Mindfulness in Leadership

If we all implemented mindfulness in daily life – whether at work or at home – I have no doubt we would see the benefits as a collective. We might observe a decrease in reactivity, an increase in listening, and likely a shift in focus. As I take clients through my initial 15-session series for individual coaching, we address mindfulness as a self-regulation practice. This methodology is intended to help leaders take a brief pause, assessing feelings throughout the day, especially when feeling “overwhelmed.” It’s efficient to say “overwhelmed” or “busy” but in actuality, we might feel anger, embarrassment, sadness, or even fear. Such feelings might emerge when your team has made a sizable mistake, when you have a tight deadline, when you’ve worked a 13-hour day, when there’s legal trouble, or when there are pending layoffs… the list goes on.

The reason mindfulness can be a powerful tool in a leader’s toolbelt is two-fold. First, it does not require the allocation of funds (no apps or technology needed!). Second, it changes behavior over time; managers will become more behaviorally predictable and anger less readily. With a simple practice each day we can rewire our brains and it will have an immediate effect on those around us. 

In fact, there was a 2019 German study with almost 60 organizational teams. The researchers found that leaders who participated in mindfulness practice (or “intervention”) demonstrated lower aggression (when rated by their employees) and stronger transformational leadership behaviors than compared to the control group. While reading a book on management can surely shed light on topics managers know not of, the practice of mindfulness is just that: A practice. And you will improve over time. 

Ultimately, mindfulness will support you (as a manager, leader, or even individual contributor) to become a more effective communicator. When we are aware of our feelings, we have improved self-regulation which allows for more purposeful discourse and this allows space for diffusing conflict. 

If you’re interested in learning more and want a “how to” on mindfulness, drop me a note here.

First published on LinkedIn

Did Your Organization Recognize Equal Pay Day?

Last week, on Tuesday, March 14th, we had another Equal Pay Day come and go. Did your company recognize it? And, if so, did you learn how your organization is contributing to the goal of Equal Pay? 

It’s startling to understand that women must work for 15 months to earn what a man earns in 12. This decades long trend seems to holdfast, regardless of these notable changes: 

• More women now graduate from college than men. 

• More women graduate from law school than men. 

• Med school graduates are nearly half women. 

…the list goes on… 

Why does this trend of unequal pay, regardless of education and merit persist? Chauvinism and unconscious bias contribute (and point to just how important a work culture is) but an economist at Cornell University who has been studying the gender pay gap for longer than the Gen Z population has been alive, says one of the biggest factors here is childcare. 

This is not dissimilar from what I discovered in my research during the COVID-19 pandemic. The issue of inequity is directly linked to responsibility. When the responsibility of children is placed primarily on women (both because of biology and antiquated male-focused systems) is it any wonder that women are left earning less? Despite the “women can do it all” mindset, things must change in the home if we want to see them change at work.  [And while women can “do it all” and often manage to do so, it takes a toll. And, quite frankly, this ideology is ill-advised considering that the answer, in part, is as easy as a division of labor.] 

According to a recent study done by LinkedIn, women hold 32 percent of leadership positions worldwide. The recurring theme, is and will continue to be, a mismatch between education and competence, paired against earnings and title. 

While there is a myriad of resources to support women (I’ve crafted some myself) it should not be left to women alone to advocate for themselves. I am of the firm belief that organizations must step up to help bridge both the pay gap, the leadership variance (status and title), and the resources provided to parents in order for change to be reached. My research findings vehemently support this, too. 

What might be just one way your organization can work toward equal pay? Annual salary audits are highly encouraged, as is a program to ensure appropriate re-entry for women after maternity leave. Further, intentional promotional pools are essential. (Remember: Those who are up for promotion are more likely to get a higher salary. What does this pool look like? Is it contributing to unequal pay?) 

A lot can be accomplished in a year’s time. Set your intentions on how your company* will support women and Equal Pay Day for 2024. 

*If it’s not your company, never fear! Get this article to your HR, People, or L&D team leads.

Are You A Resourceful Leader?

If you follow my work you are aware of my commitment to supporting managers. You may also be aware of my interest in assessing how leaders function under unprecedented stress (as demonstrated in my book about the COVID-19 pandemic). 

The research I conducted in 2020 pointed to the essentiality of leaders being versatile… And yet, so few leaders are identified as such. 

Seeing as we are fast approaching the three-year anniversary of when the WHO classified COVID-19 as a global pandemic, it seems timely to raise the topic of resourceful leaders.  Whether amidst a pandemic or not, being a well-balanced, fully agile, and level-headed leader will help you in all walks of life. 

Being resourceful speaks to a person’s capability to “read the room” and respond appropriately. Seems pretty intuitive, but it’s actually quite hard. People tend to sway in a specific direction – either too enabling in their management practice, too authoritative, too tactical, or even overly thoughtful. A combination of these traits can be incredibly powerful, but a concentrated version of just one primary attribute can prohibit a manager’s ability to see the necessity for a shift in behavior.

But how do you gather information to assess whether or not you have blind spots? Well, first, recognize that you do! Second, consider taking a personality assessment – I personally like the Predictive Index as it ties personality to management tendencies and layers in the types of personalities you may struggle with managing and why (and how to overcome that). Or, work with a coach (a plug for yours truly) to learn about the behavioral approach to management. Understanding what kind of leader you are takes both self-reflection and peer input. From there, intention setting for the type of leader you want to be will set the foundation for getting you there. 

Understanding both what comes naturally to you and what is painstaking, will promote the idea of well-roundedness. I encourage you to think of yourself through the lens of aiming to be a resourceful leader; what would that look like? 

Management Musts (To Manage Yourself!)

In order to manage others well, it’s no wonder you must know how to manage yourself. 

As managers climb the corporate ladder, feedback can become sparse. This concept of leaders losing their way is an HBS favorite of mine. Why? It shows us that no one, no matter how well-intentioned, is completely insusceptible to losing our way. 

While having a confidant is advised, it is also advised to look inward for the answers. Just as you regularly audit your team’s output, regularly ask yourself questions that provoke introspection. 

• How do I behave under pressure? 

• Am I modeling the behaviors I want my team to exude?

• Do I give team members actionable, timely, and direct feedback?  (Remember, feedback should not be kept for yearly reviews alone. Feedback should be a constant, with team members knowing exactly where they excel and where they can improve.) 

Perhaps in the self-assessment, you realize that you’ve demonstrated characteristics of frustration, stress, and short-tempered during times of being under pressure. What can you do about that? First, realize that during challenging times – whether company-specific or team specific – team members will observe your behavior and replicate it almost immediately. If you find you are quick to blame, or quick to become frenzied, you have the power to better manage these behaviors. The goal here should be to answer your questions honestly, and seek feedback when you simply feel unsure. (Word to the wise: The people who typically think they need the least self-reflection, need it the most! If you think you have it all figured out, give this exercise a try. You might even elicit responses from your team members rather than answer the questions independently.)

An integral part of being an effective manager is not only focusing on the professional development of your workgroup, but it must include self-regulation practices, introspection, and a will to change.