meditation practice • Chade-Meng Tan: Everyday compas- in even the most challenging circum- on compassion. The practitioner sion at Google. http://bit.ly/hsrGDz. stances. Share in another person’s breathes in another person or ani- • Charter of Compassion: www.char- humanity. mal’s suffering on the in-breath, and terforcompassion.org. on the out-breath sends them relief. Self-reflection questions You can focus on an individual or a Whole System Awareness • When you are sad or emotional, group of people, animals or environ- What is it? Whole System Awareness what do you do? Are you judging mental suffering. On the in-breath is the capacity to quickly switch be- yourself or allowing feelings to move imagine taking away suffering tween different perspectives, scales through you? (breathe in as much as you can), and and worldviews to see the big picture, • Are you okay asking others for help? on the out-breathe (breathe out as interconnections within the system, • When someone else is sad, how do wide as you can) imagine sending and being able to scale down to small you respond? When you hear of a relief, comfort and happiness to the details. Whole System Awareness is stranger suffering, how do you feel? people or animals you are focusing not just cognitive – you ‘sense’ the • Describe a time you felt pain or joy on. system. It is the understanding that when listening to another’s story. Loving-kindness meditation. There everything is interconnected. Describe a time you enjoyed help- are many visualisations, reflections, Principles: Sense the system, don’t ing others; when you accepted or felt and guided meditations for developing try to understand it. Pay attention to compassion for others different from loving kindness. The traditional pat- patterns. Invite essential stakeholder yourself or doing things you thought tern is to move outward from oneself, input to gain a wider perspective. were ‘wrong’. to a good friend, to a neutral person to Harvest collective intelligence sur- a difficult person or enemy and then facing from the group. Reflection questions during facilitation gradually to the entire universe. A typi- Self-reflection questions • What worldviews and perspec- cal mantra would begin: tives exist in this group? How can ‘May I be safe and protected. May I be • What can you see, sense, feel, and you understand other people’s peaceful and happy. May I be healthy intuit, about the system in which viewpoints and enable them to see and strong. May I have ease of well you are living and working? others’ viewpoints, as well? How being (and accept all the conditions of • How far have you set the system can you hold all these viewpoints the world)’ - then replace “I” with a boundaries? What are the system simultaneously as a facilitator? good friend... then a neutral person... boundaries in which you are living • What are others feeling that you need then a difficult person or enemy... and working? Are they determined to try to understand? Are you ignor- then the entire universe with the by family, friends, neighbourhood, ing or overlooking feelings within the same mantra above. For an audio- tribe, city, region, country, lan- system? What feelings are not being guided loving-kindness meditation, guage, the world, all of humanity, talked about? go to http://bit.ly/lkQqgl.

Your work is to discover your work and then with all your heart to give yourself to it. - The Buddha

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all sentient beings, or the whole uni- and Mahatma Gandhi, for example. We What do you tell yourself about verse? literally all breathe the same air, and it yourself? • How big are your spheres of control, cycles through us from all past gen- • Think of someone you admire, what influence, and concern respectively? erations to all future generations. This do you admire about them? What demonstrates the interconnections ex- does this tell you about your values? • To what extent do you see yourself as isting between everyone, as well as the What can you learn about yourself part of a larger whole, as dependent laws of thermodynamics stating that from this admiration? upon a larger, interconnected system? matter within our biosphere does not • Think of someone that irritates you, disappear and all matter spreads. why do they irritate you? What does Reflection questions during facilitation this tell you about your values? What • What stakeholders could you talk to Whole System Awareness: Resources for can you learn about yourself from within the system to get a wider per- further exploring, practice, and reading this irritation? spective of the system or for stronger • Booth Sweeney, L. & D. Meadows. • When something is physically chal- collaboration and ownership among 2008. The Systems Thinking Playbook. lenging to you, how do you respond? stakeholders? • Capra, F. 1997. The Web of Life. A • Are you aware of how you are feeling • What patterns exist within the sys- New Scientific Understanding of Liv- throughout the day? tem that you can recognise? ing Systems. • What emotions are acceptable, what • Meadows, D. 2008. Thinking in Sys- emotions are not acceptable? • What is not being talked about with- tems: A Primer. • How do you feel physically, emo- in the system? • Senge, P. 1990. The Fifth Discipline. tional, spiritually, energetically and • What questions need to be asked to The Art & Practice of the Learning mentally right now? help those within the system sense Organization. and see the system more completely? • Scharmer, O. Theory U, material on Reflection questions during facilitation • What experience does the system co-sensing: http://bit.ly/o60g41. • What reactions are you having with need to sense, in order to see itself? • Wheatley, Margaret, J. 2006. Leader- this group that need to be explored (See co-sensing, Theory U). ship and the New Science: Discovering or shared now or later? Order in a Chaotic World. • What do you perceive to be occur- Practices for developing ring within this group beyond your Whole System Awareness Whole Self-Awareness cognition? Body Whole System-Awareness. Notice What is it? Whole Self-Awareness is the • How can you invite the group to be yourself being aware of your own body continual, lifelong process of paying at- engaged beyond cognition? How are as a whole system: all of your organs, tention to knowing one’s self; it involves you inviting the mental, physical, your digestive system, and circulatory consciously and intentionally observing emotional, and spiritual dimensions system are interconnected. Your body various dimensions of the self (including of this group to participate? cannot function optimally if the one part the physical, mental, shadow, emotional • Is your whole self (body, mind, spirit, of the system is not operating optimally. and spiritual realms). It is the capacity emotion, and shadow) in alignment? Now connect this concept to everything to observe how one is thinking, relating, Is your head agreeing to do some- else (relationships, your home, the feeling, sensing, and judging. Whole Self- thing and another dimension of environment etc.). Ask yourself reflec- Awareness includes perceptions beyond yourself not in agreement? tive questions: what is not whole in my the rational mind, such as intuition. physical body, my relationships, my Principles: Pay attention to all the Practices for developing your workplace? If I work to improve that dimensions of yourself (physical, emo- Whole Self-Awareness area, how will it affect the whole system? tional, spiritual, shadow and mental Concentration meditation practice. A thought exercise. “What happens dimensions). Your body is not a trans- These practices focus your thoughts to one breath of air?” by astronomer porter for your head, you are a whole on a particular object (such as the Harlow Shapley: (http://bit.ly/j9ve8N) system. chakra system or visualising white demonstrating the gas argon in the air light moving through the body) to we all breathe is the same breath of Self-reflection questions shut out the outside world and pre- argon used by Jesus Christ, Joan of Arc • How would others describe you? vent the mind from wandering. For

