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Embracing Mindfulness: The Cornerstone of Effective Leadership

Modern life has been defined by a steady stream of distractions that can impair productivity and cause us to lose focus on what really matters– from the never-ending alerts on our smartphones to the never-ending onslaught of emails and appointments. Keeping focused and engaged is more difficult than ever at a time when information overload and shorter attention spans are the norm. This has become more evident in the leadership domain, where promoting an innovative culture and bringing about significant change depend heavily on one’s capacity to remain focused and in the moment.

In today’s fast-paced world, there has never been a greater need for effective leadership. In the classroom, in the boardroom, or in the community, leaders must navigate difficult situations while motivating and inspiring those around them. But within the confusion and demands of life, mindfulness in leadership is a crucial quality that seems to be frequently overlooked.

The foundation of good leadership is mindfulness, which is frequently connected to spirituality and meditation.

“Mindfulness is the simple process of noticing new things about the familiar. When we notice actively, we become sensitive to perspective and change.”

Ellen Langer, Harvard professor of Psychology 

It involves accepting oneself, one’s ideas, feelings, and environment, as well as being completely present and involved in the here and now. Although mindfulness may seem like a straightforward idea, it may have a significant influence on a leader’s capacity to make wise decisions, develop deep connections, and create a healthy work environment.

Fundamentally, mindfulness enables leaders to cultivate self-awareness– which is an essential quality of successful leadership. Leaders are able to make more deliberate decisions and better control their impulses by developing an awareness of their own thoughts, feelings, and behaviors as opposed to responding rashly to circumstances. In addition to promoting personal development, this self-awareness helps leaders build empathy for others, which in turn promotes a cooperative and understanding culture within their teams.

Mindfulness also gives leaders the strength they need to face uncertainty and hardship. In the a turbulent and unpredictable environment, leaders frequently encounter unforeseen difficulties and setbacks. Leaders can cultivate mental toughness to maintain composure under duress, adjust to change, and endure hardship by engaging in mindfulness practices. Leaders that possess resilience not only instill confidence in their teams but also provide an example for others to follow, exemplifying the value of remaining composed and clear-headed under difficult situations.

Additionally, practicing mindfulness improves a leader’s capacity for genuine connection-making and successful communication with their staff. Leaders may cultivate trust and rapport with their team members by exhibiting real interest and empathy during encounters, if they are totally present and attentive. In the end, this genuine and open communication is able to foster a positive work atmosphere where team members feel appreciated and free to share their thoughts and viewpoints, which stimulates innovation and creativity inside the company.

Apart from enhancing social skills, mindfulness also helps leaders make strategic decisions and think strategically. Leaders who practice mental clarity and focus are able to see beyond the current difficulties and formulate long-term goals and objectives. With this strategic viewpoint, executives can make well-informed decisions that support the mission and core values of the company, resulting in long-term success and development.

Mindfulness also empowers leaders to adopt a servant leadership style that puts their team members’ growth and well-being first. Leaders may enable their people to flourish both personally and professionally by cultivating a culture of mindfulness inside their businesses. This improves employee retention and happiness while also helping businesses draw in top talent and stay competitive in the fast-paced job market of today.

Although it seems to be one of the latest buzzwords, mindfulness is not merely a fad. It has been found to be an essential part of effective leadership in the twenty-first century.

Leaders may acquire the self-awareness, resilience, communication abilities, and strategic thinking necessary to successfully traverse the complicated and constantly changing world of today by practicing mindfulness. Leaders who practice mindfulness are better equipped to empower their staff, create genuine connections, and promote long-term success and growth in their companies. Adopting mindfulness is advantageous for leaders as individuals as well as crucial for developing a culture of good and influential leadership that encourages and facilitates others in realizing their own potential. 

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Blog Everyday Thriving Thrive at Work

I can HEAR you: Practicing Co-Regulation in the Workplace

Humans are social beings, and we are hardwired to connect. We intuitively scan our surroundings for cues of safety and danger. In order to survive, we observe, process, and respond to what is going on in our environment. Being aware of what makes our own nervous system responses, as well as those of others, kick in, can help us build healthier communities.

-Sofie Malm

I recently was involved in a difficult situation at work. The project lead had a lot of ideas that he wanted to implement without taking into consideration the amount of work and effort it would take to set these up. Apart from that, there were loose ends of the project that were not properly communicated leaving the team at a loss on how to navigate the completion of the project. I found myself very upset about this and instead of having a challenging conversation about how I felt about it, I made passive-aggressive comments and felt checked out about the whole project. Fortunately, one of our team members sensed the tension and encouraged us to take a deep breath in and out for a few minutes to practice mindfulness, to take things one task at a time, and offered support if anyone needed any. 

Have you ever found yourself in a similar situation? Have you ever wondered why even though we know what we need to rationally do, we still end up doing the irrational one that could possibly hurt our relationships? Don’t fret because this is more normal than you thought and can be explained by how our brain circuitry works. 

