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MINDFUL LEADERSHIP TRAINING 

 

Mindful Leadership: Resilience, Collaboration and the Ability to Navigate Compexity

 

 

Mindfulness can powerfully help leaders to practice in the complex, dynamic and fast-paced context of the 21st century. Above all, leadership today calls for three key leadership capacities: resilience, collaboration and the ability to stay agile and to lead in conditions of high complexity.

 

Research, conducted by Michael Chaskalson and Megan Reitz with a cohort of 57 senior business leaders at Ashridge Business School examined the extent to which our eight-week Mindful Leader training programme would improve these key capacities.

 

The evidence suggests that the programme was indeed effective in developing the participants’ capacities for resilience, collaboration and leading in complexity.

 

This allowed us to develop a theory of mindful leadership. We found that the training improved three key meta-capacities: metacognitive capability, the capacity for ‘allowing’ and an attitude of curiosity. These in turn helped to create a ‘space’ in their flow of experience that allowed our participants to respond, as opposed to react, to events. That influenced a number of critical leadership skills: focus, emotional regulation, empathy, adaptability and perspective taking. These in turn resulted in improvements to their resilience, their capacity for collaboration and their ability to stay agile and to lead in conditions of complexity.

 

For leaders today, mindfulness works!

 

To discuss how we might craft a mindful leadership training programme for your own organisation, do get in touch.

 

ARTICLES/POSTS

 

HARVARD BUSINESS REVIEW 

 

Mindfulness works but only if you work at it by Megan Reitz & Michael Chaskalson

 

How to Bring Mindfulness to Your Company’s Leadership by Megan Reitz & Michael Chaskalson

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Michael led sessions on mindfulness on our most senior leader development programme. He very successfully introduced the ideas and practices to around 200 senior leaders over a few years and connected the practice of mindfulness really well to elements of the the bank’s leadership framework. Feedback from the sessions was excellent. The leaders responded well to Michael's style and facilitation method and the majority left the session willing to try to embed mindfulness into their daily routine and many have continued to do that.

Senior Manager, Organisational Capability: UK Banking Group