The leadership community loves an acronym and those who have not heard of VUCA may have been living under a rock. In these quick, crazy and unpredictable times, senior managers need to be able to embrace VUCA (short for Volatility, Uncertainty, Complexity and Ambiguity) and inspire their team whist remaining resilient. Recent events (think Brexit) have only confirmed what we may have already suspected: that even those at the very top, often have no idea about what to do when things take an unexpected turn.So what does this actually mean for modern-day leaders? How can we equip them with the skills and strength they need to guide us through these, let’s face it, crazy times?Well, there are a few tricks. Mindfulness, in equal parts revered and mocked (mainly due to misunderstandings of what it actually is), is certainly a new practice that well-respected organisations (think FTSE 100) are encouraging their leadership teams to embrace, praising its impacts on wellbeing levels, productivity and focus. Although mindfulness is derived from ancient Buddhism meditation, mindfulness is less “intentional” than meditation and doesn’t necessarily involve putting a two hours of time aside a day and chanting on a mat: rather it is the simple act of focusing all attention in the present and a non-judgemental observation of our constant thoughts and feelings. Notable mindfulness practitioners in business include Arianna Huffington, Mark Bertolini (CEO of Aetna), Congressman Tim Ryan, Rupert Murdoch, Oprah Winfrey and Bill Ford.Caitriona Whelan, Head of Compliance and Control for the Royal Bank of Scotland, is one such advocate. She practices herself and believes that it has improved her ability to lead: “In the fast paced virtual work environment of today, to be a successful leader you need focus and resilience. Mindfulness has given me clarity of thought which enables me to focus on what matters. As an execution driven person this focus has helped me deliver on commitments. This has a domino effect as it builds credibility which in turn helps grow your confidence and resilience.” It seems that by simply being more present, individuals (and in turn, organisations) should notice a big difference.But is the evidence there? And how do we convince sceptics that it will improve their leadership capability? Whilst it’s a relatively nascent field, there has been an explosion of research recently into how mindfulness practice can reduce stress and improve performance. Recent research from eMindful shows that employees who have participated in mindfulness programmes have experienced the following: 20% improved sleep quality, 29% reduction in stress, 55% reduced metabolic syndrome, 47 minutes gained per week in productive time. Respected business schools including Ashridge Business School now teach a mindful leadership programme.
Another strong advocate mindfulness is Martin Stepek, Director of Culture and Communications at Wright, Johnson & McKenzie LLP. Law firms are often high-stress, high-uncertainty environments with high burn-out. Stepek says: “I have been practising mindfulness for eighteen years. I have found it has made me increasingly calm, especially when it is most needed, in matters of crisis or fear. I have noticed how this rubs off on those around me; it’s as if the calmness and the clear unhurried approach seeps into them.”
As a personal development and life-skill, it can be especially life-changing. Stepek continues: “I have found it helps me retain and develop clarity of thought, especially clarity of purpose about my own life and the things I want to accomplish in life. I have let go of many minor issues and interests, focussing instead on the few key things. It’s the same in my leadership roles. When you are clearer about what really matters - for your own life, your family, your health, as well as your organisation - it becomes much easier to manage these, and to communicate these priorities to your colleagues.”
Finally it has helped make me a much kinder, more thoughtful and considerate person, which makes me more approachable. Moreover it means that when I am discussing deeper matters with people, whether one to one or in groups, people open up so much more than they did in the past. It is only when people open up to what’s really bothering them that you can find solutions”
With such positive anecdotes, building evidence and global adoption, it looks like mindfulness: when introduced carefully and sustainably, is an incredibly powerful resource for leaders. In these VUCA times, perhaps the question is less “can we afford it?” to “can we afford not to?”Caitriona Whelan, Martin Stepek and Ashridge Business School are some of the speakers sharing evidence, ideas and insights at Mind&Matter Leaders on October 14th in London. See http://mindandmatterleaders.com/ for more details.