Our brain constantly scans for threats in our environment and this happens subconsciously or what we call neuroception. If it perceives a threat, our autonomic nervous system (ANS) gets activated and prepares our body (increases our heart rate, blood pressure, and breathing, and slows down digestion) to respond. According to the Polyvagal Theory (PVT) our body can respond in three ways. These are influenced by the evolutionary structures of the brain. The oldest structure, the reptilian brain, causes us to be immobilized. It’s when we tend to be frozen, numb, or shut down. The next structure or the mammalian brain moves us to mobilization. When this is activated, we feel the adrenaline rush that helps us either stay and fight or run away from the threat. The newest structure, or the neocortex, allows us to stay engaged, connected, safe, calm, and creative in the present moment. 

Imagine these responses on a ladder with the immobilized state at the bottom rung and the engaged state at the highest rung. As we are presented with different experiences, we move up and down the ladder depending on how our brains interpret the situation at hand. Going back to our example, as more demands were given for the project that exceeded the resources available, I found myself moving up and down the mobilized and immobilized state unable to reach the socially engaged state. 

At work, we are faced with different experiences such as an increase in work demand, unclear expectations, and implementation of new systems to name a few, which can be detected as a threat by our nervous system. These provoke different responses in individuals and can cause us to be emotionally dysregulated. This explains why some, me included, may respond in a manner that is not productive for the situation. If this is not managed, it can cause problems in the long run. It can impact productivity and even relationships in the workplace. What do we do now? 

Co-regulation is the “interactive and dynamic process of mutual emotional regulation, where two individuals seek to help each other actively in order to manage their emotional expression and states.” This is made possible by our mirror neurons. Mirror neurons are specialized brain cells that help us recognize the emotional state of another person. When we embody calmness, our mirror neurons show this message to another person’s mirror neurons which brings them from a state of dysregulation to regulation. 

In the workplace, whenever you feel that there you or your teammates are in the immobilized or fight or flight state, you can practice co-regulation by following the acronym HEAR. As an example, I included what our teammate said to practice co-regulation. 

When emotions are very high, we need to give ourselves and others an opportunity to step back, stop what we are doing, and hold space for the emotions that we are feeling. In this step, we want to avoid overidentifying and downplaying our emotions. It is a time to notice what we are feeling and where we are feeling it in our body. We want to pull ourselves in the present so that we can be attuned to our own and other’s emotions without judgement. 

In this step, we can do grounding techniques such as a body scan and different breathing exercises. This can help us be aware of the physical and emotional warning signs of our body. 

“Once you read this, I want everyone to breathe in and breathe out for a few minutes and practice a little bit of mindfulness. Close the tabs that are open if your windows are full.” 

Once we have calmed down, we can proceed to the next step which is to empathize. Empathizing can be shown through establishing eye contact to make a person feel seen or creating physical contact if possible. This can be as simple as sitting near the distressed person or just being with them in a video call. In this step, we should also take into consideration the level of comfortability of the person. 

Apart from establishing contact, this is where we can express our observations about the behaviors that we were seeing and the tension we were feeling. It is also helpful to ask for feedback if what you were observing and sensing were correct. 

“I know things have been very busy and tense for the past couple of weeks especially now that our tasks and projects are piling up.” 

When your teammates are giving feedback and expressing their emotions, thoughts, and concerns, practice active listening. Make sure that as you hear them out, there are no distractions present. To ensure that you understood them, try to use your own words to explain what they just shared. This gives them a signal that you are attuned to what they are feeling and saying. This gives them a sense of validation which increases their feelings of safety. 

“I completely understand this and I appreciate you opening up to me. I also would love to comment this vulnerability. It’s been a very tough few weeks for everyone especially for your unit. I really understand where you are coming from. If I feel kept in the dark for tasks that I need to do, I would also feel the same way” 

As the team enters the socially engaged state, it is important to remind each and everyone that it’s normal to feel upset, that things at work may sometimes feel like a threat to us. What’s important is that we are able to notice when our emotional states and resulting behaviors are going against our own values and hurting our relationships and productivity in the process. When we notice, we are able to pull one another into a regulated state. After all, we are working towards a common goal. 

After our teammate practiced HEAR, I felt safe and more comfortable to have the challenging conversation I was avoiding. I was able to express where the pain point was coming from, what values were being violated that caused me to be uneasy about the progress of the project. To date, we are working on fixing the pain points that we are facing and are more open in airing out similar concerns in upcoming projects. 

We spend a third of our lives at work and spend at least eight hours a day, five times a week with our workmates. We can leverage our collective power to rewire our brains so that despite challenges, we are able to maintain a regulated state that can enhance not only our own productivity but also develop positive and meaningful relationships with our colleagues as well. 

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We Thrive x Trend Micro for Women’s Month 2023

In the last week of #WomensMonth2023 we were so thrilled to have partnered with Trend Micro for an incredible talk! It was an honor to share insights and connect with such a passionate audience for Women’s Month. Thank you for having us Trend Micro Careers Philippines !

Here are some photos from the event:

Photo credits: Trend Micro Careers Philippines Facebook Page