This may be challenging for leaders in our sector. This is because when we hear "do the work" we take it to mean provide the services, clear the roads, fix the water mains, clean the paths, etc. And we should always be doing this work. In the context of mindful leadership however, Do the Work means making intentional space for and staying true to a mindfulness practice. Just like anything else in our lives, things very rarely just happen and we do not often inherit being amazing at things. We must demonstrate due diligence and practice them to get good at them.
I like to use the word discipline. It comes up a lot in strategic planning sessions with Councils. I always share the dual meaning of the word discipline because I see it showing up in both ways in local government. And it must be shared where both can be appropriate and where they cannot be interchanged. Here are two very different meanings of discipline.
Discipline - "punishment inflicted by way of correction and training" (www.dictionary.com)
OR
Discipline - "an activity, exercise or regimen that develops or improves a skill" (www.dictionary.com)
You can see how very different these meanings are.
In the first meaning I am envisioning the old meter stick at schools or even the strap. Some of us will remember those days when this type of discipline was employed. These days in our industry if someone was to act outside of the bounds of an employee conduct rules and regulations they might be disciplined by way of a formal letter on their employee record acknowledging the act of contravention.
In the second meaning I see a professional athlete or someone at the Olympics. They have a very disciplined approach to their daily activities, exercise and training. We have all heard stories of how many years successful athletes have been focused on their craft. Attempting to master their performances and peak at the optimal times. We see this show up in our sector, in my opinion, most often in the financial world. We always approve a budget. Both corporate wide and at the department level. And we are compelled by legislation to stay within the means of that budget or, in exceptional circumstances make the commitment to address overages in a very short timeframe. Local governments are really quite skilled at this practice of staying on budget - despite what some may think - but more on this later.
Again, in the context of a mindful leader, this discipline means setting aside daily time for a mindfulness practice. Like an athlete, it means being mindful of our daily activities. Making this practice a routine. Setting aside time to work towards improving our skill. This will not just happen.
The more time we spend on anything the better we get a it. With mindfulness this will show up in the form of being far less reactive in all situations. We will be far more calm, we will be more comfortable in what may seem to be a tricky situation, those around us will see this as confidence and stability. These are all inspiring attributes for any leader.
In the book (Seven Practices of a Mindful Leader - Marc Lesser) he shares a question that a leader could/should be asking themselves before reacting to any situation.
"What is the most appropriate response?"
I might add to this "...if any".
When attempting to figure out the most appropriate response (if any) to any situation we must give ourselves the right amount of time to decide exactly what this is. With precision. And right now, in these times of immediate results and responses, this has become increasingly difficult. But, it does not mean we should not still do it. A correct and precise response is always better than one that is likely tainted by emotion.
This time should be filled with what Lesser terms "generative listening". This type of listening is done with curiosity and openness. Listening for facts while also trying to suss out feelings. What is being implied. One listens for clues as to what the bigger picture is. This also requires listening with compassion, for others as well as yourself. All of this lead to clarity being enhanced and allows for far better outcomes.
Mindful leaders must "do the work" by mastering the ability to recognize their own triggers. What are the subjects, words, etc that "set you off" or illicit an emotional response? Once we are able to better recognize them we must then submit the pause that is required for generative listening. And think of that ever useful question mentioned earlier "What is the most appropriate response?" (if any). I add this option of "if any" because I strongly believe we are hard-wired, especially right now, to respond to anything and everything that comes our way. Even if it can be determined that the issue at hand does not align with any meaningful objectives we have determined that will further our goals. Often times we respond to non-priority issues and end up impairing our ability to move the needle on actual priorities.
Any leader contemplating a mindfulness practice is embarking on a change. And change can be scary for many. But we must acknowledge the fact that there must be something going on for us that has led us here. We are seeking improvement. For us and for those around us. Lesser suggests that when we encounter this fear it is always helpful to "ground truth" ourselves. What he means is to continue to come back to the big picture. And then seek alignment to that big picture. Again, take the time and ask "What is the most appropriate response?" Is any anxiety being felt because we are acting not in alignment with our big picture? For a local government leader our big picture is community wellbeing. Would looking to improve ourselves and the organization not. by extension, see improvements in decision making? And, as a result, wouldn't better decisions lead to better results for our communities?
