Meditation in Business: A Potent Medicine with Potential Side Effects

A recent article in Harvard Business Review stated that meditation is “close to taking on cult status in the business world.” Indeed, in the past year the use of meditation in business seems to have hit a tipping point. A number of prominent leaders have begun to speak openly about their own personal meditation practices. General Mills, Proctor and Gamble, AOL Time Warner, Google, Target, Apple, Nike, McKinsey, and Goldman Sachs are only a few of the companies that are now offering meditation on the job. A strong case can be made for teaching meditation and mindfulness practices to leaders. We cannot be our best self in a chronic state of stress. We cannot lead at our highest level if we are chronically anxious. Many organizations are beginning to recognize that well being is integral to the foundation of good leadership. This awareness has been born out of the painful fact that the speed at which we are working and moving has outstretched our human capacity to keep up.

The typical response to this inordinate pressure is to go into emergency mode, triggering a fight/flight response. When this happens, all functions in the body that are not needed for emergency are tamped down including digestive and immune function. Clearly, this is not a good baseline state from which to work and live. And yet this is the inner state of most leaders. Over a decade ago, in an attempt to help my clients liberate themselves from this chronic state, I introduced contemplative practices into my wok.

This eventually lead me to ask the question, “What is the ideal inner state of a leader?” This is a critical question because every management and leadership skill passes through this inner filter. The ideal state of a leader is a paradoxical combination of being both relaxed and alert, calm and efficient, open and focused.

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When the Intellect Serves Intuition: A Portal to Innovation

“The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honors the servant and has forgotten the gift.” Albert Einstein Artists, innovators, and the wise have found a way to tap into a creative field that has no boundaries and is directly accessible to all. This infinite field is sometimes referred to as pure consciousness or pure awareness. It cannot be fully grasped by the intellect. Often, in the midst of a creative act, people say “my work comes through me,” an attempt to describe the experience of being caught in a creative stream that is beyond the mind. When we tap into this boundless field we find ourselves in a rich flow of energy, insight, and innovation, ushering in a tremendous sense of well being.

We access this interconnected field of awareness through our intuition. Intuition comes to us through direct perception. It is holistic, integrative, and it arises from within.

Our intuition is guided by the context in which it appears. A farmer’s intuition will serve his or her relationship to the natural world, an artist’s intuition will inform color, content, and style, and a business leader’s intuition will inform vision, strategy, the organization of complex variables, and the ongoing, moment-to-moment interface with others. High social intelligence, which is the ability to accurately read other people, is largely informed by intuition.

Many of us long for those rare occasions when we are caught in the flow of creative expression. When this happens the mind is relatively quiet, time stands still or disappears, there is a high degree of focus and presence, and, paradoxically, a greater sense of spaciousness. How can we more consistently access this state?

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Want to be a Better Leader? Deepen Trust

The foundation of leadership is trust. You can lead without trust if you base your leadership on fear. Arguably, this is coercion, not true leadership. How do you establish trust? Building trust begins by examining your underlying intent. Followers will ascertain, often unconsciously, “Are you serving the mission of the organization or bolstering your ambition and ego?” It is rare that a leader serves purely for the sake of the organization. Most leaders will, on occasion, unconsciously subvert the needs of the organization for an outcome that is, at some level, self-serving. However, trust can be established without perfection in this regard. As long as you primarily put the needs of the organization before the needs of your ego, career or department, trust will emerge.

However, sometimes the intent of the leader is trusted, but theintegrity of the leader is perceived as shaky, and this, ultimately undermines trust. In this context, integrity is defined as the quality or condition of wholeness. This is an internal state. Your intent may be to serve the mission of your organization. And yet you may not have the internal integrity to carry this out. As a result, trust is undermined.

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Dear Marlboro Man

Dear Marlboro Man,

It’s time to retire. You have held up so beautifully, waving the flag of individualism for sixty years. You have reminded us to pull ourselves up by our own bootstraps and valiantly embodied an ethos of self reliance. You have graced us with your iconic stature as the Man on Top. You are toppling. You can either step down graciously, or not. But you are toppling.

It was inevitable that things would end this way because your message was fundamentally flawed, built on bad information. You were never independent. You were brought into the world by a mother and a father. Your ancestors reach far back in time, affecting you now. You were fed and sustained by food grown by another. The growing of that food was dependent on a vast and interconnected ecosystem. You were inculcated into the culture by your people and offered some skills in order to survive. Someone taught you to ride that horse. Someone helped you learn how to care for that horse.

The story of separation that you perpetuate is a tragedy. Ironically, you probably don’t know this. Having lived this story for several generations you feel separate. As a result, your myth is experienced as fact.

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Leadership: What's Love Got to Do With It?

