“Mindfulness, rooted in ancient contemplative traditions, has gained traction in modern workplaces as a potential solution to the challenges of a fast-paced and demanding professional environment.”
—Stephanie A. Sarkis, Ph.D. for Psychology Today
Who needs mindfulness coaching? It is a question frequently posed to VIM Executive Coaching, and it often comes as a rebellious challenge rather than a genteel question. Fair enough. We value the challenge.
We will start this week’s post by stating an obvious truth: there are often organizational challenges that can’t be overcome by mindfulness training. Here are 6 of the most honest truths:
- Mindfulness cannot be placed entirely on the backs of employees. HR must create a fair and level playing ground.
- Toxic, underlying issues ranging from nepotism to racism or antisemitism cannot be overcome by mindfulness training alone.
- If there are major organizational challenges e.g. impending lawsuits or financial woes, mindfulness shouldn’t be expected to bail them out.
- Mindfulness can’t be seen as a substitute for technical training or obviously the need for new equipment or software.
- Mindfulness training should be voluntary and not held over employee’s heads.
- Mindfulness has an unfair, uphill battle pushing against nepotism, unethical business practices or a lack of determination in supporting programs.
“That said in the Organization”
Of the six areas raised above, it is easy to visualize where a lack of mindfulness can lead. Every unacceptable behavior, from workplace bullying to an ingrained lack of equal opportunity to indifference from leadership can be directly traced to a lack of mindfulness.
Many years ago, in a mindfulness seminar, we witnessed the CEO of an association walk out of the room in a huff rather than explore his feelings on troublesome industry issues. It did not surprise us that less than a year later the organization suffered a painful reorganization – and arguably, has not been the same since that time.
Mindfulness training cannot be a “bottom-up phenomenon” but must embrace the same mindset in the “C-Suite.” Mindfulness is not a them and us proposition, rather an all-of-us environment.
To the positive, when an organization instills mindfulness in its executives several powerful transformations can occur:
- Executive efficiency improves with greater focus and prioritization of key issues. There are greater clarity and purpose in addressing issues.
- In any organization if employees are more attuned to the needs of others (call it empathy if your would like), goals are more easily reached, and the extraneous is filtered away.
- Mindful companies are shown to have less conflict. Less conflict leads to smoother operations. It is difficult to accomplish goals when departments allow themselves to become fiefdoms.
- The more mindful the organization, the less stress occurs. Stress probably causes better and valued employees to walk away than most any other factor.
- Mindful employees are more in the moment and responsive. They feel respected not rejected. Unmindful employees react; it is an underlying anger and disappointment in the organization.
- Mindfulness is the enemy of unethical behavior. The mindful response to an unethical proposal is a simple, “we can’t do that.” For example, it is a certainty that in an organization that has intentionally polluted has also perpetrated other, wholly unprincipled actions.
- Mindfulness training leads to greater authenticity. Authenticity is reflected in values and actions. Organizations that rank high on desirability as great places to work, are shown to embrace better values and realistic expectations.
It must be remembered that when an organization is devoid of mindfulness, it is not “just” the organization that suffers, but its clients, customers and other stakeholders. Mindfulness creates a positive ripple effect no matter the type of organization.