Mindfulness: esoteric nonsense or the leadership approach of the future?

Let’s be honest: what do you think when you hear the term “mindfulness”? When I started looking into this topic a few years ago, I was very curious on the one hand, but also very skeptical on the other. I was terrified of esoteric, detached meditation nerds with woolly socks and euphemistic sing-song voices.

Fortunately, my curiosity won out back then and I am grateful for the encounters with people whose authenticity, willpower and zest for life inspired me and showed me that mindfulness has nothing to do with being unworldly – quite the opposite. “Mindfulness means paying attention in a special way: On purpose, in the present moment and without judgment,” says Jon Kabat-Zinn, who has made mindfulness socially acceptable in the Western world through his many years of research and his stress management courses.

In today’s advertising for ‘Mindful Leadership’ seminars, the image of woolen socks is now being replaced by bare feet. I see managers in suits, but with bare feet, sitting cross-legged on a meadow and meditating. A beautiful image and at the same time I believe that this continues to cause misunderstandings.

Managers ask me: How does a regular meditation practice help me in the business world when things get really stressful? When I need to make quick decisions? Or should I take out my meditation cushion and meditate for 10 minutes during a conflict-ridden meeting with my team?

Futurologist Matthias Horx writes in his 2016 Future Report:
“The concept of mindfulness cannot be understood without the word self-efficacy:
Mindfulness looks inwards without neglecting the outside.”

Being a mindful leader therefore means not only remaining introspective and being aware of my own needs, but also seeing my surroundings more clearly and being able to respond emphatically to the needs of others. This conscious awareness helps me to get out of my ‘inner autopilot’ in difficult situations and to act consciously instead of just reacting automatically. As a result, I increase my self-efficacy and can expand the options for action that are available to me. At best, I also help employees and colleagues to step out of the autopilot, resolve conflicts constructively and see more options for solutions.

Especially in team meetings and conflict situations, some very pragmatic mindful leadership interventions can help to increase the effectiveness as a team:

Check-in:

Take a conscious moment together with the team to arrive at the meeting. Just 20 seconds of silence is enough. Then start a short intro round in which everyone answers the following questions:
How present am I here right now (on a scale of 1 to 10)? What is important to me for the meeting? How do I want to get involved?

Presence:

The simple basic rule of switching off your cell phone and laptop and clearing them from the table ensures presence and focus on the meeting objectives. This makes meetings much more efficient and stress-free. Every change of focus consumes a lot of mental energy and leads to an increase in internal stress levels and may also trigger negative emotions that have nothing to do with the current meeting. At the same time, it is a form of appreciation when participants actively listen to each other and are able to ask meaningful questions or make references to other contributions.

Meta-communication instead of reprimands:

Mirror what is going on to your team. If, for example, some people are looking at their cell phones or heated discussions are taking place that are not leading to the desired result, describe to your team what you are (mindfully) noticing at that moment, e.g: “I just noticed that the discussion is being held by 2 people here in the room, I haven’t heard from the other team members for 15 minutes, some are starting to look at their cell phones. What do we need to clarify the existing differences together and make a decision as a team?” This type of meta-communication describes what you perceive at the process and communication level without being reproachful or judgmental. This gives the team the chance to get out of autopilot together and find a new way of dealing with and clarifying problems.

Create security and define clear rules for handling:

The well-known Harvard negotiation concept already worked according to the basic rule: “Tough on business, soft on people”. A team can only develop constructively if team members can rely on the fact that personal attacks are a ‘no-go’ when resolving conflicts. This psychological security ensures a basic level of tension in the team that allows everyone to express their opinion freely – without fear of disrespect or counter-attacks. As a manager, you consolidate this secure basis by demanding clarity and diversity just as strongly as unconditional appreciation and respect for all those involved and their perspectives.

Check-out:

End your meeting with a short learning loop: “How are we doing with the result? How are we doing with our way of cooperating and communicating today? What do we want for our next meeting?”
In this way, you can help your employees to conclude the meeting not only objectively, but also emotionally. This form also ensures that the transition to the next meeting, the next professional and/or emotional challenge, is easier.

For me, these leadership interventions now have less to do with woolly socks and more to do with fulfilling the leadership role more authentically. For me, the curiosity has paid off. And for you?