Should Leaders Be Mindful Of Mindfulness?

By Chris Roebuck|09-01-2015 | 1 Min Read
Source: Photo Credits: Hartwig HKD | Flickr
Mindfulness is an extension of the principle of counting to 10 before responding to a remark or email that annoys you

I attended an excellent discussion at Cass Business School last year on the potential value to business of mindfulness. For the uninitiated this is a practice developed from Buddhism that is designed to help people “take a step back” and think about the actions they are taking in a more thoughtful and holistic perspective, not a narrow event-driven one.

This is achieved through simple techniques. In its most basic form, this may be closing your eyes and breathing slowly for one minute as an example – before considering your current position. It is an extension of the principle of counting to 10 before responding to a remark or email that annoys you. There is clear evidence that these techniques do produce physiological changes such as reduced blood pressure, heart rate and overall stress. As a result, they are used within the healthcare field to help individuals suffering from a variety of conditions. The more difficult question is whether mindfulness makes a difference in running organisations.

Possibly, Maybe

The answer is probably – they certainly help employees deal with pressure and stress better, but that’s rather a waste of time and effort if better leadership removed the initial pressure in the first place. For leaders, if it helps them to come up with more effective decisions, bearing in mind the big picture and the impact on others as well as themselves, then it will make a big difference, especially at senior levels.

There is a much bigger question about how it will systematically help the organisation. Yes, you can run everyone through mindfulness training but if this isn’t integrated with improvements in leadership capability to minimise the impact of pressure and stress on employees that drive the need for mindfulness, I can’t see it being more than a “sticking plaster” to address the unnecessary damage caused by poor leaders. However, more work needs to be done to confirm evidence of benefit to enable an effective business case to be presented, but the potential seems to be there given the physiological research and other studies.

Looking Ahead

I am looking forward to learning more and bringing mindfulness to a wider business audience. Rather than a magical silver bullet for organisations, mindfulness may turn out to be another useful tool in the armoury of the effective leader and the forward thinking organisation to maximise the chances of delivering success.

To learn more about mindfulness, watch this amazing interview below

To get best tool for learning and mindfulness, click here

Share This

Leadership

Tags: Self-Awareness

Chris Roebuck has more than 30 years unique experience as a leader in military, business and government. His insights as one of HRs Most Influential Thinkers (9 times awarded), Hon Visiting Professor of Transformational Leadership at City Business School, London, neuroscience accredited executive coach and member of Newsweeks Expert Forum, a small group of just over 100 leading global experts, has inspired 21,000+ leaders in 186 organisations in 28 countries. As a business and leadership expert he has been interviewed on TV 350 + times, quoted in Wall Street Journal, FT, Forbes, Business Week and others, and written 5 books on leadership
Alt
Leaderonomics Logo

Wow, you scrolled all the way to the bottom! You must really like us.

Since you’re here, we’d like to ask you to consider donating to the maintenance and upkeep of our site, which as it turns out is pretty expensive.

Many do not have access to the resources needed to bring out their full leadership potential. That is why our content will always be free, and we would be forever grateful to those who help make that possible.

Earn your one-way ticket to heaven.

© 2022 Leaderonomics Sdn. Bhd. All rights reserved.

Disclaimer: The opinions expressed on this website are those of the writers or the people they quoted and not necessarily those of Leaderonomics.