Greater Inner Calm and Peace: One of Ten Developmental Themes of Mindful Leaders

There is a criterion by which you can judge whether the thoughts you are thinking and the things you are doing are right for you. The criterion is: Have they brought you inner peace? Peace Pilgrim

Pink lotus flower on a pondWhile the term spiritual is used in different ways, I often use the term to refer to a sense of relatedness or connectedness to others, life, and all that is and ever shall be (i.e., God, Spirit, Source, Allah, etc.). Also, my use of the term spiritual includes finding meaning and purpose in a way that contributes or benefits others or life beyond the self.

Cindy Wigglesworth, in her 2014 book, SQ 21: The 21 Skills of Spiritual Intelligence, expands this working definition to include a sense of inner calm and peace regardless of circumstances, internal or external while also having a sense of relatedness to life in all its diverse expressions. Wigglesworth proposed that spiritual intelligence (SQ), along with intelligence quotient (IQ), emotional intelligence (EQ), and physical/kinesthetic intelligence, is a core intelligence for living a healthy and fulfilling life in the 21st century.

Wigglesworth’s proclamation about the essential nature of SQ in the 21st century is highly significant for individual leaders and organizations given that the topic of spirituality is often undiscussable in the work environment. Interestingly, the mindful leaders in my 2015 study identified the dimension of SQ, greater inner calm and peace, as well as the increased capacity to tolerate uncertainty (Theme 10) as a result of their mindfulness practice as demonstrated in the following narratives.

It’s interesting, through a downsizing, I started practicing (mindfulness meditation) formally, approximately 2, 2 and a half years ago, almost 3. In the middle of that time period, we had a major reshuffle or reorganization by my employer, so my role expanded in size by about 40 to 50% of what it was previously. So we had two smaller departments, the two were merged and became one super department. We still had the same amount of hours in a day to get the work done, still the same amount of limited resources, however, I found that that through mindfulness I’m able to better handle and focus on the different tasks that are coming at me at any given time. I’m able to free my mind to keep that calm atmosphere and a particular focus on the paths [projects] given, and I’m also able to complete more tasks in a more timely manner. (Male middle manager working in higher education in New Zealand)

I think too there’s a sense of peace you get when you meditate. It really is a stress reducer and anxiety reducer. And, I don’t know if you [have to] do (experience) that necessarily….but it’s a really nice byproduct that I think allows you to be a better leader. (Female middle manager and marketing researcher)

Oh, there is a much bigger sense of calm for me because there is time. There isn’t as much frantic energy being expended. It is a lot more–softer. It’s not a hard push. There is an acceptance, a peace around it that I know the resolution will come. Let’s just give it the time and the opportunity and staying with it. (Female senior manager in information technology).

Perhaps, we can borrow from Peace Pilgrim’s quote at the beginning of this essay and extrapolate that the criterion by which you can determine if a developmental practice is right for you is: Has it brought you greater inner calm and peace? For the 20 mindful leaders in this 2015 study, the answer is yes and perhaps unbeknownst to them, all the while cultivating spiritual intelligence!

 

Note: This essay is an excerpt from the forthcoming book, Ten Developmental Themes of Mindful Leaders by Denise Frizzell, Ph.D. Denise offers leader/leadership and organizational coaching and consulting for progressive change agents and organizations. Visit https://metamorphosisconsultation.com/schedule-a-coaching-appointment/  to schedule a FREE exploratory appointment.

Self-Awareness: A Developmental Theme of Mindful Leaders

Portrait Artist's Studio“Self-aware leaders are attuned to their inner signals. They recognize, for instance, how their feelings affect themselves and their job performance. Instead of letting anger build into an outburst, they spot it as it crescendos and can see both what’s causing it and how to do something constructive about it.” Daniel Goleman, Richard Boyatzis, & Annie McKee in Primal Leadership: Learning to Lead with Emotional Intelligence

An ancient teaching of philosophy and the wisdom traditions to, “know thyself” speaks to the significance of leader self-awareness, an element of emotional intelligence (EQ). EQ represents a developmental concept, supported by a weighty body of research, that examines “how should I feel about this?”

The interest in EQ has been growing in popularity and influence since 1995 when Daniel Goleman published his seminal book based primarily on the research findings of scholars, Peter Salovey and John Mayer. Since that time, thousands of research papers and hundreds of books on the topic have been published. While a trendy and popular topic of the leadership literature for years, EQ and its four elements (self-awareness, self-management, social awareness, social management)  are as relevant today, if not more so, when it comes to leader effectiveness in our ever increasing VUCA environment.

The good news is that the ten developmental themes that emerged from my research (and my experience as a meditation practitioner for the last seven years) reinforce the growing understanding that mindfulness meditation can and does cultivate self-awareness and EQ in general. Without self-awareness, leaders are inclined to react from unconscious habitual patterns of thought, word, and actions (i.e., blind spots) that often have negative impacts on the work environment. The more blind spots leaders have, the more at risk they are for costly missteps.

Greater self-awareness provides the “inner-space” one needs to notice sensations and see thoughts arising within and to choose a constructive response over a destructive reaction.   Expanding self-awareness also typically evolves into the capacity to comprehend more complexity, which naturally involves a transition toward a more inclusive self-identity. Consequently, greater self-awareness translates into more intentional leading and living over time as illustrated in voices of these mindful leaders.

So, it (mindfulness practice) has helped me to notice how I am in relationship and how I come across. It has helped me to continue to refine how I am with others so that I can work better with people. It has helped me to manage conflict with people when there is conflict. It’s helped me to just kind of have a better sense of my strengths and weaknesses and how to bring that into meetings and working with the team. (Female middle manager in the personal-development industry)

So through self-awareness, I take a bigger picture approach, so I’m more open to what they (more senior leaders) are wanting to achieve and I can see the bigger context of why decisions are made. And in direct relationship experiences with superiors, I find that I’m more…probably more balanced, more open to discussion as well and having more confidence in myself and belief in my ability as a leader and manager of a group then I can integrate with persons of a higher authority and I’m not feeling challenged or inferior. I can see, not necessarily as an equal in status or rank, but an equal as a person to person kind of thing…discussing the ideas and then making it happen, so that’s been a definite change in me. (Male administrator higher education)

Thus, mindful leaders are more attuned to their inner worlds through growing self-awareness that makes a positive and powerful difference not only in their formal leadership roles but in all areas of their lives. This developmental theme of mindful leaders and the nine others that emerged from my research, as well as my own life-experience, support the transformative potential of mindfulness meditation. So, what are you waiting for? Try mindfulness meditation for yourself and begin reaping the developmental fruits associated with an active, consistent, and persistent practice (i.e., the path of mindfulness meditation is a PATH, a very rich one, but it is not a quick fix).

 

Note: This essay is an excerpt from the forthcoming book, Ten Developmental Themes of Mindful Leaders by Denise Frizzell, Ph.D.