Archives For mind

Palma Michel

By Palma Michel, former CFO headhunter and founder of the Mindful Leadership program at BeYoCo 

The world as we know it has changed dramatically since 2008 and there has been more volatility in the past eight years, than over the past 30 years. It sounds like a cliché but we live in a world of constant change, increased complexity and uncertainty. Applying yesterday´s business solutions and behaviours to today´s and tomorrow´s problems does no longer work. It is no longer about “what” someone does but “how” they go about it.

In order to initiate or guide skilful change we need to be present to what is here, not what we thought would be here or to what was here yesterday. We also need to be able to hold ambiguity and be comfortable with the unknown.

What typically gets into our way to do this is our nervous system. We evolved in circumstances that did not change as intensely as the circumstances we find ourselves in today.  Back millions of years in evolution, our reflexive bottom-up mind or reptilian brain (amygdala) favoured short-term thinking, impulse and speedy decisions. Whenever the amygdala perceived something as a thread this led to a fight, flight freeze reaction. While this was useful when our ancestors were attacked by a tiger, fast forward to now, the problem is our amygdala still goes off when it perceives something as a threat, which typically happens when we are faced with an unknown situation; but it could also just be a full inbox, a budget meeting, etc. The other problem is that fMRI scans show, that what mostly switches on our amygdala are not even external circumstances but our very own thoughts. Our amygdala is also much faster in brain time than our executive brain and as a result we often react to what we think is here and fall into habitual reactive patterns instead of being able to respond according to what the situation requires.

According to Professor Jeremy Hunter from the Peter F. Drucker Graduate School of Management, contemporary management education has largely overlooked creating an educational process as systematic as accounting and financial analysis for managing oneself. Professionals are left to fend for themselves to know how to skilfully handle and transform the inner forces of emotions, physical sensations, thoughts and beliefs.

Neuroscientist Richard Davidson and his team suggest that mindfulness training can change our in-built response to pressure and demands; by strengthening our executive brain (the left side of the prefrontal cortex) as well as the white matter between the amygdala and the executive brain. By dampening down the amygdala, the prefrontal cortex is able to quiet signals associated with negative emotions, enabling the brain to plan and act effectively.

As such mindfulness practice is not a nice to have but a core capacity for managing today. Mindfulness training in the business world means examining our underlying assumptions and what we are doing while we are doing it – moment by moment. With mindfulness we begin to uncover the workings of our own mind, seeing how the filters of our mind effect our focus, engagement, perceptions, decisions and strategies.

Mindfulness training can be a capacity to effectively meet adaptive challenges, which are those challenges that require us to do something different and to develop a new way of operating in the world. Training in mindfulness helps us to say no to impulse and regain our capacity to be present in the midst of the current environment.


Palma Michel

By Palma Michel, former CFO headhunter and founder of the Mindful Leadership program at BeYoCo 

As our modern worklife environment is dominated by information overload, 24/7 connectivity, multitasking and back-to-back meetings, the ability and space to focus has become a rare good for CFOs.

While you are reading this, chances are high that your attention will be distracted by an incoming email, a text, a colleague, a thought about the budget meeting or a ringing phone. Research also shows that you will most likely follow the distraction and find yourself caught up in something else other than finishing reading this post.

In his latest book Focus, Daniel Goleman states that while the link between attention and leadership excellence remains hidden most of the time, it ripples through almost everything we seek to accomplish.

Scientific research also shows that deep thinking requires sustained attention; the more distracted we are, the more superficial and trivial our reflections are likely to be. The ability to control our impulses and focus our attention has even been found to be a better predictor of academic success than IQ.

The 2010 Science article “A wandering mind is an unhappy mind states that nowadays our attention is wandering involuntarily 46.9 percent of our waking hours. Neuroscience also shows that multitasking is a myth and actually makes us less productive, more susceptible to errors and increases stress. The results of this have shown to be decreased performance, wellbeing and productivity.

So what can we do to improve our ability to focus?

Janice Marturano, former General Counsel of General Mills and Founder of the Mindful Leadership Institute, states that improving focus starts when we begin to notice more and more that our ability to sustain attention even when we have time and even when we intend to be focused is becoming more and more limited.

Harvard Professor Ellen Langer advises to become a first class noticer by bringing a finely honed attention to every situation and a constant infectious sense of fascination with what is going on in the moment. According to Langer, first class noticers also question assumptions, previously relied-upon rules of thumbs and averages.

For neuroscientist Richard Davidson, contemplative practices such as mindfulness meditation can strengthen areas in the brain that are responsible for our ability to focus. The way he explains it, we all know that if we engage in certain kinds of exercise on a regular basis we can strengthen certain muscle groups in predictable ways; strengthening neural systems is not fundamentally different, it’s basically replacing certain habits of mind with other habits.

If you are still reading, well done, you managed to stay attentive.

Practical tips for improving your ability to focus:

  • Manage your technology instead of being managed by it: turn off instant email and text notifications.
  • The next time you receive an invite to a meeting, pause for a moment and reflect if you really need to be there and create space in your diary.
  • Cultivate a finely tuned attention to every situation by constantly applying a “fresh perspective” through questioning, inquiry and probing what´s going on in the moment.
  • Start training your muscle of attention through concentration exercises or contemplative practices such as mindfulness meditation.