Mindfulness and Productivity: A Business Leader's Perspective

1. Introduction

There are, of course, a number of answers to these questions, and my responses have evolved and sharpened over time. In this article, I will explain some of the most useful and actionable responses, anchored in broader philosophical and psychological theory, and applied to a set of contemporary challenges for business leaders. With increasing force, we hear that technology, workplace trends (like dispersed teams and temporary work arrangements), changing investment patterns, and social values are all struggling over the heart of our economic future. As leaders, when we identify a technology or trend that might provide some kind of leading indicator for the organizational productivity we are interested in and can do something to address, we pounce, not only to constrain the broader impact of our productivity slowdown but to harness it and use digital playbooks and other contemporary tools to produce transformative revenue – shareholders demand it. It’s under these conditions that mindfulness is often misapplied, commoditized, and confused with other organizational activities. We often misunderstand it to be a personal trainer for the mind.

As the founder and CEO of Arbinger, I am often asked, “What is the role of mindfulness in the workplace?” People ask this question because they are curious. They have heard something about mindfulness and how it might be useful, but they don’t often understand it beyond what it has been popularly understood to mean. In response to these questions, I explain that I am particularly interested in the relationship between mindfulness and productivity. As a researcher, I have worked arduously to understand this relationship and answer a series of questions that often come up in the broader conversation: What is mindfulness and how does it provide productivity benefits in individuals, teams, and organizational systems? Why do productivity gains in interpersonal interactions matter and how do we measure them?

2. Understanding Mindfulness

With the arrival of the digital revolution, there has been a tendency to idolize time. Consequently, there was a devaluation of the notion of quality, with the increased presence of records of everything and with the ridiculous requirement to constantly show growth, regardless of the areas or reversals that may exist. Today, more than ever, workers have little rest. If we try to escape from this environment to have our moments of humility, we get worried about losing something. In doing so, it becomes increasingly difficult to apply ideas that can potentially improve results or implement them with quality. Holding recalls and past information and having time to remember past experiences is a strategy that is difficult to implement in a highly stressful environment. However, it is a key aspect of human behavior that leads to valuable results and conclusions, of a high psychological and scientific nature.

In today’s society, we are constantly told that we need to multitask and live in a fast-paced environment in order to be more productive. That being considered true and is the reason why we jump from phone calls to emails and meetings without time to process, analyze, or even think about possible solutions. To be constantly doing is frequently confused with being productive. The truth is that doing things today is not only easier, but it’s also much faster. Therefore, going all the way to the end and obtaining the desired results becomes more immediate and people have the feeling of being active producers. Much of it is more appearance than effective progress. That said, you can multitask and act in diverse areas and receive that false feedback, but without good results.

3. The Impact of Mindfulness on Productivity

Mindfulness has a very positive impact on productivity and what I’ve learned is that people need this simple message. In personal conversations with me or in group settings, they see the difference this mindset has brought into my professional life. Equally, individuals, teams, and leaders who take an honest and open opportunity to engage with mindfulness principles have found a new source of energy and motivation. They feel better equipped to deal with the many and varied challenges thrown up by the relentless pace of change in our business world. They are proud of the newly positive hard yards they are able to embark upon. They try again and again, cultivating their inbuilt and limitless potential to excel. With each setback, each confrontation, each moment of inward reflection that resets direction.

Mindfulness practice can and does make a measurable difference on the way we go about our work. But most importantly for me, it creates better human beings. It creates an environment within which care and compassion can flourish. Where learners can be nurtured and failings can be learned from. It can challenge conflict through encouraging open and non-aggressive dialogue. Through my practice and my desire to share my views with others in the business world, I hope to be a voice of conscious, purposeful leadership. The true leaders of any organization, from the front line upwards, are our mindfulness champions.

4. Implementing Mindfulness Practices in the Workplace

Ultimately, our growth-focused mission is to support U.S. workers who strive to create great organizations and have an impact on their communities. In doing so, we try in this guide to share our experiences of managing some important mindfulness practices in the workplace. By now, you have discovered the value of embodied evaluative skills like conscious empathy; honesty about company strategy; compassion only when it makes sense, and an emotionally flexible team of direct reports. Or, have you? Employees who promote kindness and unheimlich behaviors are the same person over the long term. Organizations are struggling to create and sustain environments that actively thrive. Should a manager or company change some behaviors or does it tell the truth?

Implementing mindfulness in the workplace can be an effective way of reducing the negative aspects of stress associated with a perfect storm. In fact, 87% of business leaders now rely on their employees to provide work-life balance support such as stress-reduction programs, flexible hours, and remote work arrangements. They also know that employees who feel overworked and stressed are alike – increasingly seen as a security risk. Here are just a few intolerant behaviors that are mindless when someone’s anxiety and productivity are lacking. A further underhumanized being conveys the same. First, impaired decision making – for example, is really no longer imprisoned to return anxious results after becoming anxious.

5. Conclusion

I recommend a 30-minute dose of mindfulness at the beginning of the day, and another similar dose at the end of the day. Of course, this is tailor-made and will change with the position of the user. It should also be adapted to the schedule of the user. The secret is starting. Once you are comfortable with it, you can extend it a little bit into the day, or even use different times, and distinct doses and types of techniques. If you are only starting now, at first, it involves not doing anything else, either the first moment you get to the office or before you start work at home. After the first session, you should do the reflection based on the question “what do I want to achieve today?” or “what does today hold for me?”. More and more, you will be comfortable as you continue with mindfulness as you build self-awareness and perception.