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example, focus upon the inhale and Giving and receiving feedback. Inten- gem in the lesson from self-reflection; the exhale breath. On the inhale tionally ask others (peers, co-workers, by being angry at the person trigger- breath your posture elevates and mentors, family members) for feed- ing you, you are really just shooting on the exhale breath your posture back on your behaviour to see areas the messenger. When in process, try settles. Repeat for a few minutes for your growth in order to increase to notice when an irritant or trigger and extend this time with practice. the quality of your work, relationships or dislike arises and write it down, This helps calm the parasympathetic and self-understanding. Being open suspend it temporarily and return to nervous system to help you relax. to feedback and listening is key. Start it for exploration when appropriate. Once calm from the concentration this process with someone you trust Describe the event, how you felt, what breathing, an awareness meditation most. Notice if and when you feel de- reaction you normally would have had practice like Mindfulness (See Being fensive, refrain from responding, and if you had not suspended your reaction, Present Practices) helps you see the explore how receiving feedback im- and how that situation may represent nature of your mind. With compas- pacts you. Use specific examples and a repressed part of yourself from long sion move toward embracing all of reflect back to the person what you ago. Seeing irritations as shadows that yourself and seeing the patterns of think you heard them say for accuracy need to be explored helps you gain ac- thinking including judging, plan- and clarity. Use an actual experience. ceptance, compassion and awareness ning, yearning and fearing that show Ask the person giving feedback to of yourself and others, it teaches you to up. This enables you to begin to dis- focus upon: suspend when an irritation occurs. cern between unconscious material • What behaviours they observed surfacing in your thoughts from the you doing? Whole Self-Awareness: Resources for past and accurately receiving infor- • What was the outcome of the situ- further exploring, practice, and reading mation in the present moment. ation and how did it impact them? • The Johari Window: mapping per- ‘Core Qualities’ practice (by Frank • What feelings did they feel? sonality awareness: http://kevan. Heckman). Tell a story to a peer or • Now ask yourself, what future op- org/johari. mentor about a time when you were portunities for new actions are • Goleman, Daniel. 1996. Emotional doing something challenging in available to you now given the Intelligence. which you persevered by stepping feedback? And remember to have • Goleman, Daniel; Richard E Boy- up and being courageous. Have compassion with yourself. atzis; Anne McKee. 2004. Primal the other person listen to your A physical practice such as yoga, Leadership: Learning to Lead with story and take note of the quali- Thai Chi, martial arts to integrate a Emotional Intelligence. ties you displayed in that situation holistic approach and address more • Self assessment tools such as to feedback to you. These qualities dimensions of yourself. Myers-Briggs Type Indicator, are your core qualities of personal Shadow work. Facilitators work with Enneagram Test, Temperament As- strength you embody in your life. all kinds of people and situations and sessments, Emotional Intelligence Repeat with another story. This are bound to be irritated or triggered Tests, Action-Logic Assessment, or practice also helps you become sometimes. If you focus your energy on Spiral Dynamics Value Meme. ■ aware of your Personal Power. the ‘outer’ trigger, you are missing the

Christopher Baan, Mobius Consultant

Having graduated from the Master’s in Strategic Leadership towards Sustainability at BTH in Sweden, Christopher works for several organisations in the field of systems innovation, accelerating the transition towards sustainable energy, and creating the conditions for authentic leadership development. At the foundation ‘Nederland Krijgt Nieuwe Energie’ ('New Energy for The Netherlands’) he supports and facilitates multi-stakeholder processes to accelerate the transition towards sustainable energy in the Netherlands, engaging a broad spectrum of industry associations, NGOs and citizens. At the ALIA Institute, he co-ordinates networking and outreach for the annual ALIA Europe Leadership Intensives. He co-authored The Lotus – a practice guide for authentic leadership towards sustainability.

