Mindfulness & The Mindful Leader

It seems to me that good, quality classes should always include at least a bit of the skills discussed in this article - reflection, the ability to find different perspectives, the ability to converse about those differences...but, I guess it is good to have some affirmation from Forbes.  

Also an interesting read as I have applied for our University's leadership program for students that provides them with mentors as well as specific opportunities for developing leadership skills.  

"Evita complejidades innecesarias"

Excellent!

 Life is just that simple isn't it, thanks Karen for sharing this story.

"Look for the helpers . . . "

Stanford's center has deep resources! 

When top business schools highlight the importance of mindfulness with courses for future leaders, we now have precedence for including it in educational leadership training.

I like the ideas that mindfulness is combined with Peter Drucker's work and that large companies are looking at meditation as something that will benefit employees.

What really happens when we meditate? How can such a simple act of sitting still actually cultivate agile, talented leaders? Read this article to learn more.

In his answers neurologist Robert Burton reflects the thinking of Lee Thayer about thinking differently. Burton shares: "I prefer...questions to answers. I prefer ambiguity, mystery and awe to bottom-line explanations.  ...I recognize and often rejoice in the absurdity of human condition, and wouldn't want it any other way. If scients arrived at a final theory of everything. I would try not to read it."

Reflected in the thinking of Buddha we hear the same thing:

The Kalama Sutra

The Kalama Surta is the Buddha’s reply to a group of townspeople of Kalama. They asked Buddha who were they to believe of all the ascetics, sages, holy ones and teachers They came through their town confusing them with their contradictory truths, teachings, beliefs, and one true way. Thanissaro Bhikkhu translation of the Kalama Sutra: To the Kalamas from the Pali is a good read.

• Do not believe in anything simply because you have heard it,
• Nor traditions because they are old and have been handed down from generation to generation and in many locations,
• Nor in rumor because it has been spoken by many,
• Nor in writings by sages because sages wrote them,
• Nor in one’s own fancies, thinking that it is such an extraordinary thought, it must have been inspired by a god or higher power,
• Nor in inferences drawn from some haphazard assumption made by us,
• Nor in what seems to be of necessity by analogy,
• Nor in anything merely because it is based on the authority of our teachers, masters, and elders.

However, after thorough observation, investigation, analysis and reflection, when you find that anything agrees with reason and your experience, and is conducive to the good and benefit of one and all, and of the world at large; accept only that as true, and shape your life in accordance with it; and live up to it.

These words, the Buddha went on to say, must be applied to his own teachings.

Good reason to keep an achievement diary with facts, dates and participants within your career.

Curt Einstein would put it:  Tell me what you did and how you did it from A to Z.  If they couldn't tell the story of how it happened, then they may have been the boss but they didn't do it.

Lee Thayer's:  The measure of performance is performance tells what one has done in order to do what needed doing to accomplish the required results.  It's about results, not activities.

Author Claire Laughlin has hit the nail on the head -- curiosity will help you more in business than telling people what to do.

Sure, we all need to be directive at times. But most of the time -- particularly as we move from managing to leading -- it is less about being directive and more about sparking conversations.

In other words, as leaders we need to master asking for, listening to, and creating meaning from the stories of others. From there we can influence others by sharing stories in return.

Learning how to ask for, and listen to stories is critical. And this article helps us understand the role curiosity plays in this dynamic -- how to remain curious as a leader so the critical information we need is not blocked from us.

And how to support the curiosity in others so creativity, along with ideas/solutions/innovations, can flourish.

Go read the article. There is great wisdom here.

This review was written by Karen Dietz for her curated content on business storytelling atwww.scoop.it/t/just-story-it

It is all in the question.