Mindfulness and Happiness at Work

Photo by Mark Baker

Photo by Mark Baker

Meditation, enlightenment and the pursuit of happiness were once considered the purview of New Age gurus, yogis and hippies—those folks who were “out there.” Now, these concepts, often encompassed under the banner of “mindfulness,” are moving into the mainstream and are being embraced in the business world. Let’s take a look at who’s leading the charge and what they are saying.

“Mindfulness is a process of actively noticing new things.”—Ellen Langer

  • Mindfulness in the Age of Complexity. This Harvard Business Review article features an Interview with Ellen Langer, professor of psychology at Harvard. Her research on mindfulness has revealed that, “… by paying attention to what’s going on around us, instead of operating on auto-pilot, we can reduce stress, unlock creativity, and boost performance.” Langer links mindfulness to business practices and leadership at multiple points. Additional resources include her books Mindfulness and Counterclockwise: Mindful Health and the Power of Possibility.
  • Another excellent article from Harvard Business Review is Manage Your Work, Manage Your Life, by Harvard professors Boris Groysberg and Robin Abrahams. Here, the authors debunk some of the myths about work/life balance, but also show deliberate choices can help reconcile conflicts between the various roles and responsibilities we all have. They look at five major themes: “defining success for yourself, managing technology, building support networks at work and at home, traveling or relocating selectively, and collaborating with your partner.”

Here’s a simple tenet for balance and happiness that I keep in mind: know what you love and love what you do. Living to work is not a privilege that comes easy. What routines do you have that allow you to be clear about who you are and what you enjoy? For example, I enjoy the sensory aspects of cycling…the focus on breathing, cycling technique and being engulfed by the surrounding sights and smells. It helps me reduce the daily noise of work and focus on the important longer-term items necessary for success.


Taking the Sand out of the Gears

Photo by Mark Baker

Photo by Mark Baker

As an avid cyclist, I know how important it is to maintain my equipment so it will function well and contribute to a smooth ride. Usually that means a few turns of a wrench, regular cleaning and regular lubrication. When you’ve ridden through sand, however, extra TLC is required. Sand is particularly gritty and sticky, which can slow you down and cause excessive wear and tear on the chain and drive train. The remedies include a quick wash, a deep cleaning or replacing the chain. What you can’t do, as a responsible cyclist, is ignore it.

To make an analogy, it’s a problem when sand gets into the gears of our business processes, too. Consider:

  • What slows people down?
  • What creates inefficiency?
  • What is the opportunity cost of not doing something that we know we should do?
  • How much time do we spend coordinating and communicating work unproductively?
  • Do we solve problems as they arise or let them grow?
  • Are we trying to set up others for success or do we only set up barriers?

We’re people. In our daily work (and personal) lives, all of the interactions will create sand and gunk in our minds. It’s a leader’s responsibility to help create an environment where cleaning out the gunk and striving for a smooth journey is the norm. That’s not to say there won’t be bumps along the road. But if you set the bar high and lead in a manner that fosters respect and support, you won’t have to do it alone.

Learn more about a leadership “way of being” in Leadership, Discipline, And Garnering Respect. This brief article reflects on a speech delivered by Major General John M. Schofield, the Superintendent of United States Military Academy, on August 11, 1879. His words have withstood the test of time.