124 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION

Mindfulness at Work: An Interview with Mirabai Bush By Elisha Goldstein, Ph.D.; Excerpted from PsychCentral.com Most of us spend the majority is larger than the outside?” A lawyer asked, “Can I be of our day at work. It follows a zealous advocate and still have compassion for my that an essential place to bring adversary?” An anti-globalization activist asked, “If I give mindfulness to is at work. up my anger, where will my motivation come from?” Mirabai Bush is the author of Working with Mindfulness (MP3), Approaching work as right livelihood encourages us a key contributor to Google’s Search Inside Yourself to explore these questions in the context of our full Program, Cofounder of The Center for Contemplative lives. How can we live a meaningful and authentic life Mind and Society and so much more. Today is a joy to and still support our families and ourselves? What is bring her to you to explore how bringing mindfulness to the connection between ethical work and capitalist work can help us reduce stress, increase productivity, democracy? How can we contribute to social change use more creative problem solving techniques, and that moves us to a more sustainable world? improve relationships. These retreats were open forums to delve into practical Today, Mirabai talks to us about what it means to bring challenges and barriers we encounter at work, and mindfulness into the workplace, how it can bring deeper to investigate how our work can and does impact the meaning, the benefits of mindful listening, the why and whole world. Organizations don’t change suddenly, how of informal walking practice, and a simple practice but as employees become committed to principles of to enhance relationships at work. right livelihood through mindfulness and compassion practice, they will change a company in important ways. Elisha: When it comes to the workplace, you have They will— found a fundamental flaw in our minds when we think of • Apply standards of conduct that are aligned with their work like “Love is for home and discipline is for work.” personal values One of the foundations to bringing mindfulness into the workplace is through an approach called Right Livelihood, • Recognize that business is not an isolated entity—it is can you tell us more about that and the benefits? interconnected with all other life and its actions affect all other life Mirabai: I first heard the words “right livelihood” while • Encourage generosity learning to meditate in a Buddhist monastery. Meditation teacher S.N. Goenka said, “If the intention is to play a • Use right speech useful role in society in order to support oneself and to • Listen carefully to others, both within and outside the help others, then the work one does is right livelihood.” company Other teachers expanded on that: Do work that is • Work better in teams and communicate more ethical and helpful to your personal development. Do no effectively harm though your work. Cause no suffering to yourself or others. Use work to nourish understanding and • Tolerate ambiguity, not knowing, paradox compassion. Remember that all life is interconnected. • Recover more quickly from negative information and Be honest, be mindful of what you are doing. difficult situations When I asked my root teacher, Neemkaroli Baba, what • Encourage responsibility to those who work for and work I should do, he said, “Love everyone and serve depend on the company—fare wage, health care, everyone.” That has kept me busy. Livelihood can be maternity/paternity leave, etc. a path of inquiry and awakening, of coming closer to • Exercise humility truth. All work that we do–from shipping Buddhas from • Be compassionate and loving a monastery store to guarding inmates in prison–has embedded in it questions that help us to transform our • Create products that support life. work from busyness to awakening. In retreats I led for Committing to right livelihood leads some of us to the Center for Contemplative Mind in Society, a biotech look for new work that we identify as meaningful and scientist asked, “How can I develop products that sustain others of us to look for more meaning in the work we life, not destroy it?” An architect asked, “How can I create are already doing. A mindful workplace supports and a contemplative building—a space in which the inside nourishes the workers who are already sane and mature

www.mobiusleadership.com | Mobius Executive Leadership 125 MINDFULNESS & LEADERSHIP SECTION and encourages kindness, sincerity, and basic decency of the movement of each step; the exercise engages the for all employees. person in life directly. It is not thinking or contemplating life while walking (which is also delightful), but being Elisha: You mention some important facts that come mindful of the verse (as in Thich Nhat Hanh’s verse) or of out of the International Listening Association that 45% the muscles of the body, the movement and placement of our time is spent listening and 75% of the time we’re of the feet, balance, and motion. Once you learn the apparently listening we’re actually distracted. That the practice, you can do it almost anywhere. It frees the average attention span is 20 seconds and from what mind and helps you feel fully present on the ground. So we hear we only recall about half of it and a few hours when a person walks in the workplace to another office later maybe we have 20% retention. How do you or a meeting or a lunch date, he or she is more open explain Mindful Listening and what are its benefits? One and mindful when arriving at the destination, ready to be of the most important activities in workplace is listening. present for the next agenda.

Mirabai: Deep or mindful listening is a way of hearing Elisha: Relationships are fundamental to our lives in which we are fully present with what is happening and can be trying in the workplace. Can you give us in the moment without trying to control it or judge a practice that we can use immediately to enhance it. We let go of our inner clamoring and our usual relationships in the workplace and act more positively assumptions and listen with respect for precisely what to others? is being said. Very few of us have fully developed this capacity for listening. The practice of listening has Mirabai: One powerful practice that we call “Just Like many dimensions. We listen to our own minds and Me” is usually learned in pairs, so that each person hearts and, as the Quakers say, to the “still, small voice is looking in the eyes of their partner and silently within.” We listen to sounds, to music, to lectures, to repeating phrases spoken by a meditation leader conversations, and, in a sense, we listen to the written about the person across from them: “Just like me, word, the text. There is a well-known image of the this person has known physical pain. Just like me, Tibetan poet and mystic Milarepa, sitting in his familiar this person has done things she regrets. Just like me, listening posture, with his right hand cupped over his this person wants to be happy….” and so on. This right ear. He is listening for the Dharma, or the truth. compassion practice is designed to shift perspectives and deepen the understanding that we human beings Deep or mindful listening requires that we witness our are similar in important ways, no matter how vast our thoughts and emotions while maintaining focused differences. We all need food, and shelter, and love. attention on what we are hearing. It trains us to pay full attention to the sound of the words, while abandoning We crave attention, recognition, affection, and, above such habits as planning our next statement or all, happiness. Resentments, disagreements, and interrupting the speaker. It is attentive rather than estrangements hurt all parties because they reinforce reactive listening. Such listening not only increases feelings of separation. And that separation is true only retention of information, but encourages insight and at one level–this activity helps us remember how we the making of meaning. It can reveal the role of not are connected by our humanity. And one person can knowing and not judging and help us to maintain an do it alone by bringing to mind a difficult person and open receptivity to new ideas, important for growth in repeating the same phrases silently. It softens the any workplace. negative feelings we have for another, and working together often becomes much easier. Elisha: I consider Thich Nhat Hanh to be a great teacher, someone who has influenced my life. You note Elisha: Do you have any final thoughts about what really a wonderful walking practice of his in your program matters in bringing mindfulness into the workplace? where you instruct us to combine phrases with steps. “Stepping with your right foot, I have arrived, Stepping Mirabai: What matters in the workplace is what with your left foot, I am home.” Can you tell us how this matters in our lives—using every moment to learn from applies to the workplace? experience so that we grow in insight, wisdom, and compassion. ■ Mirabai: Walking meditation is the practice of paying close attention to the ordinary action of walking, a helpful To hear a clip of a practice that Mirabai to help practice for people at work, who usually walk at least people with change at work you can find it here: sometimes during the day. It is a way of using a natural www.morethansound.net/blog/2012/07/working- part of life to increase mindfulness as we become aware with-mindfulness-coping-with-change/

