CHADE-MENG TAN - SEARCH INSIDE YOURSELF Flashcards

1
Q

Define emotional intelligence?

A

The ability:

1) to monitor one’s own and others’ feelings and emotions,
2) to discriminate among them
3) to use this information to guide one’s thinking and actions.

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2
Q

Goleman adds a very useful structure to emotional intelligence by classifying it into five domains. They are:

A
  1. Self-awareness:
    Knowledge of one’s internal states, preferences, resources, and intuitions
  2. Self-regulation:
    Management of one’s internal states, impulses, and resources
  3. Motivation:
    Emotional tendencies that guide or facilitate reaching goals
  4. Empathy:
    Awareness of others’ feelings, needs, and concerns
  5. Social skills:
    Adeptness at inducing desirable responses in others
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3
Q

In the context of the work environment, which three important skill sets enables emotional intelligence?

A
  1. stellar work performance,
  2. outstanding leadership,
  3. the ability to create the conditions for happiness.
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4
Q

What are the top six competencies that distinguish star performers from average performers in the tech sector?

A

The top six competencies that distinguish star performers from average performers in the tech sector are (in this order):

  1. Strong achievement drive and high achievement standards
  2. Ability to influence
  3. Conceptual thinking
  4. Analytical ability
  5. Initiative in taking on challenges
  6. Self-confidence
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5
Q

What is the idea of neuroplasticity?

A

The idea is that

what we THINK,
DO,
and PAY ATTENTION to

CHANGES the structure and function of our brains.

We can intentionally change our brains with training.

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6
Q

How do we begin training emotional intelligence?

A

We begin by TRAINING ATTENTION.

A strong, stable, and perceptive attention that affords you calmness and clarity is the foundation upon which emotional intelligence is built.

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7
Q

On what does self-awareness depend?

A

Self-awareness depends on being able to see ourselves objectively,
and that requires the ability to examine our thoughts
and emotions from a third-person perspective:

not getting swept up in the emotion,
not identifying with it,
but just seeing it clearly and objectively.

This requires a stable and clear, non-judging attention.

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8
Q

What is the ability called “response flexibility”?

A

“Response flexibility,” is the ability to:

PAUSE BEFORE YOU ACT.

You experience a strong emotional stimulus, but instead of reacting immediately as you normally would, you pause for a split second, and that pause gives you choice in how you want to react in that emotional situation.

Note a quote of Viktor Frankl:
“Between stimulus and response, there is a space.
In that space lies our freedom and our power to choose our response.
In our response lies our growth and our happiness.”

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9
Q

How is mindfulness defined?

A
Mindfulness is defined by Jon Kabat-Zinn as:
“paying attention in a particular way: 
on purpose, 
in the present moment, 
non-judgmentally.”

The famous Vietnamese Zen master Thich Nhat Hanh defined mindfulness as
“keeping one’s consciousness alive to the present reality.”

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10
Q

Define a simple technique for self-regulation called “affect labeling”:

A

“Affect labeling” simply means labeling feelings with words.

When you label an emotion you are experiencing (for example, “I feel anger”), it somehow helps you manage that emotion.

The evidence suggests that labeling increases the activity in the right ventrolateral prefrontal cortex (RVLPFC), commonly associated with being the brain’s “brake pedal,” which in turn increases the activation of part of the executive center of the brain called the medial prefrontal cortex (MPFC), which then down-regulates the amygdala.

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11
Q

What does high-resolution perception mean?

A

High-resolution perception means your perception becomes so refined across both time and space that

you can watch an emotion the moment it is arising,
you can perceive its subtle changes as it waxes and wanes,
you can watch it the moment it ceases.

This ability is important because the better we can perceive our emotions, the better we can manage them.

When we are able to perceive emotions arising and changing in slow motion, we can become skillful at managing them.

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12
Q

What is the neurological explanation for why intuition is experienced in the body?

A

Evidence suggests that the basal ganglia are the neuroanatomical bases of both implicit learning and intuition.

The basal ganglia observes everything we do in life, every situation, and extracts decision rules….

Our life wisdom on any topic is stored in the basal ganglia.

The basal ganglia is so primitive that it has zero connectivity to the verbal cortex. It can’t tell us what it knows in words.

It tells us in feelings, it has a lot of connectivity to the emotional centers of the brain and to the gut.

It tells us this is right or this is wrong as a gut feeling.

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13
Q

How does Search Inside Yourself work?

A

Search Inside Yourself works in three steps:

  1. Attention training
  2. Self-knowledge and self-mastery
  3. Creating useful mental habits
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14
Q

Ü: Sit alone or together without agenda for two minutes.

A

For two minutes a day, we quietly enjoy being alive and being together.

More fundamentally, for two minutes a day, we enjoy being. Just being.

To just be is simultaneously the most ordinary and the most precious experience in life.

Effect:
If practiced often enough, it deepens the inherent calmness and clarity in the mind. It opens up the possibility of fully appreciating each moment in life, every one of which is precious.

