Finding Flow Off the Mat: Mindfulness For Life and Leadership

For my 300-hour yoga teacher training, we were given the journal prompt "Why do you do yoga asana?". The teachers talked about how there are so many aspects of yoga, not just the "asanas" or poses. Asana can also be translated as "seat". Some who have studied ancient texts interpret them to mean the asanas were really a way to prepare for meditation or stillness.

I had a nice long time to reflect on this because I got the flu about 10 days ago. Thankfully, the weather also cooperated for me to be stuck at home, with snow, cold, and snow drifts blocking the roads in our neighborhood.

Yet, even before being under the weather (pun intended), I had some really lovely days in the winter cold. I began to reflect on the level of presence I was experiencing in everyday life, off the mat.

Yoga asana helps me to be present. When I'm on the mat syncing my breath to various poses, it's difficult for me to think about much else. Especially when transitioning from one pose to the next, I pay close attention to my joints and form. Even the teachers in my training class acknowledged how most injuries from yoga classes occur in the transition between poses.

Then, when I hold a pose, I work on focusing on minute posture corrections like lifting the arches of my feet, to make sure I have a solid foundation and aligned posture within the pose. Remembering all the queues in my mind, and making those small adjustments, help me to remain present and mentally focussed when holding a pose. In addition, I scan my body while in the pose, and determine if there is any "dangerous" pain, or just the "hurts so good" stretching that often comes from yoga poses. By doing this for so many years, I now know when something doesn't feel right in my body, whether it's a food, a yoga pose, or the way I'm sitting.

Becoming so aware of my physical body has begun to translate into feeling, sensing, and being present to "what is the next right thing to do?" Answering this question in a moment-by-moment way allows me to make different choices which has begun to open up my awareness to what is really around me.

For example, when I was last in Great Falls, before I got the flu, I found out that a neighbor was in the hospital unexpectedly. Instead of diving right into all the work I had planned, I spontaneously went to the hospital to visit him. I filled up with gas before I went, because the pumps on the way to the hospital were the most convenient. That shortened my window for working. Instead, I ran a couple errands, and took a long dog walk along the river in the bright winter sun. Then, I left on-time to arrive home for a meeting I had in the evening, and didn't have to double-back to fill up my gas tank.

Snow on the banks of a river.

I felt relaxed that day. I knew the work I wanted to do was something I could finish the next day, instead, and it would be ok. I loved seeing the water fowl on the small patch of unfrozen river. I loved seeing the sparkle of the sun on the snow. And, I remembered to bring training treats so when others walked their dogs, I was able to keep my three pups on track with positive reinforcement.

Even when I was down for the count these last two weeks, I felt into my body, took care of what it needed and wanted, and healed with grace. I still enjoyed the sunrises along the Rocky Mountain Front. I appreciated the silly antics of the pups playing outside while I watched out the window. I reveled in the warmth and flavor of the chicken broth as I swallowed.

How can being present translate into our leadership lives? Even when I was working in corporate hi-tech, or when I was a K-12 educator, I managed to find several moments through my day where I would appreciate something. I would also make sure to set up my morning routine in such a way as to have time and space before the workday started. Often, I would sit in stillness for just one minute before beginning my first task, like I demonstrate here.

Being present for what my body feels, what my heart feels, and what I experience helps me to be a better employee, and a better manager. When I reflect back on incidents where I made mistakes or had conflicts with supervisors, it was because I was not present to what I felt or needed. I had pushed my needs aside and became so exhausted/strained/irritable that I reacted in a way that caused harm. What I know now is that the reaction was a cry for help from my body and/or spirit to make a change, whether slowing down, or getting more rest or whatever.

With more presence at work, I understood more about what a person I was interacting with might be going through or might be feeling. I spoke less, yet spoke up at moments when it seemed more useful. People would often comment on the timeliness and appropriateness of my contributions.

99.9% of people are not aware of their surroundings or what their body feels at any given moment through their day. When I show up and I am present, I can be the attentive, supportive, and encouraging leader I want to be. Nobody likes a blow-hard. Nobody likes a micro-manager. Nobody like to have their autonomy compromised. Being present helps me to influence others without having to resort to fakery or manipulation.

Years ago, I managed a customer service team at a warehouse. One of the team members was still in their probationary period as a temporary worker from a staffing agency, and became more agitated as their determination deadline came closer. We had our weekly one-on-one meeting, and she asked about whether I had decided to take her on full-time or not. Instead of answering her question full on, which would have potentially gotten me in trouble, I asked her a question in return, after pausing and taking a breath: If you were in my position, what qualities would you want in a person on this team? Before she could answer I invited her to become aware of the other members of the team. I asked her to think about why they were full-time members, what were the qualities that they had that made them good employees and good team members. Together, we made a list of the top qualities of the other team members, then talked about how she could improve in each area. She left feeling empowered, encouraged, and like she had a pathway to get to the full-time status she sought.

How did I know to speak with her in this way? I could tell she was afraid. I could tell she struggled to ask for help. I could tell she was anxious about not getting the full-time role. I could tell these things because I was present. And, I was present to all the times in my life when I was anxious, afraid, and unable to ask for help. I saw myself in this young woman, and allowed my heart to be touched by that.

Also, I was present to her personality and attitude. I knew that acknowledging her fear or anxiety would result in her putting up a wall and becoming defensive. Without mentioning anything about the fear or agitation I witnessed, we created a plan where she co-created a roadmap for her success. Her fear dissolved, her anxiety lessoned, and she became a model team-member.

Additionally, I asked this employee what were the areas of the job she enjoyed the most. Turns out she liked problem-solving and creating new processes for things. I enjoy these tasks, too, and we were able to create a deeper relationship when I revealed this to her. I began to give her opportunities to problem-solve some of the challenges the team faced, and present them to the group. I also encouraged the other team members to keep an open mind about the solutions she would present. The positive response she received from the group built her confidence. Based on her suggestions, the group was able to problem-solve several issues together with successful outcomes. The team began to see her as an equal and not just a "temp". In turn, she began to take her position more seriously and was much more engaged with customers and the team.

Two professionals communicating and smiling.

Six weeks later, at her employment review, we discussed her wonderful progress and I recommended her for a full-time position to the company president.

This employee was not present to her fear and anxiety. The reason I know this is because these emotions were spilling over into her work. When we as individuals become more present with others, it is not our job to tell them all the ways they are wrong or bad. It is not our job to share what we observe regarding their unconscious emotions or reactions. This only causes harm. Unless you are a therapist and being paid to point out things to a client that they cannot see, everyday people do not want to hear about all the things they are unconsciously doing.

Therefore, as a person who is present more than others might be, it is my responsibility to become present to solutions and communication when working with others that does not cause harm. It is my responsibility to use the information through my presence and observations as part of a graceful solution where everyone can save face, and everyone can feel successful.

This is quiet leadership. This is yoga. This is finding flow in both life and leadership. This is an improved bottom line, because the temporary worker had been with the company almost a year. If she had been allowed to sabotage herself with her own fear, our company would have had to train a brand new person and start all over again.

If you would like to explore how yoga concepts can transform your leadership and organization's profitability, please get in touch.