126 Mobius Executive Leadership | www.mobiusleadership.com PROFESSIONAL DEVELOPMENT OPPORTUNITIES LEADERSHIP: A MASTER CLASS

Leadership: A Master Class is Daniel Golemanʼs first-ever comprehensive video series that examines the best practices of top-performing executives, and offers practical guidance for developing emotional intelligence competencies. The eight-part video collection includes more than eight hours of research findings, case studies and valuable industry expertise through in-depth interviews with respected leaders in executive management, organizational research, workplace psychology, negotiation and senior hiring. FEATURING Daniel J. Siegel THE LEADER'S MIND Warren Bennis THE SOCIALLY INTELLIGENT LEADER Erica Ariel Fox GETTING BEYOND YES Claudio Fernández-Aráoz TALENT STRATEGY Howard Gardner TODAYʼS LEADERSHIP IMPERATIVE Teresa Amabile CREATE TO INNOVATE Bill George AUTHENTIC LEADERSHIP George Kohlrieser HIGH PERFORMANCE LEADERSHIP

hosted by DANIEL GOLEMAN

I developed Leadership: A Master Class to provide cutting edge insights into today's “ management best practices and EI competency research from world-class thought leaders. The masters in this series have decades of experience and proven track records of success in leadership, organizational research, psychology, negotiation, senior hiring, and more. This ground breaking series allows individuals and organizations alike access to top-level training from some of the brightest minds in the business world. ” - Daniel Goleman

now available at morethansound.net

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How to Conduct the ® TheImmunity ITC Facilitator’s to Change Workshop: Process

2013 DATES:

FEBRUARY 27 - MARCH 1

APRIL 10 - 12 WITH ROBERT KEGAN AND LISA LAHEY CAMBRIDGE, MASSACHUSETTS JUNE 12 - 14

SEPTEMBER 18 - 20 DECEMBER 11 - 13

This intensive, three-day program is designed to Participants will learn: equip participants to incorporate into their • How to conduct an Immunity-to- own practice the Change workshop in a group or Immunity-to-Change™ individual setting process (ITC) presented in Kegan and Lahey's How the Way We Talk Can Change • The conceptual underpinnings of this complex learning process the Way We Work (Jossey-Bass/Wiley, 2001) and Immunity to Change (Harvard Business Press, 2009). • Typical challenges in conducting the We invite helping professionals from all sectors to join this workshop and how to spot and address program to learn how to conduct a powerful process safely them and effectively, directed towards the diagnosis and overcoming of individual immunities. No prior familiarity • The most current research and ITC with Immunity to Change is necessary or assumed. practices Minds at Work is using

The design of first experiencing, then doing it ourselves, was very “ effective… Lisa and Bob’s styles are very complementary of each ” other, easy to understand, engaging and approachable. Fees for 2013:  $2750 for in-house professionals for for-profit companies  $1923 for independent practitioners (with non-profit and for-profit clients)  $1650 for those from non-profit organizations and full time students This fee includes all materials and lunches but not dinners or lodging. Minds at Work Discounts of $100 each are available for early registration and two or (617) 491-2656 more people attending from the same organization.

 www.mindsatwork.com Please contact us to learn more [email protected]

128 Mobius Executive Leadership | www.mobiusleadership.com PROFESSIONAL DEVELOPMENT OPPORTUNITIES

Leading for Sustainability A workshop for leaders of all sorts who are passionate about building more sustainable organizations, value chains, industries and communities

Visit solonline.org for upcoming workshop dates

Facilitated and hosted by Peter senge, Joe laur (seeD), and Darcy Winslow (nike Foundation and Former Head of Women’s Performance Division)

current circumstances lead many to think that a focus on sustainability is something we will get to later when we have more time and money. As a champion for change, is your approach relevant when organizations are focusing on only the essentials? Join peter senge and leading practitioners of sustainability and organizational change to fine tune your strategy and implementation plan to take advantage of the opportunity offered at a time when everything is up for grabs.

this workshop will be a synthesis of core organizational learning disciplines—systems thinking, mental models and collaborative inquiry, personal mastery and building shared vision—and the practical know-how developed within the soL sustainability consortium over the past decade, much of which is captured in the book, The Necessary Revolution.

in particular, this workshop will focus on how these core learning disciplines can build capabilities for sustainability Leadership—seeing systems, collaborating across boundaries with ease, and shifting from reactive problem solving to creating new futures.

for more information about this program and other upcoming soL programs with peter senge, please contact [email protected] or visit www.solonline.org. upcoming programs include: The executive Champions’ Workshop, stowe, Vt, august 20–23, 2013, and Foundations for leadership, Bedford, ma , march 19–21, 2013 and september 24–26, 2013

www.mobiusleadership.com | Mobius Executive Leadership 129 PROFESSIONAL DEVELOPMENT OPPORTUNITIES

The Executive Champions’ Workshop August 20–23, 2013 • Stowe, Vermont, USA

with Peter Senge, Otto Scharmer, and Arawana Hayashi

The Executive Champions’ Workshop (ECW) is a special setting for This workshop nurturing new thinking and relationships among executive and is by invitation only. change leaders in today’s rapidly changing economic and social landscape. This is the only workshop that SoL offers exclusively to For more people at the top levels in their organizations and is intended for information, or to be considered senior leaders across all sectors and industries. for an invitation, Through a series of strategic dialogues on issues of most concern please visit to participants, our intent is to tap the wisdom that resides, often www.solonline.org below the surface, in our collective experience. or contact [email protected].