I have been pondering how love became conceptually separated from leadership. For the better part of 20 years I have given multiple lectures and seminars exploring emotional intelligence, self-knowledge, and empathy within the context of leadership, but I have never spoken about the heart, and I have certainly never spoken about love. Perhaps there is no place for a conversation about love if leadership is understood as a charismatic gesture that either hypnotizes or controls. However, at this point in history, the conversation in leadership seems beyond the framework of command and control. Most of us recognize that with the level of specialization that now exists, the speed of change, the transformation of culture through social media, the overall complexity of a global business environment, and the enormous social challenges that we face, collaboration is central to leadership. At the heart of collaboration is love. Most of us think of love as an emotion. There is a love that is emotive, often referred to as affection. In his book, The Four Loves, C. S. Lewis describes affection as the most natural, emotive, and diffuse of loves. Affectionate love, however, is not necessary for collaboration. It is love without emotion, that is, compassion, which lies at the heart of a true collaborative process. Compassion arises when we recognize something universal about the other, dissolving judgment and separation and promoting understanding and oneness. It is an essential part of agape, defined by the Greeks as the highest form of love. In this case, love is an act, not an emotion. It is a selfless, spontaneous and consuming commitment to the well-being of others. There is, within this kind of love, recognition of the truth of the interconnection of all of existence. Agape is not based on preferences, on our likes or dislikes. It is the rare human being who develops this kind of love to its fullest potential. Nonetheless, we are born with an innate desire to develop and promote selfless love. Barbara Frederickson, in a wonderful piece called, "The Science of Love" shares research that demonstrates that the body is designed to love, noting that love energizes our entire system, broadens our mindset, deepens our attunement to others, and enhances creativity.

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Empathy: A Gateway to Objectivity in Leadership

Most leaders have learned along the way that empathy is a critical leadership skill but few have an understanding of why. Empathy is a form of attention that goes beyond the intellect and involves directly sensing what it is like to be in someone else's shoes. How do we do this?We sense what other people are experiencing or feeling by sensations that arise in our own bodies. All of us are like walking antennas, receiving and registering the felt experience of those around us. Some of us are better at this than others. To accurately register this kind of information requires being in touch with our own emotional responses. To be in touch with our own emotion, we have to be in touch with the physical sensations in our body. For example, I know that I am fearful because my heart rate begins to speed up, my stomach clenches, and my hair stands on end.

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Paying Attention to How We Attend

The way that we pay attention is integrally related to the reality that we perceive as "true." By the time we have grown into adulthood most of us live within a certain repetitive and narrow band of attention; boredom and a certain degree of numbness is the result. Often, we can sense a kind of spaciousness outside of our habits of attention but rarely do we feel capable of accessing this. Our attention is habituated on many levels: We have a repetitive range of emotion that we continually return to, a narrow and habituated way of using our vision, a narrow range with which we attend to auditory input, a belief system that narrows our perceptual field and a way of processing intellectually that reinforces our view of the world. Often a "midlife crisis" or other kinds of struggles in adulthood are, in part, crises related to this narrow way of attending. We become bored with ourselves, longing to access a more spontaneous way of being in the world. We assume that our boredom has to do with the exterior world, so we buy a new car or get a new haircut. We are often unaware that our boredom arises from a self-created prison of habituated attention. We lose touch with the fact that the way we are attending affects the degree to which we feel connected to the world around us and to life itself.

Les Fehmi is a forerunner in the field of biofeedback and he has studied how we pay attention for over forty years. He contrasts two ways of attending when he describes a pride of lions relaxing together on the African savannah. They are breathing slowly, their muscles are relaxed, and their attention is diffuse and wide open. An injured animal comes into their sight, and suddenly the lions move from this relaxed state to an intense, single-pointed focus. Their muscles tense and their heart and respiratory rates increase. The lions have shifted to an emergency mode of paying attention. Once the injured animal has become dinner the lions quickly return to a state that is wide open, alert, and relaxed.

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Innovation and the Quiet Mind

Buzzwords rise and fall in the world of business, and at their highest, serve as flags marking a place where we need to drill down. For some time, the need to “innovate” has been creeping into the lexicon of my clients, reflecting the fact that old paradigms on so many fronts are breaking down.When my daughter was in third grade, I had the pleasure of watching a creative little boy shift the paradigm of his art assignment. He, along with his classmates, was given scraps of paper to paint and paste onto a large sheet of paper. His classmates dutifully painted and pasted within the confines of their pages. However, this child asked for a pair of scissors. He began by reshaping his rectangular paper. As he glued his fragments of paper onto his redesigned template none stayed within the margins; curly cues, concentric circles, and folded accordions spilled over the edges redefining the boundaries. What began as one-dimensional became two. It was a paradigm shift in motion. Too often, when there is a call for innovation, we tackle whatever problem we face through the same mind that was shaped by the previous paradigm. We look at the problem from the confines of the past or the confines of expectation. How do we escape this paradox of the mind and its repetitive subversion of creative thought? Most of us make the assumption that consciousness itself emanates from, and is bounded by, the mind. However, when we quiet the mind through contemplative practices such as meditation, we eventually discover that awareness or consciousness exists beyond it. True innovation, along with any act of creativity, draws from this infinite field of intelligent awareness that exists beyond the mind. This is sometimes called pure awareness. And this state is directly accessible to all. How?

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