Ask Ms. Mindfulness

The last few weeks have been tumultuous ones, and I’ve been shying away from writing this blog, waiting for things to settle.  It’s the space that often brings the insight.  And it’s starting to emerge, where I can now come up for a little bit of air and reflect on the last few weeks.  The last month or so has been a powerful opportunity for me to lean into conflict.  It’s not my favorite thing to do.  Many of us really struggle with conflict, it’s one of the top topics that comes up in coaching sessions with my clients, and I’ve been hit with it from all sides lately – on the family front, on the business front and even on the friendship front. I think at times we go through tumultuous periods, it’s part of the wonderful and annoying mystery of life – it’s an amazing reminder that we’re obviously not in control and life is full of ebbs and flows.  I can feel a lot of things shifting in my life as I have grown as a coach, as a leader, as a wife, and the bottom line is that often the status quo behaviors that we have become accustomed to cease to work with new levels of awareness.  Relationships may fall away as you outgrow them.  Advocating for ourselves in different ways, asserting new boundaries or expectations might create tension as we work to negotiate new agreements. What is the conflict trying to teach you? The question I often ask myself in times of conflict is – What can I learn from this experience?  How can I grow?  Sometimes it’s super hard to see the silver lining on the conflict cloud, especially when we don’t get the outcome we were hoping for.  Maybe a cherished friendship comes to an end.  Maybe a business relationship comes to an end.  There could be sadness, disappointment and grief on the other side of conflict.  These emotions are scary, and we often try to avoid them. When I ponder these potential outcomes, maybe conflict is an opportunity to experience these darker emotions, to really feel them, and to learn to live with them.  Maybe it’s an opportunity to go deeper into ourselves and recognize the pieces of us that need to heal.  Maybe it’s an opportunity to learn how to communicate with the people we care about more effectively.  Or all of the above. I’ll turn to the situation about my family.  I’ve been navigating a tricky situation with several family members where an inheritance is concerned.  Tensions have flared.  Hidden agendas have been uncovered that have resulted in a lack of trust and prevented open and honest conversations.  The conflict is often not about the surface issue The interesting thing about family is the presenting issue is often not what the conflict is really about.  Still waters and root causes often run deep.  We’re not talking about huge sums of money.  We’re not talking about large tracts of land.  There’s […]

We all know theoretically we need to get plenty of rest.  Self-care is a big theme these days, and there are plenty of reminders about how much sleep we need, exercise routines we could be doing, foods we should be eating and an overarching meme that we need to be kinder to ourselves, whatever that really means.  And then there’s reality, which often bears no resemblance.  I’ve been thinking about this quite a bit the last week, as a chronic condition I have has flared up again, often triggered in the past due to stress and lack of sleep.  Interestingly our bodies have a way of sending us messages that we often try to ignore.  Because of this flare up, it’s prompted me to rest.  I toned down my activities; I’m spending most evenings in, trying to eat as healthy as I can, getting my yoga class in every day, making sure I head to bed early.  I’ve eased up on the work front, being careful not to commit to too many things.  I let go of being overly responsive on email.  On the surface, I look rested.  My skin even has a more youthful glow!  But on the inside, not so much. Our minds will sabotage our restfulness On the inside I’m plagued with worries.  Worried about how long this flare-up will last, worried that I’m not doing enough ongoing business development and marketing.  Worried that I’m about to rebrand my career coaching practice as “burnout coaching” and worried that I won’t be able to attract new clients that way.  Worried about my friendships and my key relationships in life, am I putting in enough effort?  I cleared my mind of work finally and then I started ruminating about a specific friend and how I had texted her a few times and she hadn’t responded.  Maybe she’s mad at me?  I haven’t been super communicative recently and I haven’t reached out all that much.  Maybe this is her passive aggressive way of sending me a message?  Maybe I should call?  But then why should I, that’s codependent behavior.  I’m tired of having to make the effort.  She should text back…  I started to recognize that in the absence of work problems, my mind had fixated on this friend in the obsessive, compulsive way the mind often does so that it has something to do. I willed it to stop.  And then I started noticing my office library needed to be redecorated and found myself aimlessly scrolling on amazon, looking for new rugs.  Nothing looked good.  I’ve now sent three back just in case you were wondering and I’m no closer to achieving that carefree boho look that I crave. We have to learn to receive rest And then I realized something very important about rest.  It’s not something we necessarily achieve through physical means, although good practices like getting the proper amount of sleep are helpful in many respects.  It’s something we must allow ourselves to receive, to truly […]