The “meeting room” for the Executive Champions’ Workshop

130 Mobius Executive Leadership | www.mobiusleadership.com PROFESSIONAL DEVELOPMENT OPPORTUNITIES

FOUNDATIONS FOR LEADERSHIP: Initiating and Sustaining Profound Change March 19-21, 2013-- Doubletree Hotel, Bedford, Massachusetts, USA Facilitators Peter Senge and Robert Hanig

We have no idea of our ability to Reconnect with your own capacity for generative leadership in this three-day program based on the create the world anew. - Peter Senge leadership development process described in The Fifth Disciplineby Peter Senge, and updated to include an overview of the “U” process as a social technology for change, featured in Presence (by Dates: March 19-21, 2013 Senge, Scharmer, et al) and in Theory U by Otto Scharmer. Foundations for Leadership is an oppor- tunity for immersion in these concepts, personal coaching and reflection, and enhancing your peer Location: Bedford, MA, USA network. Facilitators: The purpose of this session is to explore the sources of our leadership. Leadership is both deeply Peter Senge and Robert Hanig personal and inherently collective. At its essence it concerns the capacity of a human community to Tuition Rates shape its destiny and, in particular, to bring forth new realities in line with people’s deepest aspira- Members Non-members tions. Participants will come away with a renewed understanding of how they can facilitate change, $2,995 $3,795 both within their organizations and in their personal lives. This program goes deeply into the Non-Profit Non-Profit domains of personal mastery, collaborative inquiry, and the systems perspective applied to sustain- $2,295 $2,795 ing profound change. The session includes a few interactive lectures, many paired and small group exercises, a simulation game, large group dialogue and regular opportunities for personal reflection. Tuition rates include extensive printed It is appropriate both as a development experience for emerging leaders and a renewal opportunity resources. Please note tuition rates do for seasoned veterans. Small teams are welcome to attend to develop their collective leadership. not include transportation or room and board. Participants spend significant time developing their personal vision as well as one they desire for their organization. Much of the learning arises through the interplay of personal and interpersonal Registration work. The special contribution of this leadership course comes as people discover the profound For more information, or to connections between personal mastery and systems thinking, seeing that deep change in our social register for this workshop, please systems and in oneself are inseparable from each other. contact SoL’s Program Coordinator at +1.617.300.9560 or programs@ Participants regularly report new insights on current conundrums, as well as leaving more energized solonline.org than when they arrived, even after working intensely for three days. They speak of being better able to integrate their personal values into their everyday work life. Twenty-five years later, participants SoL courses are an ideal entryway still can describe the value of this program in enhancing their effectiveness and well-being. into the SoL community, a premier network of skilled practitioners, Facilitators consultants, and researchers who have Peter M. Senge is a senior lecturer at the MIT Sloan School of Management, and the founding made a commitment to lifelong learn- chair of SoL, the Society for Organizational Learning, a global network of learning communities ing, systems change, and a sustainable addressing profound institutional change. A renowned pioneer in and writer about management in- future. novation, Peter is the author of the widely acclaimed The Fifth Discipline: The Art and Practice of the Learning Organization, and most recently The Necessary Revolution: How Individuals & Organizations Society for Organizational Learning are Working Together to Create a Sustainable World. PO Box 425005 Cambridge, MA 02142-0001 USA Robert Hanig currently maintains a private consulting practice. He was formerly a partner with P: +1.617.300.9560 Dialogos International, LLC., as well as a Vice President with Innovation Associates, Inc. and Arthur F: +1.617.812.1257 D. Little, and the Director of the Leadership Practice. At ADL, Robert directed both the companies’ W: www.solonline.org public training offerings and in-house programs for clients focused on large system change. Robert’s E: [email protected] client list includes Motorola, British Petroleum (BP), Intel, Nike, AT&T, UNOCAL, Shell Oil, SABIC, and the World Bank. He also works extensively with Peter Senge and was a member of the governing council of the SoL.

www.mobiusleadership.com | Mobius Executive Leadership 131 PROFESSIONAL DEVELOPMENT OPPORTUNITIES

When you nd your true voice, your life will change. Claude Stein

VoiceLeader Corporate INSPIRES LEADERSHIP STRENGTHENS VOICES

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Natural Singer Workshops Singing For Everyone

Kripalu Omega Institute NY Open Center January 25, 2013 July 5, 2013 March 3, 2013 April 12, 2013 August 18, 2013 November 29, 2013

For more information please visit: naturalsinger.com

212.460.5878 [email protected]@claudestein.com

132 Mobius Executive Leadership | www.mobiusleadership.com PROFESSIONAL DEVELOPMENT OPPORTUNITIES

ALIA Europe Courageous leadership, Leadership Intensive collaboration, and innovation. March 26-31, 2012 When we’re caught in the pressures and complexity of Utrecht, The Netherlands rapid change, the impulse is to move faster and work harder. In reality we need to step back, think more deeply Summer Institute and broadly, and learn to see and act in new ways. The June 18-23, 2012 ALIA Institute integrates mindfulness and creative process with the practical skills needed to implement Halifax, Nova Scotia, Canada positive change. Choose your area of focus from topics such as these: “A dynamic, living laboratory of personal * Ɇ +((! 0%2!Ɇ(!.*%*#ƍƘ!0!.Ɇ!*#!ƂɆ ƷɆɆ'%((/Ɇ"+.Ɇ*!#+0%0%+*Ɇ* Ɇ +*˗% 0 author, The Fifth Discipline and The ƷɆɆ. 0% !/Ɇ"+.Ɇ3+.'%*#Ɇ3%0$Ɇ0%)!(5Ɇ* Ɇ ! %/%2!Ɇ 0%+* Necessary Revolution ƷɆɆ
,,.! %0%2!Ɇ%*-1%.5Ɇ* Ɇ0$!Ɇ*!3Ɇ,$%(*0$.+,5 ƷɆɆ++(/Ɇ* Ɇ(!*/!/Ɇ"+.Ɇ !/%#*%*#Ɇ/5/0!)% Ɇ $*#! “ALIA brings a new, more relevant ƷɆɆ0.0!#%!/Ɇ"+.Ɇ)1(0%Ɩ/0'!$+( !.Ɇ!*##!)!*0 approach to leadership development” —Diane Willemse, AstraZeneca Canada REGISTER NOW for a transformative learning experience that will recharge your leadership and empower your work.

