Mindful Leadership

By Andy Lee

In 1988, the Center for Creative Leadership (CCL) published a book that transformed how people thought about leadership development. In The Lessons of Experience, the authors proposed that based on their research, the most important source of professional growth is not training programs or even mentoring relationships, but rather the insights that result from on-the-job experience. They captured this lesson in the 70-20-10 prescription for leadership development, as well as professi…

Dear Friends,  

By John Murphy

Here is something to contemplate: Why manage something when you can delete it? Why solve problems inside a box when it is the box itself that is the problem? 

In today’s world, we are inundated with strategies and techniques on how to manage unhealthy stress, but very little is offered on how to eliminate it. Some even question whether this is possible. 

No doubt, stress can be a challenge. Every year seems to bring more things to worry about. Viruses. Climate change. Air quali…

What can mindful leaders learn from servant leadership, a movement that has been around since 1970? Find out from business leader, expert speaker, and the author of The One Minute Manager.

By Ken Blanchard

I have an important question for you: Are you here to serve or to be served?

Your answer to this question is the first step on your journey to becoming a servant leader. Why? Because self-serving leaders think leadership is all about them—but servant leaders know that leadership is about ot…

By Art Kleiner, Jeffrey Schwartz, and Josie Thomson

If you want to lead your organization toward long-range goals, prepare for these challenges.

The goal of many enterprises today – business, government, and not-for-profit – is to be strategic. This means being undaunted in the face of complexity and disruption: able to handle complex, “wicked problems” for which there is no obvious solution. And strategic organizations need strategic leaders: people who can foster that quality not just in the…

 By Janice Marturano

Every day we are asked to make decisions. Some are of little consequence while others can literally change our lives and the lives of others. When those important questions arise, we can find it difficult to choose. We might feel paralyzed by an overload of input from others, or we might feel as though there is no clear "right." So, are there ways a mindful leadership practice can help? Let’s look at 3 Steps to Mindful Decision-Making:  

Step 1: Stop and Unplug 

In your t…

By Andy Lee

Coaching for professional development is continuing to grow in popularity. The International Coach Federation estimated in 2016 that there are 20,000 coaches in North America and growing, generating $1+ billion in revenue. In this age of endless self-help websites and blogs offering all sorts of job and career advice, it’s easy to understand the appeal of receiving guidance from a single human in a 1:1 setting. 

Workplace coaching can have a profound impact on people. It can reveal…

By Joy Reichart

I recently spoke to someone who is curious about training to be an Integral Coach. Integral Coaching is a developmental methodology that supports clients in becoming self-generating and self-correcting, moving through all areas of life with greater capacity, spaciousness, and sense of possibility. 

This person’s interest stems from a pattern he’s noticed in his life—namely, breakdowns in leadership in the organizations he’s been a part of. He intends to use his training to expl…

By Wendy Quan

Many people who have discovered that mindfulness has positively impacted their lives often develop a desire to compassionately help others discover and practice mindfulness too.

Though this is a virtuous desire, it takes knowledge and skill to do this successfully. 

How does someone make the transition from having a personal practice to leading this in the workplace? It may seem like a daunting task for some.  

There are many elements to becoming a skilled mindfulness facilitat…

By Art Kleiner, Jeffrey Schwartz, and Josie Thomson

Have you ever had a difficult executive decision to make? This is the kind of choice where the best options aren’t obvious, the consequences aren’t crystal-clear, and the outcome could affect hundreds of people or more. Maybe you’re a leader of a company, contemplating a round of layoffs; or an up-and-coming entrepreneur offered a lucrative deal that doesn’t seem right.

The tension you feel is between an expedient choice – one which pleases p…