Mindfulness Is A Multi-Faceted Tool For Leadership Development by Cecilia B. Loving*
At the Mindfulness Leadership Summit in Washington D.C. this fall, leaders and practitioners gathered from around the world to discuss the importance of mindfulness practices to leadership. For example, Dr. Amit Sood, from the Mayo Clinic, said that leaders must not only go beyond the mere practice of trying to be present in the moment without judgment but we must also develop a mindset of good judgment and intention, grounded in gratitude, forgiveness and compassion. By so doing, we recognize the “leader” within us all.
Mindfulness guru Ruth King taught participants how to embrace themselves in each other, in order to dissolve the notion of “us vs. them” and allow for the restorative compassion of forgiveness. Her teachings provide a deeper dive, moving beyond a contemplative practice to use mindfulness tools to discover the source of our suffering and how to begin to heal relationships with others. In her book, Mindful of Race, King shares a number of tools to be more compassionate with ourselves, including forgiveness cards. She teaches that if you do something you regret, you can release the suffering with “Get Out of Jail Free” cards. She suggests allowing yourself ten per day. On one side of the card, you write what you did and on the other you write what you learned from it, re-committing to act with compassion and understanding. “Resisting forgiveness causes much injury and strengthens conceit. The wise one always forgives first. With practice, we learn how to let go. We cultivate more tenderness. Creativity is equally important in the practice of mindfulness. Expressing ourselves artistically is one of the most mindful things we can do. King says that as we become more mindful, the energy we need to serve and reunite the world becomes available to us. We can use this energy creatively—not just for ourselves but to serve and heal a larger heart as well. “Expressing ourselves artistically supports us in realizing freedom and generosity.” Ultimately, leaders are striving for equanimity, a sustained state of balance. Equanimity is being able to be proactive rather than reactive: grounded presence in the midst of extremes. King says that “as we taste and rest in the inner tranquility that is the character of equanimity, we become, through our lived example, an energetic resource contributing to a culture of care.” Inclusive leadership requires equanimity. Otherwise, we will be quick to act upon the criticisms of others and blame and shame will be our default rather than a mindful assessment of the situation. As Jim Dethmer, author of The 15 Commitments of the Conscious Leader, taught, we have to commit to taking radical responsibility rather than blaming others. We must grow in self-awareness, using every opportunity to learn. We have to be mindful of expressing our feelings rather than repressing or withholding them, acknowledging that what is true for us may not be true for others and being at peace with that. Rather than gossiping, we can encourage colleagues to address their concerns directly to others. We should commit to giving and receiving appreciation, as well as inspiring others to express their creativity.
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