2012 faculty include Erica Ariel Fox (faculty, Harvard Law School), For more information and to register Art Kleiner (editor, strategy + business journal), Adam Kahane www.ALIAinstitute.org (author, +(2%*#Ɇ+1#$Ɇ.+(!)/), Martin Kalunga-Banda (Presencing Institute), Toke Moeller (co-founder, the Art of Hosting Strategic Conversations) and Margaret Wheatley (founder, Berkana Institute).

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ALIA Europe Intensive Organisations, communities, social systems, and entire nations are in the midst of massive transitions. 17-22 March 2013 As leaders and change-makers, we are challenged to De Baak, Driebergen navigate, innovate, and build bridges from the old to the The Netherlands new. At the same time, the pace of change often leaves us without time to think, reflect, or recover. We end “At ALIA, leaders develop relationships up repeating the patterns of the past, even when they that help them stay in sync and focused even are no longer working. This leads to frustration, wasted amid profound change & uncertainty.” resources, and burnout. —Batian Nieuwerth, Reos Partners and Founder, Pluk Academy True leadership and innovation start from profound moments of stillness. We reflect on our journey, we look “ALIA strengthened my courage and clearly at our challenges, and from this fresh insight, helped me see and act beyond my perceived new resolve and new solutions arise. Stillness is at the limits and boundaries.” heart of clarity and certainty. Openness is at the heart —Alie Elzinga, Management & of innovation. Coaching, Deltion College At ALIA you will gather the strength, tools, and courage you need to be more creative and resilient — especially when the pressure is on. You will become more skilled at bringing a spirit of engagement, collaboration, and For more information and to register innovation into your workplace or community. You will www.ALIAinstitute.org establish a deeper connection with your own unique leadership direction and contribution.

Faculty include Tom Cummings (author, Leadership Landscapes), Hein Dijksterhuis, Arawana Hayashi (Presencing Institute), Jerry Granelli (jazz musician), Adam Kahane (author, Solving Tough Problems), Toke Møller (co-founder, the Art of Hosting Strategic Conversations), and www.ALIAinstitute.org Wendy Palmer (Embodiment International).

134 Mobius Executive Leadership | www.mobiusleadership.com PROFESSIONAL DEVELOPMENT OPPORTUNITIES

The fourth annual ALIA Europe ThrEE INTEgrATED sTrEAMs Leadership Intensive offers up to 150 change-makers a unique chance to: 1. Foundations of authentic leadership • Deepen your understanding of systems, people, Realign your compass. Become more flexible, attuned, and especially yourself and your work and effective in the midst of change. • Mindfulness and authenticity • refresh your connection to the source of • Creative process authentic leadership and innovation through • Warrior heart of leadership the ancient wisdom of mindfulness and other reflective practices 2. skill-building for action • Learn with thought leaders and practitioners Expand your toolbox and deepen your skills. Choose one in the fields of systems change, sustainability, of the following 15-hour tracks. authentic leadership, and organisational • Empowered Leadership with Wendy Palmer (Embodiment development International) • Connect with colleagues, fellow travelers, • Transformative scenario Planning with Mia Eistenstad & and passionate innovators while exploring the Colleen Magner (Reos Partners). Guest contributor: Adam challenges facing today’s leaders Kahane • step forward with new insight, methods, and • reflection in Action: Preparing for Transformational tools that you can immediately apply to your Moments with Tom Cummings & Joshua Samson current project or challenge. • Wise and Joyful Warriorship: Empowering Leadership from Within with Toke Møller, Marianne Knuth, & Luke LoCATIoN Concannon De Baak Conference Centre, Driebergen • Presencing: Leading for Profound Innovation and (near Utrecht), The Netherlands Change with Hein Dijksterhuis & Arawana Hayashi (Presencing Institute) rEgIsTEr NoW • Leading Change and Innovation for a sustainable Future Register before 14 December for a €400 discount. with Jane Corbett & Jim Marsden A limited number of scholarships are available. For more information, go to www.ALIAinstitute.org/ 3. Community dialogue and exchange europe2013 or email [email protected] Immerse yourself in an extraordinary learning community. • Inside stories of leadership and innovation from diverse fields • Opportunities to present, learn & exchange • The arts, celebratory activities & banquet

The ALIA Institute is an international nonprofit www.ALIAinstitute.org organisation based in Canada and the Netherlands

The ALIA institute invites members of the Mobius network to register for ALIA Europe 2013 with a 10% discount. In order to redeem your discount, simply fll in the code 'mobius' in your registration form at www.aliainstitute.org/europe2013.

www.mobiusleadership.com | Mobius Executive Leadership 135 PROFESSIONAL DEVELOPMENT OPPORTUNITIES

Wired to Connect | Dialogues on Social Intelligence RELAX 6 Techniques to Lower Your Stress

RELAXwith Daniel Goleman Training the Brain: Cultivating Emotional Intelligence WORKING with Leadership. Effectiveness. Happiness. MINDFULNESS a conversation with Mirabai Bush Richard Davidson and Daniel Goleman

Transforming how people Emotional work—in businesses, non-profi ts, Training the Brain: Cultivating Emotional Intelligence - Daniel Goleman and Richard Davidson. Mindfulness Learn the science behind our emotions and the neurological effects of contemplation - how we can activate our brains Intelligence health care, and education. to recover from stress and anxiety, and conquer fear.

Search Inside Yourself (SIY) is a mindfulness- Relax: 6 Techniques to Lower Your Stress with Daniel Goleman. The guided relaxation program is especially beneficial to those with stressful jobs, or those managing teams in Leadership Science based emotional intelligence program, rooted in demanding work environments. The techniques are also useful for any number of everyday stressful situations or life science, developed at Google, that delivers improvements in productivity, collaboration, Working With Mindfulness - Developed and narrated by Mirabai Bush. and engagement. Mindfulness trainings for the workplace - based on traditional Buddhist practices - to help reduce stress, increase productivity, and encourage creative problem solving.

