Mindfulness benefits my business? I thought it was just for yoga.

May 3, 2017 by Sara Jane Lowry

How does mindfulness benefit my business?

Mindfulness benefits business but only if you use it. If you’re a start-up company, a freelancer, a small business, or a nonprofit, you are stressed – about money. Stressed thinking does not lead to good decisions, more sales, or improved relationships. It damages our health. In our agitation, we often focus on small things we can control, rather than bold moves. We try to manage the details of what we are already doing rather than calmly analyzing what’s going well and what’s failing. We are unable to come up with creative solutions.

And what is failure anyway? Failure is part of critical growth. Did you see a child give up walking after falling down? Of course not. You see them learn to hold onto things, to take shorter walks, and to fall down but get up again. There are dozens of studies on how mindfulness practices can improve our stress levels, and our sleep. Stress can also have a huge impact on our creativity and decision-making.

Success is not final, failure is not fatal: it is the courage to continue that counts.

– Winston Churchill

Creative paralysis is fear of failure

We procrastinate in making hard decisions, and holding the hard conversations we dread. It’s as if avoiding things will make it get better. Mindfulness benefits include converting our fear of failure to action. One of the most frequent sources of creative paralysis is fear of failure. It’s nonaction that keeps us stuck doing the same thing over and over with no improvement rather than risk ‘failure.’

So, back to mindfulness and what benefits it brings to my business. Mindfulness does 4 important things for business leaders: it brings focus, clarity, creativity, and compassion (for yourself, and others) back into your field of awareness. I recently was working with a nonprofit executive. She was simply unable to see how her reluctance to create an earned revenue program was keeping her tied to fickle foundation funding. When we began to explore her beliefs around money using mindfulness, she began to let herself explore new opportunities. Mindfulness benefits for her were connecting again with skills in leadership that she could use in this new endeavor. And, happily she was able to gain foundation dollars to support the launch.

Mindfulness benefits: is it really as simple as breathing?

Breathing is where you begin to focus your attention. And the breathing that is part of mindfulness work is where you start to get some distance from the pressure of current issues. It’s where you start to tune into what your body is feeling, and the emotional surges that upset your day. Mindfulness is a practice which means you might try to do it every day, or even several times a day. You do it because the practice bears fruit within days of keeping at it. You can read more about the steps to mindfulness here. Or find a more in-depth blog post by John Parrot called The Art of Mindfulness: Why it Matters to get a full look at the benefits of mindfulness.

beach mindfulness benefits

When you go to the beach, you breathe in the salt air, you feel the warm sun on your lips, and the wind across your shoulders. You notice the ocean, the sky, the sand as you gaze at the ocean waves coming in and out. You often find you’re not thinking about much of anything. And, you can probably see mindfulness benefits easily in this scenario.

Now imagine having a moment like that in your day where instead of waves, you see those things you believe to be failures, or irritating people, or worrisome sales numbers also floating in and out with the breath. Can you be a witness and observer and look at it on all sides? In a place of detachment, can you step back and let it just be without assigning pejoratives, and see what isn’t working?

Shifting beliefs

Mindful benefits your ability to face what scares you. It is possible to see how your beliefs and thoughts can be transformed to ones of confidence, to courage, to a creative solution as we see how to shift our usual patterns by becoming more aware of them. And, your mind can become a bridge from the problem to the answer.

Mindfulness is for everyone, especially leaders: 4 steps to begin your practice

April 21, 2017 by Sara Jane Lowry

Mindfulness is for everyone, especially leaders

We are well aware that our bodies can be trained to make us healthier, flexible and stronger. We now know from neuroscience research that there is mindfulness training can cultivate and strengthen our mind’s capacities. Mindfulness is something we all have naturally, but it is more easily tapped into when we practice on a daily basis. Mindfulness lights up parts of our brains that aren’t normally activated when we’re mindlessly running on autopilot.
According to the Institute for Mindful Leadership, mindfulness practice can strengthen and cultivate four hallmarks of leadership excellence-focus, clarity, creativity and compassion. I have been working with some clients in developing a mindfulness practice and we begin with these steps:

#1. Set aside some time to be mindful.

Even 10 minutes. Best if you do it first thing in the morning while your creativity is at its most free. But you can do it over coffee, or lunch, or walking from one meeting to another. Make time. You don’t need special cushions.

#2. Observe the moment you’re in that you’ve chosen to get mindful.

