Mindful Work summary

Up until the 1990s, it was difficult for fans of mindfulness to get others on board with the idea. The effects they were experiencing with the technique weren’t quantifiable and there was no scientific study to support the practice.

However, since the invention of functional magnetic resonance imaging or fMRI – a technology that can measure brain activity through blood flow – the benefits of mindfulness can now be scientifically proven.

As more studies and more high-profile people like Steve Jobs began endorsing mindfulness, people started paying attention. But it wasn’t until one man in particular started tailoring mindfulness practices to Western culture that it really gained popularity.

During the late 1970s, Jon Kabat-Zinn developed a method called Mindfulness Based Stress Reduction (MBSR). MBSR is independent of any religious belief and is based on training the attention, with the goal of becoming fully present and focusing on the physical sensations in the body.

As we’ve seen, mindfulness is about observing your thoughts and emotions and deciding what to concentrate on.

Focusing on one thing at a time is far more efficient than multitasking, and mindfulness is great at helping you do just that. At work in particular, we’re bombarded with stimuli such as multiple computer screens, which cause perpetual distractions. So how do we react? By multitasking.

Have you ever noticed that people who practice mindfulness not only seem to be calmer, but also kinder and more open?

This is because mindfulness nurtures a sense of self-compassion and connectedness to others. As you learn to observe your emotions in a non-judgmental way, you’ll start to see that feelings like frustration are natural and that we all have a bad day now and then.

Because it involves you and everyone around you, mindfulness can be applied directly to your work, fostering compassion for others and the world beyond.

Businesses with a mindful culture are likely to act responsibly when it comes to the environment, too.

What makes a good leader? Strength? Empathy? Strategic focus? Sadly, most leaders don’t embody these qualities, seldom listen to their employees and fail to communicate their targets.

This is not the case for mindful leaders, however. Mindful leaders respond to challenges more easily, because they’re more focused on their goals. They’re aware of their own emotions and aims, acknowledge what is happening around them, and listen attentively. Because of this, they are far better positioned to make decisions based on honesty and compassion.

As with any trend, there will always be people who jump on the bandwagon, eager to make a profit, and there will always be skeptics.

Of course, some skepticism on the use and effects of mindfulness is warranted. Indeed, some critics have grounds to think that the spiritual or compassionate motives behind mindfulness practices are being capitalized on and exploited.