Our Services: You will be more productive and ■ SIY Flagship Program Search Inside Yourself, by Chade-Meng Tan, Google’s “Jolly ■ Mindful Coaching “ motivated if you use respect, Good Fellow.” ■ Consulting Nearly 1,000 Google engineers and compassion and generosity in managers have experienced the SIY Program since 2007. We help organizations develop the workplace. Search Inside Yourself Leadership leaders that are focused, Institute (SIYLI) now brings this program to any ” creative, and resilient. And - Mirabai Bush organization seeking to transform their workplace. cultures that are innovative and engaging. for more information about these products visit LI Enlightened Leaders Worldwide morethansound.net SIY siyli.org

136 Mobius Executive Leadership | www.mobiusleadership.com PROFESSIONAL DEVELOPMENT OPPORTUNITIES

Wired to Connect | Dialogues on Social Intelligence RELAX 6 Techniques to Lower Your Stress

RELAXwith Daniel Goleman Training the Brain: Cultivating Emotional Intelligence WORKING with MINDFULNESS a conversation with Mirabai Bush Richard Davidson and Daniel Goleman

Training the Brain: Cultivating Emotional Intelligence - Daniel Goleman and Richard Davidson. Learn the science behind our emotions and the neurological effects of contemplation - how we can activate our brains to recover from stress and anxiety, and conquer fear.

Relax: 6 Techniques to Lower Your Stress with Daniel Goleman. The guided relaxation program is especially beneficial to those with stressful jobs, or those managing teams in demanding work environments. The techniques are also useful for any number of everyday stressful situations or life

Working With Mindfulness - Developed and narrated by Mirabai Bush. Mindfulness trainings for the workplace - based on traditional Buddhist practices - to help reduce stress, increase productivity, and encourage creative problem solving.

You will be more productive and “ motivated if you use respect, compassion and generosity in the workplace.

”- Mirabai Bush

for more information about these products visit morethansound.net

www.mobiusleadership.com | Mobius Executive Leadership 137 PROFESSIONAL DEVELOPMENT OPPORTUNITIES

138 Mobius Executive Leadership | www.mobiusleadership.com PROFESSIONAL DEVELOPMENT OPPORTUNITIES

MINDHOUSE PARK AND MINDFULNESS CENTER PRESENTS: FIRST ANNUAL

MINDFULNESS 24th - 30th JUNE WEEK 2013 TÄLLBERG WWW. MINDHOUSEPARK .ORG

When: June 24-30, 2013 | Where: Tällberg, Sweden | Expected number of participants: 350-500

Mindfulness Week is an unprecedented international event for curious and experienced participants from a variety of sectors to meet, learn and practice together. We will convene a global group of promi- nent scientists and practitioners to share their new findings and experiences. We will learn and practice together building a dedicated, global community of mindfulness practitioners. Our goal is the widespread practical application of mindfulness to create a more sustainable and humane society.

WHAT WILL HAPPEN? SOME QUESTIONS WE WILL There will be practically-oriented workshops, EXPLORE: interactive dialogues and practice sessions in sector- specific areas such as leadership, the workplace, edu- Why create a more mindful society? cation, parenting, health care, eldercare, sports and in What does a mindful institution look like? society. How do we measure the larger social value of mindfulness? How can mindfulness help create a sustainable society and WHO SHOULD COME TO economy? MINDFULNESS WEEK? We invite people interested in incorporating mind- WHO IS PRESENTING? fulness into their institutional, professional and Confirmed keynoters (with more to come) are: personal lives, including teachers, healthcare wor- Arthur Zajonc, PhD, President, Mind and Life Institute, USA kers, scientists, managers and leaders, parents, coaches, athletes and therapists. They may be new Rich Fernandez, PhD, Senior People Development Lead, Google, USA to mindfulness or more experienced practitioners. Jeremy Hunter, PhD, Peter F Drucker School of Management, USA Vidyamala Burch, Founder, Breathworks, UK Mindful Society SubConference June 26-27 – Embedded in Tom Cummings, Former Executive Vice- President and Managing Director of Mindfulness Week will be the sub-conference the Leadership Development Programme at ABN AMRO, USA/Netherlands ”Towards a Mindful Society”: We invite decision makers Lucia McBee, LCSW, MPH, Mindfulness-Based Eldercare, USA and leaders from the public, private and non-profit institutions curious to know more about benefits, Ola Schenström, MD, Founder, Mindfulness Center, Sweden methods and applications for mindfulness. Walter Osika, MD, Karolinska Research Institute for Empathy and Altruism, Sweden

www.mobiusleadership.com | Mobius Executive Leadership 139 PROFESSIONAL DEVELOPMENT OPPORTUNITIES

MINDHOUSE PARK | EXCHANGING PERSPECTIVES | 6 0 ° 8 2 ´ 6 0 ´´ N , 1 4 ° 9 9 ´ 8 9 ´´ E

Tällberg.2012

WHY TÄLLBERG? Set on the shimmering Lake Siljan in the spacious Swedish countryside, Tällberg is the ideal place to explore mindfulness. Thanks to it’s stunning but serene environment and the traditions alive here, Tällberg is known as “The heart of Sweden”. There are 8 beautiful and uniquely-designed family hotels dating from the 17th century. Each theme will be hosted at a specific hotel.

STAY TUNED! The official program will be announced in February 2013. Whether you can be withus for a few days or the entire week, please join us! In March, you will be able to register at www.mindhousepark.org For questions, please email [email protected] .

We look forward to warmly welcoming you to Tällberg in June 24-30, 2013!

