by clicking the "Next" arrow.
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?
Mindful : April 2013
business self-awareness ended up becoming for this veteran corporate warrior “one of the top 10 ha rdest things I’ve done in my life.” It’s tough for active, achieving people to just sit quietly doing nothing a nd suspend their doubts that they’re just wasting time. It goes against what they’ve been taught a nd rewarded for. Yet Marturano came away transformed, sensing the possibility that mindfulness could be a key element in cultivating leaders. While continuing her work as deputy general counsel for General Mills, Marturano accepted an invitation to join with Saki Santorelli, executive director of the Center for Mindfulness, to present programs in mindful leadership sponsored by the center. The avid response of leaders to a suite of mindfulness methodologies over several years caused Marturano to leave General Mills in January 2011 to operate the Institute for Mindful Leadership full- time as an independent project spearheaded by her. “ Leadership becomes more isolating the more senior you become,” says Marturano. “There a re very few places where leaders have a safe environ- ment to put it all down, listen to others, and explore fundamental and difficult questions.” In the insti- tute’s programs, leaders cultivate awareness and learn to explore ways of bringing more space into a meeting, examine their own schedules and deter- mine why they make the choices they do, and con- sider how to communicate effectively in the midst of chaos and how to navigate difficult conversations. Not least of all, they identify what their own leader- ship principles a re. With mindfulness, pa rticipants begin to uncover the workings of their own minds, seeing how the fil- ters in their minds affect perceptions, decisions, and strategies. They begin to become more conscious of the preconceived notions a nd motivations—the storylines and tape loops—that walk in with them as they enter a room. Learning to put aside these fil- ters, they find themselves more open to others’ ideas and more willing to listen and learn. They become receptive to a greater set of possibilities. They not only think outside the box; at times they throw out the box altogether. Mindfulness fuels adaptation. According to Marturano, a deeper shift also occurs. Participants “clearly and more consistently observe that we’re connected in a million ways to everything around us. We’re connected to people, to community, to nature.” During a leadership retreat, a “type A-plus” aerospace executive found himself walking outside at night without his Black- Berry. He happened to look up at the night sky. Stunned and awestruck, he realized he hadn’t seen the stars in years. He had been too busy to notice. The next morning he woke up wondering what else he had missed. Let’s ust do it and not tell anybody Just as personal trials like Martura no’s Pillsbury saga can lead to transformation, challenging times can create openings for organizations to try some- thing new. Har va rd Pilgrim Healthcare, a Massa- chusetts-based insurance provider, had already been in receivership for five years when Ta ra Healey, a n orga nizational development consultant and long- time meditator, and Tami Ireland, a like-minded vice-president, intuited that mindfulness would be helpful for the compa ny ’s struggling associates. They conspired to introduce it quietly and without fanfare. “Let’s just do it and not tell anybody,” Ire- land said at the time. Though Healey was afra id that employees would think of mindfulness as far out and flaky, the initial course turned out to be a big hit for the dozen people from across the organization who took par t. “It was like when Sally Field won the Osca r. You liked this! You liked this meditation and mindfulness! Wow!” said Healey. The first dozen a lums created a buzz that spread as far as the CEO’s executive assistant, who beca me a vocal supporter. The pilot blossomed into Mind the Moment, a growing portfolio of programs offered to Harvard Pilgrim employees, the company ’s clients, and other interested organizations. Now close to 30% of Harvard Pilgrim’s 1,200 employees have ex- perienced mindfulness practice, and the programs have growing wait lists for enrollment. Healey is expanding her teaching staff to accommodate the increased demand. In their in-house assessments, participants reported feeling more focused and less stressed out and overwhelmed. They also said they felt more → OVERHEARD AT THE OFFICE “Mindfulness allows me to lead with much more openness to the entire situation as opposed to having a fixed view of the way things need to be. I’ve become more open to others' ideas and more willing to critique my own actions and honestly assess their impact on others.” Karen Phipps, president, Compusense April 2013 mindful 57