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15
Q

Which two important faculties does mindfulness train?

Define them.

A

Mindfulness trains two important faculties:
1) Attention:
Taking possession by the mind, in clear and vivid form.

2) Meta-attention:
Meta-attention is attention of attention, the ability to pay attention to attention itself.

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16
Q

What are the three wonderful qualities when the mind becomes highly relaxed and alert at the same time?

A

When the mind becomes highly relaxed and alert at the same time, three wonderful qualities of mind naturally emerge:

  1. calmness
  2. clarity
  3. happiness.
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17
Q

What is the process of mindfulness meditation?

A

Intention.
Start by creating an intention, a reason for wanting to abide in mindfulness.

Attention
Follow your breath. Just bring a gentle attention to the process of breathing.

Distraction
In that state of distraction, we may start ruminating, worrying, or fantasizing. Regain attentional focus by bringing attention back to the process of breathing; it is the process of growth and developing powerful mental “muscles.”

Attitude
Toward yourself. See how you treat yourself and how often you engage in nasty gossip about yourself. If possible, shift the attitude toward self-directed kindness and curiosity. This shift is, by itself, another meditation. Once again, it is about forming mental habits.

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18
Q

What are the 3 parts to mindful conversation?

A

The three parts to this skill are:

1) Listening:
giving the gift of attention to the speaker.

2) Looping:
closing the loop of communication by demonstrating that you have really heard what the person is saying.
Do not try to remember everything: if you really listen, you will hear.

3) Dipping:
checking in with yourself, knowing how you are feeling about what you are hearing.

Note:
Part of the practice is becoming able to give full attention to the speaker, with full awareness of your own feelings.

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19
Q

Ü: FORMAL PRACTICE OF MINDFUL CONVERSATION

Part I: Monologue

A

Person A speaks in monologue for 4 minutes.
When you are speaking, maintain some mindfulness on your body (this is the dipping part).
The entire 4 minutes belong to you, so if you run out of things to say, you can both sit in silence, and when you have something else to say later, you may just say it.

Person B listens.
Your job is to give your full attention to the speaker as a gift, while at the same time maintaining some mindfulness on your body (this is again the dipping part).
You are giving him the gift of your attention, without losing awareness of your body.
You may acknowledge, but do not over-acknowledge. You may not speak except to acknowledge.

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20
Q

Ü: FORMAL PRACTICE OF MINDFUL CONVERSATION

Part II: Resolution

A

After that, B repeats back to A what she thinks she heard. B may start by saying, “What I heard you say was…” Immediately after, A gives feedback by telling B what he feels B got right or wrong (for example, what she missed, what she misrepresented, etc).

Go back and forth until A is satisfied that he is completely understood by B.

Do this for as long as it takes, or until 6 minutes are up. (This is the looping part).

Then we switch places, so B gets to be the speaker and A the listener.

After the exercise, spend 4 minutes in meta-conversation discussing the experience.

Some suggested topics for conversation:

  • Your self-assessment. Your impressions of yourself, what you like, what you want to change, etc.
  • A difficult situation that happened recently or a long time ago that you want to talk about.
  • Any other topic that is meaningful to you.
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21
Q

Ü: INFORMAL PRACTICE OF MINDFUL CONVERSATION

A

You can practice mindful conversation during any conversation, but it is most useful when communication is at an impasse, for example, in a conflict situation.

Begin with mindful listening (see Informal Practice of Mindful Listening). Give the speaker the gift of your attention without losing awareness of your body. If any strong emotion arises, acknowledge it and, if possible, let it go.

After the speaker is done expressing her views, make sure you fully understood by asking for permission to repeat back what you heard. You may say something like, “What you say sounds important. To make sure I understand you correctly, I would like to repeat to you what I think I heard. Let me know if my understanding is correct. Is that okay for you?” If the speaker says yes, repeat back what you heard and then invite the speaker to let you know what you understood correctly or incorrectly.

After the speaker offers her input, repeat her corrections in your own words to make sure you understood those correctly.

Repeat this process until the speaker is fully satisfied that she is understood.

After demonstrating that you understood the speaker, it is your turn to speak. If you are comfortable doing so, you may explain the looping process and respectfully invite the other person to participate if she wants to. You may say something like, “I want to make sure I do not miscommunicate anything, so if it is okay with you, after I speak, I’d like to invite you to let me know what you heard. Shall we do that?” If the other person accepts the invitation, you may apply the looping process.

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22
Q

Ü: FORMAL PRACTICE OF MINDFUL LISTENING

A

We will listen in pairs, with a family member or a friend, each person taking turns to be the speaker and the listener.

Instructions for the speaker:
This will be a monologue. You get to speak uninterrupted for 3 minutes. If you run out of things to say, that is fine; you can just sit in silence and whenever you have something to say, you may continue speaking again. The entire 3 minutes belong to you, you can use the time in whatever ways you want, and know that whenever you are ready to speak, there is a person ready to listen to you.