MINDHOUSE PARK AB / TÄLLBERGSVÄGEN 20 / SE-793 70 TÄLLBERG +46 (0)247 503 50 / www.mindhousepark.org

140 Mobius Executive Leadership | www.mobiusleadership.com MINDFULNESS & LEADERSHIP SECTION

Join leaders from around the world as we train the mind’s innate ability to be focused, clear, creative and compassionate.

www.instituteformindfulleadership.org

Dates: April 17, 2013 (begins with a 6:00 p.m. dinner) through April 21, 2013 (ends at 11:00 a.m.)

Place: Menla Mountain Retreat Phoenicia, New York http://www.menlamountain.org/

For more information about this and other mindful leadership workshops and retreats for your organization, visit our website at www.instituteformindfulleadership.org or contact us at: [email protected]

www.mobiusleadership.com | Mobius Executive Leadership 141 PROFESSIONAL DEVELOPMENT OPPORTUNITIES Professional Development Opportunities

The Power Lab

Mobius Executive Leadership is proud to share with you of this society with your own real needs and wants. What one of the most innovative and powerful leadership pro- happens is totally dependent on what you and others do. grams around – The Power Lab. Barry Oshry developed On your shoulder sits a coach who works with you this program in the ‘60s in response to the institutional before, during and after the program. The coach helps racism, sexism, and ageism that were (even more) preva- you get clear about your usual patterns, move out of your lent in those days. Since then, The Power Lab has been comfort zone, experiment, and challenge yourself. one of Barry’s seminal laboratories where he’s learned And there’s a team of anthropologists who document about power, human systems, and change. His book See- the life of the system, from its birth until its end. To- ing Systems resulted from much of what he gleaned at gether they develop and share a story of the system. How those programs. The Power Lab continues to be a rich rare it is to be privy to how a system develops over time, learning opportunity for senior leaders, managers, and and to follow the ripples of the pebbles you and others consultants from around the world to examine how they dropped in the society’s waters. develop and use their power, what it takes to implement The next session is April 21-26 on Cape Cod and change, and how human systems really work. space is limited. If you want more information for The Power Lab is a 24/7 immersion experience into yourself or members of your client systems, go to a society comprised of the Elite, Immigrants, and Man- http://www.powerandsystems.com/workshops- agers. When you come you’re “born into” one of these with-impact/power-lab.html or contact Karen at positions. This isn’t a role-play; you come as a member [email protected].

More Than Sound Podcasts

Available from More Than Sound (morethansound.net). Mirabai Bush and Dr. Richard Davidson Working with Mindful- Social Skills ness webcast http://www.morethansound.net/blog/2012/08/social- http://www.youtube.com/ skills/ watch?v=hvmq6iji6w4

Self-awareness and self-regulation Articles featuring Mirabai Bush: http://www.morethansound.net/blog/2012/07/self- http://www.tricycle.com/blog/working-mindfulness- awareness-self-regulation/ interview-mirabai-bush

Coping with change http://www.mindful.org/at-work/working-with- http://www.morethansound.net/blog/2012/07/work- mindfulness-brings-meditation-to-the-workplace ing-with-mindfulness-coping-with-change/ http://www.mindful.org/mindfulness-practice/mira- Learning emotional intelligence bai-talks-mindfulness http://www.morethansound.net/blog/2012/07/ learning-emotional-intelligence-the-importance-of- http://www.chicagotribune.com/features/life/ct-tribu- practice/ weigel-mindfulness-20120821,0,7420676.column

142 Mobius Executive Leadership | www.mobiusleadership.com PROFESSIONAL DEVELOPMENT OPPORTUNITIES

Bridegeway Partners Webinar Is Moving Too Fast Slowing You Down - How to Prevent Overload from Undermining Your Organization's Performance: National Webinar Best Practice Institute • Distinguish an organizational culture that empha- > April 25, 2013 sizes effort from one that produces sustainable > 2:00PM-3:30PM Eastern results Organizational overload is a problem confronting people • Recognize the organizational dynamics that per- across all industries and sectors. People have too much to petuate overload do and too few resources to accomplish it. The problem is overwhelming managers' abilities to sustain focus on • Clarify a four-stage change process with six strategic priorities and drive key organizational changes. strategies to reduce organizational overload and achieve sustainably high levels of energy, focus, In this webinar you will: and performance • Identify the costs of overload to your organization Readers can learn more at: http://www.bridgewayp- in terms of reduced effectiveness and productivity artners.com/UpcomingEvents.aspx. • Understand how organizations unwittingly in- crease workload in their efforts to reduce it

Images on pages 22, 47, an 143 by Stina Deurell, www.deurell.com

Institute for Generative Leadership Programs with Bob Dunham

Generative Leadership Program (On-Going) January 17, 2013 from 9:00 am to January 19, 2013 Call in number 1-605-475-5950

Generative Leadership Circle - Free Leadership Conference Call February 5, 2013 from 1:00 pm to 2:00 pm

Generative Leadership Circle - Free Leadership Conference Call Hosted by Bob Dunham 1PM - 2PM-Mountain Time Call Johanna to register for the free call by calling her at (720) 273-2488 www.generativeleadership.co

www.mobiusleadership.com | Mobius Executive Leadership 143 “If hope is the thing with feathers, to quote Dickenson, then I want mine peacock-bright. I want wings strong as a hawk — fierce enough to face the truth of the day and yet far-flying enough to see the broadest view. I want feathers of the softest down - a hope that cushions the rockfall of reality with the gentleness of yellow canaries who sing no matter where they've been taken and I want my hope phoenix- light. A hope that falls apart. And comes together. And rises. Again. If hope is a thing with feathers that perches in the soul then let the winds of change come for my soul is safe and ready for air and rise I shall.” –Maria Sirois

For more about the offerings of Mobius Executive Leadership please go to www.mobiusleadership.com. Back Issues of the Mobius Strip in Resource Section of website. To discuss bringing Mobius leadership programs, trainings or executive coaching to your organization please write [email protected]. 144 Mobius Executive Leadership | www.mobiusleadership.com