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The Quest for Mindful Leadership

The Challenge to be a Mindful Leader is pervasive in the global business environment

In response to this challenge thought leadership has given birth to a new catch phrase that is starting to become more prevalent is today’s business  leadership community, the phrase  is Mindful Leadership.

The essence of Mindful Leadership is to take time to reflect, allow your mind to quiet, focus on a specific topic and be fully present in everything you do.   This is more important than ever in our increasingly fast paced world where it never seems like we have enough time to get done with our task list let alone take time away to think about the future and reflect on the past.

Everyone involved in a leadership role struggles with the question of balance and how to get today’s tasks done while also thinking about the future.

Harvard Business School professor William George is fusing Western understanding about leadership with Eastern wisdom about the mind to develop leaders who are self-aware and self-compassionate

His work includes these key concepts:

• People who are mindful—fully present and aware—can become more effective leaders.

• Leaders with low emotional intelligence often lack self-awareness and self-compassion, which can lead to a lack of self-regulation.

• Authenticity is developed by becoming more self-aware and having compassion for oneself, and then offering it to others

• When have peer group support is available for leaders it provides nonjudgmental feedback in order to recognize blind spots, accept shortcomings, and gain confidence.

As leaders in an organization, you are charged with the responsibility of creating environments in which our employees are nurtured and energized, your business innovates and flourishes, your customers are engaged partners and the relationship with your consumers/clients is built on a foundation of mutual trust and satisfaction.

This is quite a complex assignment in a world and global economy that measures time in internet seconds, conceives of the past as the most reliable tool for analyzing and assessing how to proceed into the future, is increasingly interdependent and relational, and dedicates little or no time toward the development of mindfullness of its leaders.

This is the first of a two part post on Mindful Leadership. The second part will focus on ways you can bring more mindfulness to your daily leadership responsibilities.

At Glowan we are interested in hearing from you about the ways you are mindful in your practice of leadership.

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