Mindfulness is not stopping all your thoughts, or attempting to achieve a state of calm. The goal is actually simple: we’re attempting to pay attention to the present moment, without judgement

#3. Thoughts will come and go

Let them pass by. And if you end up following them? When you catch yourself, bring yourself back without judgment of them or of you.

#4 Return to the present moment

Observe the moment as it is right now. What you’re thinking, feeling. Where you’re sitting or walking. Feeling your breathing in and out. Over and over, this is the practice.

This is the work. Just this. Here and now.

It sounds simple, but it isn’t always easy. Let the mind stay focused here and now. Don’t get discouraged when your mind goes off – that’s why this is a discipline, a practice. Mindfulness isn’t about “fixing” you, and it’s not about stopping your thoughts.

Meditation and Mindfulness

You can use meditation practice as a way to practice mindfulness too. There are a couple of ways to do this:

We start with focusing on the breath as a way to anchor your mind in the moment by focusing in on breathing in and out. I suggest that you focus on where you feel the breath in your body, in your nostrils, whether it’s warm or cold, do you feel your diaphram against the chairback. When your mind wanders and you notice it, just say “wandering” and bring it back to the breath. Be kind to yourself in this process. Find a sense of ease and well-being in this moment of breathing and being present.
We also use the mind to focus by moving through our body from our feet to our head, and seeing where there is tension. Just bring the mind back to the sensations of breathing, or of our bodily tensions. No expectations or judgments, just noticing each thing.

Mindfulness can help you enjoy a cup of tea more fully, walk mindfully down the hall to your next meeting and be more present, have a more engaging conversation, or wind down for a relaxing night’s sleep. And that feels like it might a practice worth doing.

Servant Leadership: what every Executive Director and Board Chair Should Know

March 31, 2017 by Sara Jane Lowry

Sharing the Power

Leading social-impact organizations requires a type of leadership that puts other first. There are many types of

leadership one can choose in our world today. Certain types are touted by business as ‘peak-performing’ or ‘results-oriented’. But social-impact organizations need a different leadership style. Often, those differences in styles create conflict between the executive director and the board.

According to Robert Greenleaf who first coined the term Servant Leadership:

“Do those served grow as persons?”
“Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?”
“And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?”

A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong.

Stephen Covey added that leaders need to build relationships of trust, set up win-win performance agreements; and be a source of help.

Servant-Leaders are those who see their job as serving their staff/board team rather than the other way around.

Servant Leaders are people-focused first – and see staff, clients, donors, stakeholders as who they serve. Here’s how that works in your roles:

Board Chairs serve members best by inviting them to aim high, invoking their passion and best thinking. Board members join to follow a calling to serve. They want to bring their strengths, time and talent to serving the community. They carry external experiences, passion, and networks that contain gems of engagement and wisdom. Thus, Board chairs create an environment of respect, shared accountability, and foster creative discussions where members feel engaged and useful.

Executive Directors make their team feel that they care about them by putting them first. Since staff tend to put their clients and donors first, they tend to overextend themselves. And since staff are on the front lines of service, they often have good ideas on how to best serve. Servant-leaders appreciate the diversity of their staff and board. They allow for the diversity of strengths to manifest through creative approaches to challenges.

Servant-leaders hold a level of respect, patience and time-giving.

As a servant leader, you express care and concern for staff and board members. You show empathy for their challenges. Together, you explore ideas which foster a feeling of bonding, belonging, and ownership of the mission of the organization. Servant leadership leads to participatory decision making but only if trust is present.

Trust comes when people encourage each other to share dissenting opinions. Conflict helps uncover best possible strategies. It also can boost your team’s morale by allowing them to take part in reaching a consensus on decisions and goals. Their opinions and voices feel heard, which will help them buy into changes easier. It creates an environment where fresh ideas or new perspectives allow the organization to pivot. And, it requires skills like listening, sharing, understanding and empowering.

The Golden Rule

This is particularly important in times of stress. Stress is a common in nonprofits struggling with resource flow, and limited human capacity. So, in servant leadership, you practice the Golden Rule — you lead and manage other people the way you would like to be led and managed. You ensure everyone understands their job or board role fully. You offer learning, training, and improvement opportunities. When possible, you discuss capacity initiatives as part of the organization’s growth plan. This is especially important as an idea of stewardship–yes for donors, but also for your board and staff.

