Recent progress in management practice is often likened to being an efficient machine: systematically processing problems, and racing to become as efficient and effective as we can be.

But is this the right way to approach leadership? If you take heed of academic studies into mindfulness, then no, it is not. There is a vital role for values within leadership, and that means being in touch with our emotional states, finding space to reflect and engage with the moment. Or, put another way: acting, therefore, with human mindfulness rather than automation.

At my college, we have a manager who, regardless of activity, responds like a Pavlovian dog to a dinner bell every time her mobile beeps. Another senior manager always has one crisis in front of them and a second one waiting at the door. This is far from unusual. The call of technology and 24/7 communication, as well as the firefighting mentality prevalent in FE, can be witnessed in every college campus. How many times have you made decisions while carrying in the emotion from a previous meeting? Is your day set up to support you doing one thing at a time or do you allow constant distraction?

Being in the moment

If time is one of the most precious gifts we can give as human beings, it is perhaps even more so as a leader. If we give our time to others, we owe it to ourselves and our teams to be present for those moments.

As Sylvia Boorstein, a great mindfulness teacher, said: “Mindfulness is the aware, balanced acceptance of the present experience. It isn’t more complicated than that. It is opening to or receiving the present moment, pleasant or unpleasant, just as it is, without clinging to it or rejecting it.”

Sportspeople often talk about being “in the moment” or a sense of “flow”. What is going on here is more than just automatic response based on habit. It is an ability to work in the immediate series of “now” moments, fully embedded in real-time data and being present with emotions and thoughts.

In a time-poor college, the higher the levels of self-awareness we can manifest in daily practice, the better we can decide between competing options. We can shift our focus and energy to where it is needed most.

Six steps to greater mindfulness

So what can we do to be more present in our leadership?

1. Take a breath; being more present starts with our breath. A slow breath for a couple of minutes brings you back to the now.
2. Set an intention to be present; our intentions drive our focus. What are you doing now? By being a witness to what you are doing and deliberately feeling more aware, it will help you become more connected with the present.
3. Proactively start a mindfulness practice. There are lots of resources to help, such as the app Headspace, or the Oxford Mindfulness Centre, which has plenty of free resources.
4. Notice the reoccurring negative thought patterns or situations at work where you always worry and counter them by being present with intention.
5. As a leader, begin by shifting your attention to the person in front of you, practice listening intently, don’t just wait for your “air time”. You will find there is a better personal connection and decisions feel quicker and more collegiate.
6. In team meetings, check in with each of the participants to ensure everyone is engaged, including yourself. Time taken to pause and re-engage will be well spent.

This is an edited version of an article in the 14 October issue of TES. Subscribers can read the full article here. To subscribe, click here. To download the digital edition, Android users can click here and iOS users can click here. TES magazine is available at all good newsagents

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