Mindfulness in business
Günter Hudasch used to be a leader himself and today is chairman of the professional association of MBSR and MBCT teachers. The approximately 800 mindfulness trainers teach eight-week mindfulness courses designed to reduce stress (MBSR) and prevent depression and anxiety (MBCT). Hudasch also advises companies on the subject of "mindfulness" and trains managers and employees themselves.
Günter Hudasch, 63, worked for many years as a manager in the Berlin administration. Today, he gives courses for mindfulness to employees and managers and is chair of the MBSR and MBCT Association (www.mbsr-verband.de and www.achtsam-arbeiten.de).
ChroniquesDuVasteMonde: Mr. Hudasch, why are companies discovering mindfulness right now? GÜNTER HUDASCH: Because the suffering is so great. Especially managers struggle every day with the task of staying focused. They work in an environment of multitasking and distraction - yet they have the job of keeping track, making good decisions, setting priorities. They need a clear, well-sorted mind. That's clear to all. But less and less is possible. Neither employees nor executives. And many even get sick from all the stress. Sometimes the impulse arises to try new ways. And that's where mindfulness comes into play.
Would not it be more promising if the companies took out the pressure? Say: refrain from restructuring and downsizing? Of course, companies can maintain a good leadership culture and deal fairly with their employees to create better conditions. But just the pace, the globalization and the sensory overload can probably not be abolished. It's like this: we live in an unbounded world, everything is always available. Work, communication, change - all of this is getting faster and faster. And that's very stressful for an untrained mind. We can barely change this world, but find a new way of dealing with it. And that makes mindfulness possible. By training our minds and learning not to jump on every impulse, we develop an inner calm and a competence to handle things differently.
It could also be provocative: mindfulness as a new method to drive employees to even greater performance? Some providers even promote this promise to make executives and employees more efficient through mindfulness training. But in my experience, people do the exercises - which are quite exhausting - because they are suffering. They can not cope with the stress or overstimulation and are looking for ways out. And they quickly realize how mindfulness benefits them. That you can concentrate better is actually an effect - but awareness also increases. I often hear after classes that people work less overtime - and do not have a guilty conscience, as in the past. You see what they do. And they can accept that you can never do anything in the modern world of work that you could or should. You can let go of topics that do not work. So mindfulness actually increases performance - but not in an exploitative sense.?
Are there any companies where mindfulness is already an integral part of the culture? In some of the companies that I advise, half of the executives have already taken mindfulness classes, the topic is quite normal for the corporate culture. It is not uncommon to have a minute of reflection before a meeting. Or mediate for lunch for 15 minutes. But "mindful company" I would not call that. Participation in the courses is voluntary - and that's right.
The employees feel heard and valued
Will "Mindful Leadership", ie an attentive style of leadership, prevail nationwide?Yes, I think mindfulness is a new cultural technique. The economy is at a point where it becomes apparent that more and more new and higher goals do not make companies run better. On the contrary. More and more people are developing mental health problems. For this reason, some companies are putting more emphasis on people and thus also the question of how humans can cope well with the modern world. In the long run, this could lead to a real change in values. I can imagine that at some point all people have basic knowledge of mindfulness - just as today almost all basic knowledge in the use of a computer.
Managers are not exactly known for sitting quietly. How do you get those to meditate? I'll explain to you at the beginning what mindfulness really is: training for the mind. The goal is that he is not driven by our desires, distractions, all the entertainment that surrounds us, and our habitual responses to it. Managers find that exciting.
And then you let everyone breathe together first? Exactly. And most are very surprised that as an intelligent person you can not stay with your breath for a minute without thinking of anything else.
How much mindfulness training do executives need to make a difference?Mindfulness arises through practice. An MBSR course lasts eight weeks - and after about six weeks, you feel that something is fundamentally changing.
What? Many people say that people approach them because they are noticeably quieter and listen better. Serenity and better listening - these are the first important changes. We can continue this thread in the course and transfer more and more mindfulness into the daily work routine.
What else will change in the ideal case? Someone who practices mindfulness, for example, realizes that much of what we perceive in the company as an impulse for action - such as emails, phone calls, sudden changes to the plan - is actually very closely related to how our brains function and, objectively speaking, is not that driving would. A call, an excited boss - all this could be perceived first and then calmly consider which reaction makes sense now. Maybe it's just good sometimes not to do anything. For example, to recall after the important conversation, instead of being constantly interrupted. Or just listen to the boss once, instead of doing a counteraction with justifications. Many people almost automatically question the compulsion to work in the daily routine. Some take the consequence that they turn off the phone more often. Others recognize that they need to provide their employees with trouble-free working hours. Still others banish computers and cell phones from the meeting first.
This is for some? not easy...? No, but when the typical patterns of thinking and behavior become visible, you can see whether they are helpful or not. And some traditional beliefs from bosses are not helpful. For example, this fixation on goals. Executives are often extremely focused on goals - and every problem is considered a nuisance. But this narrow view hides possibilities. When they can recognize and release these patterns, they suddenly have their heads free to really listen and take the employee seriously. You can set priorities that are not fear-driven, but smart in the interests of everyone involved. The employees suddenly feel heard and valued. This is actually the most important thing in our working world in order to be able to work well. An attentive boss can change a lot.
