using the arrow buttons.
by clicking on the page.
the page around when zoomed in by dragging it.
the zoom using the slider when zoomed-in.
by clicking on the zoomed-in page.
by entering text in the search field, and select "This Issue" or "All Issues"
by clicking on thumbnails to select pages, and then press the print button.
displays sections with thumbnails and descriptions.
displays a slider of thumbnails. Click on a page to jump.
allows you to browse the full archive.
about your subscription?
Lions Roar : March 2010
57 SHAMBHALA SUN MARCH 2010 For mindfulness practitioners, meditation is not about living our lives more correctly. Nor are we interested in be- coming meditation experts, entitling us to inflict our spiritual viewpoints on our friends and neighbors. We practice medita- tion so we can learn about our mind—and not surprisingly the more we learn about our own mind, the more we learn about the minds of others. Appreciating others’ minds can be quite profound and poignant. We can come to know directly the motivations, aspirations, foibles, hopes, and fears of oth- ers. Such insight into other people can be a sobering responsi- bility, and it naturally makes us more skillful and lively in how we accommodate others. By knowing ourselves, we learn to know others as well. In “Finding and Grooming Breakthrough Innovators,” by Jeffrey Cohn, Jon Katzenbach, and Gus Vlak (Harvard Busi- ness Review, December 2008), the authors point out that the defining skill of great organizational innovators is appreciat- ing the hearts and minds of others: ...innovators must be able to walk into a conference room full of diverse constituents, including colleagues, customers, subordinates, bosses, vendors, and partners, and quickly dis- cern the underlying motivation of each one. They leverage that information to craft and communicate a message that resonates with every constituent. This is the art of bringing a diverse group onto the same page—and it is absolutely essen- tial to transforming an interesting idea into a companywide innovation.... Like successful innovators, mindfulness practitioners are highly attuned to what “resonates” with others. We know that being right or an expert at work is at best half the journey—a journey that cannot be traveled alone. And because we explore our minds on the cushion, we are naturally curious about others and quietly passionate in perfecting “the art of bringing a diverse group onto the same page.” And in the end, live a decent, confident life at work In my role as a business consultant, I regularly ask my clients to complete the following sentence with the first word that comes to mind: At work, I want to be... While my survey is not scientifically reliable, I can report that there are some patterns to the responses. Here are the four most frequent answers: Successful Happy Rewarded Stress-free Such responses come as no surprise. Given the demands, risks, and relentless pace of our modern-day workplace, it is little wonder that most of us would like a little stress-free hap- piness on occasion. Rewards and success—isn’t that what we are all looking for at work? After forty-four years of work and thirty-four years of mindfulness meditation, I’m not so sure. My survey indi- cates that most of us think we want to be happy, successful, and stress-free at work, but we also know that such aspira- tions are wishful thinking. We all know work offers both success and failure; happiness and angst. We know that work, indeed all of life, unavoidably presents both rewards and penalties; joys and disappointments. So, while most may wish to be happy and successful at work, what we really want, from my vantage point, is to be confident: confident that no matter what work offers up, we will remain self- assured and at our ease. For meditators, coming to this conclusion viscerally and completely is one of the great accomplishments of the prac- tice. Sitting still hour after hour, day after day, year in and year out, we slowly and gently exhaust our futile struggle to secure our lives with paychecks and toys, emotional security pacts and addictions. We awaken to a simple yet powerful fact of life: when we stop struggling, we are naturally confident and at our ease. Ironically, such confidence is not a personal experience, so to speak, but something larger and more fundamen- tal. Just as a sparrow flies with ease or a tiger walks with confidence, so too we discover the ease and confidence of our humanness. A sparrow never second guesses its wings; a tiger never arrogantly proclaims its stripes. And as hu- mans, we relax back into our unshakeable confidence that we, too, are perfectly equipped to be on this planet under all circumstances. Bringing such natural poise to the job is how mindfulness practitioners clean up the toxic emotions and insipid materi- alism that plagues our workplaces today. Being confident at work is, in the end, the height of decency because...well... that’s what we humans do. ♦ MIcHAel cARRoll is the author of Awake at Work and The Mindful Leader. over a twenty- five-year business career, he held senior positions in companies such as Shearson lehman/American express, Simon & Schuster, and The Walt Disney company. He is now a consultant and coach whose client list includes Proctor & Gamble, Starbucks, Unilever, and the National Board of Medical examiners.