Servant leadership elicits peak performance because participation, ideas, and feedback keeps you focused on what really matters – the people. It’s a leadership style that builds a strong culture since it builds respect, trust, and loyalty. This builds optimal responses to the highest possible outcomes for all.

When your executive director resigns

March 19, 2017 by Sara Jane Lowry

When the executive director resigns, its usually a surprise. Every board president dreads the day when their beloved executive director hands them a resignation letter, right? Especially when you feel the organization is just hitting its stride, the rapport between the board and ED is strong, staff are staying in positions, and funders are engaged in your projects.

I’ve been there on both sides of the table: the one resigning, and the one receiving the letter. And I’m currently working with an organization going through exactly this scenario. While everyone is happy for the person leaving and the new opportunities that await, we have to admit that it hurts. When the good executive director resigns, it’s almost always a gift to the organization.

Yep, I said it. Resignations are a gift.

Resignations create a unique opportunity to evaluate where your organization is and its current needs, and if necessary, to redesign the position based on the needs of the team and organization it is today, not 2, 5, or 10 years ago. Within every resignation is a hidden opportunity for massive growth, but only if we pause long enough to seize the opportunity.

When your executive director resigns, here are 5 questions to turn a resignation into a powerful transformation:

How is the marketplace today different than when your executive director was hired?

Who you hired years ago was based on the organization’s needs and goals then. The person leaving might have had certain skills that were appropriate then. There have likely been many changes in the organization or in the funding community or community needs that have (or should have) had a big effect on what you need now. How much financial flexibility does your organization have?

Are there new trends? Policy changes? Possible collaborations or mergers? Reassess and reevaluate how the changes in mission and funding has shaped the current needs of your organization. What are the best practices in your field? Where are your opportunities to innovate? What new skills do you need to add to the organization to successfully serve?

Where is the organization in its lifecycle?

Stevens, Ph.D., Susan Kenny Nonprofit Lifecycles: Stage-Based Wisdom for Nonprofit Capacity, May 2002 — Organizational Life Cycle

Are you a new organization? Mature? In decline? The important question to ask here is: to what extent is your organization consistently delivering high quality programs? Keep that in mind as you think about filling the position. You need a new team member who can help you based on where you are TODAY…not where you were years ago. (Does your job description need a major overhaul?)

Is your board a peak-performing board?

If not, the resignation of your executive director can be overwhelming and stressful. Do you already have a strong strategic focus in board meetings? Do your board meetings spend a big chunk of time on strategy? Does it have a dashboard for measuring what’s working? If not, the board can change its culture by refocusing its attention there. Also, a peak performing board generally has performance goals for itself, including self-assessments. They provide many opportunities for building the skills, mission knowledge, and improved performance process should always rest in the board itself, not in staff or consultants. When your executive director resigns, boards often find new strength in their ability to lead.

What does the organization need as its next stretch?

You want someone who’s going to stretch you and the organization and take you to the next level. Your new hire should help you grow, not keep you stagnant. Develop a profile for what you need next in terms of skills and competencies to elevate your organization.

Should you reallocate funds to meet a different need?

Someone leaving creates a budget opportunity. In fact, it’s an opportunity to look at all your senior positions. Do you need to pursue funding to support getting a more experienced executive? Is there “mission creep” that the executive director led out of personal interest or skills that you would not want the new executive to lead? Consider whether you can/should redesign the position to help the team as a whole.

Ask your team: what are your greatest needs?

You’ve outlined the needs of the community you serve, but what about your team members? A resignation is a great opportunity to see what your team needs to help them perform their roles better. It’s also a good way to promote shared leadership and check your instincts.

Once you’ve worked through these five questions, you will be better able to develop the position description that will be precisely what you need for greatest benefit.

Consider bringing in an interim to help with the transition

The client I am working with is going with an interim director for a few months — a wise choice as they are in the midst of strategic planning. An experienced interim director keeps all the balls in the air. The right interim will be able to add some new networks and processes to the organization.

Despite the sting of the resignation, try to accept it as a unique opportunity, rather than a painful loss. What was working then won’t work to get you to the next level. Reevaluating your needs and hiring for what you need now is a hidden opportunity in a difficult situation. When the executive director resigns, the gift is unexpected.

If you want to chat about your current situation and explore ways to help you turn this tough time into a powerful transformation, I’m here for you!