A lot of my coaching clients struggle with boundaries.  I suppose it takes one to know one.  Like any good co-dependent, it’s the area I’ve probably had to do the most work on. I’ve gotten considerably better at managing boundaries over the years, which has resulted in managing expectations with clients more effectively, as I’m much more upfront about what the role of a coach is and isn’t and have worked hard to not take responsibility for my coaching clients’ learning and growth.  It’s improved family relationships and friendships, as I’ve gotten clearer on what healthy relationships look like, and as a result, no longer spend a lot of time obsessing about things or trying to control things that can’t be controlled.  And then every once in a while, I get triggered.  It’s inevitable; it happens to us all.  And it happened to me the other day when I was asked by a colleague to help them out on something they need to learn to take responsibility for themselves.  Normally I would have let the guilt push me into saying yes. But something interesting happened instead. I got visibly mad, and I found myself stomping around my office and complaining to my husband.  I got mad because I value fairness and accountability and always strive to be the kind of person who takes her fair share of the load.  I got even madder because I’ve noticed a pattern of this individual playing the victim and manipulating others in the spirit of “collaboration” to get them to step in on a moment’s notice and bail them out.  I was mad at her, and I think I was also mad from a cumulative effect of this behavior – over the course of my career I’ve often felt obligated to step in and save the day for others who I have judged (rightly or wrongly) to be stupid, lazy, weak or selfish.  I’ve felt like I had no choice but to help, and inadvertently built up a pool of smoldering resentment, as I erred to compromise myself and my values rather than risk being branded as unhelpful. Look under the guilt and anger, what’s the underlying need? Experience has taught me there’s normally something we need to look at within ourselves when we experience such a visceral reaction.  And the interesting thing about anger is there’s normally something sitting under it that’s begging to be healed.  So I looked. And then I looked some more.  And then I realized what this was really about.  It was really about approval.  We often confuse manipulation with collaboration And then I remembered a 360 I had done a long time ago, a couple of years after I had moved into leadership development.  My colleagues had provided anonymous feedback.  Their perception of me wasn’t stellar – I was completely focused on task and results, with no room for relationship.   And I prioritized my goals and deliverables above everything else.  It was a blindspot. I was so desperate […]

Our failure to know joy is a direct reflection of our inability to forgive.  Charlotte Jojo Beck I came across this quote the other day and it caused me to really pause and think.  As human beings, we tend to look at joy as something that’s attained once we’ve completed a series of steps.  I see this a lot in my coaching practice.  I’ll have joy when I get this promotion.  I’ll be able to tap into joy when I no longer work for this horrible boss, or when I feel more confident in my skillset.  I’ll have joy once I understand what my purpose and my true path on earth really is and have a plan for making it happen. It’s not wrong to seek change, to want to grow or to want to improve our circumstances.  The problem is in thinking that “fix” alone will solve the problem of not having enough joy in our lives.  Our mental construct often frames joy as something we must earn.  The truth is joy is accessible now – in our imperfect lives, our imperfect careers, our imperfect leadership, our imperfect team and family dynamics.  The issue is that we can’t often access it because we’re too busy blaming ourselves or others for the perceived problems in our lives. Forgiveness is often an inside job Beck’s quote speaks to the path we need to take to access what’s already available to us.  And more often than not, the person we need to forgive the most is ourselves. Forgiveness is about letting go of the protective armor Or maybe anger and resentment is projected outwards at the people around us.  We find ourselves locked into judgment and blame of others for the things they have done to us.  The things we have been subjected to – unfair expectations, abuse, trauma, bad leadership, bullying, being taken advantage of.  The list could go on and on.  Perhaps it shows up as passive aggressiveness or full blown aggressiveness with others.  Or maybe avoidance.  Forgiveness begins with the intention to let go of the armor of blame and defensiveness and a willingness to touch the vulnerability that sits underneath the anger.  Perhaps it’s the shame of having been humiliated publicly.  Or of having been abandoned and feeling isolated and unwanted.  Or the regret and shame of not standing up for ourselves with a difficult person.  When we can face that vulnerability and meet it with compassion and love for ourselves, we find ourselves on a much more joyful path.     For a long time, I carried a lot of anger and resentment about a previous work situation.  It was years ago, when I had just transitioned my career, and found myself in a situation where I had been set up to fail.  It wasn’t until I really leaned into the feeling that was sitting under the anger – humiliation, and allowed myself to feel it without trying to push it away, that I could let it go.  […]

