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By James Donald
Mindfulness remains a hot topic in learning and development circles
within organisations, as a part of the broader effort to improve
employee mental health.
The world’s leading businesses, including
Google, Apple, LinkedIn, Deutsche Bank, and IBM continue to invest
substantial sums in employee mindfulness programs. A 2017 survey of 141
US companies found 35 per cent were implementing mindfulness programs
for staff and 26 per cent were considering doing so.
These
investments are backed by growing evidence that workplace mindfulness
programs have benefits for individual employees, in the form of less
stress, anxiety and burnout, and greater wellbeing and resilience. But
do the benefits of these programs extend beyond the short-term relief
they provide individuals?
To explore this
question, my colleagues and I completed a “meta-analysis” of 31 studies
on the link between mindfulness and altruistic helping behaviours. We
found that, as well as having higher wellbeing, mindful individuals are
more aware of the needs of people around them, and are more likely to
assist, support and collaborate with colleagues – even extend help to
people who they have never met.
How
can these social benefits be embedded inside workplace teams? The old
adage is that people don’t quit their job, they quit their boss. Having a
manager who embodies mindful attributes may be a key factor. Research
from Singapore has shown that having a boss who is mindful is associated
with less subordinate burnout, better work-life balance and improved
job performance.
What, then, does mindful leadership look like in
practice? Research in this field is in its infancy, but the following
three attributes seem important.
First, mindful leaders are present and
connected. Despite the demands of a hectic schedule and a huge list of
priorities, these leaders actively engage with each and every person or
challenge they meet, with a "beginner’s mind".
Second, mindful
leaders are non-reactive. For busy people, an underlying feeling of
urgency and distractedness is the norm, and can lead to hyper-reactivity
and poor decision-making. Mindful leaders consciously "unhook" from
their own reactive impulses to situations, allowing time to gather
information and for others to contribute ideas.
Lastly,
mindful leaders act with authenticity. This relates to the leader’s
attitude. How am I showing up today? Who am I serving in this decision?
Being clear about one’s own leadership values and consciously bringing
them to the table is the key.
What do you see in your organisation? Might these leadership behaviours be useful in your work?
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