Should Leaders Be Mindful Of Mindfulness?

By

Hyma Pillay

10-01-2015

2 min read

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LDR-PDF-download-110x110Photo credit (above): Hartwig HKD | Flickr

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

To explore this potential further, I have accepted an invitation to be on the advisory board for a series of future mindfulness events starting with a symposium in May 2015 being run in Zurich.

These will bring together some of the leading thinkers in the field to speak and Bob Geldof, who will, no doubt, be to the point in his views.

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.

Chris Roebuck (www.chrisroebuck.co) is a senior faculty at Leaderonomics and a visiting professor of transformational leadership at Cass Business School in London. He is a sought-after advisor and the developer of Mach 2 leadership – the combination of entrepreneurial, engaging, ethical and effective leadership. Follow him on Twitter @Chris__Roebuck. To engage Chris for organisational work in your organisation, email training@leaderonomics.com. For more Thought of the Week articles, click here.

 

Reposted with permission and published in English daily The Star, Malaysia, 10 January 2015

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