Lately I’ve been feeling restless, which is usually a sign that something deeper is going on if I take the time to look under the surface.  What’s started to emerge upon deeper reflection is that I’m entering a new cycle of change as it relates to my career.  I find this interesting because the way we tend to view career is linear.  “I need to figure out what my calling is and then I’ll be happy.”  We frame the dilemma as an if, then statement and then are surprised when the old formula no longer works.  Things start to feel stale, but we’re not sure why.  We’re filled with an emptiness, a longing we can’t quite understand.  We distract ourselves with more work, social activities, relationships, we find other ways to numb.  But the feeling is still there.  The answer to this dilemma lies in the fact that we change and grow and evolve.  And because we do, we can’t stay in one static place.  Any successful career skillfully navigates several turning points.  These are sometimes referred to as an existential crisis, or a career crisis, or as we say in the South, a come to Jesus moment.  But the bottom line is that transition is normal and we need to learn to lean into it rather than push it away.  If you’re wondering what these turning points are once you’ve entered the working world, I can summarize them.  Ignore one at your peril, it will find a way of re-emerging louder and more painfully than ever before.  The main turning points of working life: Age 30 Assessment (age 28-33) No matter what direction we’ve launched ourselves in post college, we tend to do some reflection and assessment around age 30.  What has been working about the course I chose?  What hasn’t?  What do I want to achieve in the next 10 years?  How will I do this?  What values do I need to pay attention to?  What interests?  What are my family goals?  How am I balancing work and family?  What would be most meaningful to me as this point in my career?  What could I add to my life to make it more interesting and meaningful? Midlife Transition (age 38-45) This transition can be one of the most important in a person’s life.  And if we ignore it and bury the feelings that often accompany this transition point, it can be a disaster.  The proverbial mid-life crisis will often ensue.  Divorces are common at this stage.  Many people, confronted with the feelings of stress, anxiety and depression that often accompany this stage, choose avoidance.  But these feelings don’t really go away, they just go underground.  The True self, our soul essence, our spirit – whatever term you chose to use, still needs expression. How do I feel about my family?  How do I feel about work?  What changes would I like to make to achieve a better balance?  How connected do I feel to others?  What excites me […]

This is a question that often gets batted around during leadership training sessions.  And to answer it, I often share the results of a Google study called Project Aristotle, which was completed a few years back.  It’s often surprising learning for a lot of leaders, because the key finding was that what matters the most for team effectiveness is less about who is on the team, and more about how the team works together.  Or in other words, when it comes to high performing teams, the whole is greater than the sum of the parts. This isn’t to say that technical competency isn’t important.  Obviously, people have to have the right level of skill and competency to be able to do the job they’re in.  But having the brightest and best technical experts doesn’t necessarily equate to success.  We see this often in sports – the teams that are typically the most successful in making it to the championship are the ones the work the most effectively together, not just the ones that have the biggest and brightest stars. So the bottom line is that cherry picking a group of A players won’t necessarily translate into success. So all this begs the question – If it’s not so much about who is on the team, how do you build a high performing team?  Here’s what the Project Aristotle analysis found, and it boils down to 4 key components: Psychological safety The belief in a team that it is safe to speak up, share opinions and make mistakes.  Is your team environment one where only a few voices dominate, where ideas get dismissed, ridiculed, or shot down?  Are mistakes penalized with blaming or shaming language?  Or maybe there’s an unspoken power dynamic, where folks are jockeying for position.  All of these are signs that your team lacks psychological safety, and as the leader, you set the tone for what is and isn’t acceptable behavior. Accountability To what extent are roles and responsibilities clear in your department?   Are they documented and current?  When you delegate a task, how clear are you on the outcome to be achieved and on what your expectations for success are?  As a coach, I hear all the time about situations where a coaching client delegated a task, only to end up with a pile of crap on their desk a week later.  It’s not enough just to tell someone to do something – a good accountability conversation is one where the manager is clear about expectations and confirms that understanding in the conversation.  Are you having regular performance conversations where you give feedback on what’s working and what could be better, or are you avoiding tackling poor performance? Meaning and purpose This isn’t a nice to have or an airy-fairy thing.  The bottom line is that human beings are ultimately motivated by something greater than just a paycheck.  And this is critical in the context of high performing teams, because in these types of teams folks routinely […]