For some people, mindfulness is synonymous with sitting cross-legged on a cushion chanting “ohm.” Let’s demystify that idea. The Olympics are starting in Tokyo now; watch any event, and you’ll see the practice and results of mindfulness. These athletes have achieved the pinnacle of their sport by paying close attention to what they are doing, how they are feeling, and remaining curious about what they are missing. They build systems that help them constantly monitor progress and use the answers to improve. They do this because they want to be the best diver, boxer, or footballer they can be. My suggestion is that if you’re going to be the best leader you can be, you should engage in similar practices.
Read MoreLet’s start by being clear about what we mean when we say “self-aware.” As defined by The Oxford Dictionary, self-awareness is “conscious knowledge of one's own character, feelings, motives, and desires.” Psychology Today says, “Self-awareness involves monitoring our stress, thoughts, emotions, and beliefs. But I like the way Mark Manson, author of The Subtle Art of Not Giving a F*ck talks about it. Manson says there are 3 levels of awareness. I’ll clean up his language and summarize a bit for you here, but follow the link above to get his rated R (for language) 30-minute read.
Read MoreSelf-awareness is often regarded as a valuable leadership trait, but what is it and why? To define self-awareness, I would point you to the work of Tasha Eurich, published in Harvard Business Review. Dr. Eurich’s research suggests there are two types of self-awareness: internal and external. Internal self-awareness is understanding yourself—your values, beliefs, passions, etc., and how those things influence the way you react to the world around you. External self-awareness is understanding how others perceive you.
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