Instructions for the listener:
Your job is to listen. When you listen, give your full attention to the speaker. You may not ask questions during these 3 minutes. You may acknowledge with facial expressions, by nodding your head, or by saying, “I see,” or “I understand.” You may not speak except to acknowledge. Try not to over-acknowledge, or you might end up leading the speaker. And if the speaker runs out of things to say, give her the space for silence, and then be available to listen when she speaks again.

Let us have one person speak and one listen for 3 minutes and then switch over for another 3 minutes.

After that, have a 3-minute meta-conversation, in which both of you talk about what this experience was like for you.

Suggested topics for the monologue:

  • What are you feeling right now?
  • What is something that happened today that you want to talk about?
  • Anything else you want to talk about.
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23
Q

Ü: INFORMAL PRACTICE OF MINDFUL LISTENING

A

When a friend or loved one is speaking to you, adopt a generous attitude by giving this person the gift of your full attention and the gift of airtime.

Remind yourself that because this person is so valuable to you, he or she is entitled to all your attention and all the space and time needed to express himself or herself.

As you listen, give your full attention to the speaker. If you find your attention wandering away, just very gently bring it back to the speaker, as if he or she is a sacred object of meditation. As much as possible, try to refrain from speaking, asking questions, or leading the speaker. Remember, you are giving him or her the valuable gift of airtime. You may acknowledge with facial expressions, or by nodding your head, or by saying, “I see,” or “I understand,” but try not to over-acknowledge so as to not lead the speaker.

If the speaker runs out of things to say, give him or her space for silence, and then be available to listen when he or she speaks again.

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24
Q

3 suggestions how can we sustain a mindfulness practice?

A
  1. Have a buddy:
    We suggest finding a mindfulness buddy and committing to a fifteen-minute conversation every week, covering at least these two topics:
  • How am I doing with my commitment to my practice?
  • What has arisen in my life that relates to my practice?

We also suggest ending the conversation with the question, how did this conversation go?

  1. Do less than you can:
    The idea is to do less formal practice than you are capable of.
    The reason is to keep the practice from becoming a burden. If mindfulness practice feels like a chore, it’s not sustainable. Sit often, for short periods.
  2. Take one breath a day: Just one. Breathe in and breathe out mindfully, and your commitment for the day is fulfilled; everything else is a bonus.
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25
Q

Ü: Joyful Mindfulness - Bringing mindfulness to joyful experiences.

A

A really good way to practice mindfulness is using joy as an object of meditation, especially the type of joy with a gentle quality that doesn’t overwhelm the senses. For example, taking a nice walk, holding hands with a loved one, enjoying a good meal, carrying a sleeping baby, or sitting with your child while she is reading a good book are great opportunities to practice mindfulness by bringing full moment-to-moment attention to the joyful experience, to the mind, and to the body.

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26
Q

Translate from the Sanskrit: sukha.

A

The most common translations for sukha are:
“bliss,”
“ease,”
“happiness.”

The best translation of sukha is its most technical translation:
“non-energetic joy.”

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27
Q

Ü: MEDITATION CIRCUIT TRAINING

A

Let us begin by sitting comfortably in a position that enables you to be both relaxed and alert at the same time.

For 2 minutes let us rest the mind. If you like, you can visualize the breath to be a resting place, or a cushion, or a mattress, and let the mind rest on it.

Let us shift into focused attention. Bring your attention to your breath, or any other object of meditation you choose. Let this attention be stable like a rock, undiundisturbed by any distraction. If the mind is distracted, gently but firmly bring the mind back. Let’s continue this exercise for the remainder of 3 minutes.

Now we shift into open attention. Bring your attention to whatever you experience and whatever comes to mind. Let this attention be flexible like grass moving in the wind. In this mind, there is no such thing as a distraction. Every object you experience is an object of meditation. Everything is fair game. Let us continue this exercise for the remainder of 3 minutes.

Shift to focused attention for 3 minutes.

Then shift to open attention for 3 minutes.

For 2 minutes, let us end this sitting by resting the mind. If you like, you can again visualize the breath to be a resting place, or a cushion, or a mattress, and let the mind rest on it.

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28
Q

How does Daniel Goleman define self-awareness?

A

Daniel Goleman defines self-awareness as

knowing one’s internal states, preferences, resources and intuitions.

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29
Q

What are the 3 Self-Awareness Competencies?

A
  1. Emotional awareness:
    Recognizing one’s emotions and their effects
  2. Accurate self-assessment:
    Knowing one’s strengths and limits
  3. Self-confidence:
    A strong sense of one’s self-worth and capabilities
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30
Q

What is the key difference between emotional awareness and accurate self-assessment?

A

Emotional awareness operates mostly at the level of physiology, my accurately perceiving emotions in my body, knowing where they come from, and understanding how they affect my behavior.

Accurate self-assessment, in contrast, operates mostly at the level of meaning. It goes beyond the emotions I feel and includes knowledge into myself as a human being.
It asks questions like: What are my strengths and weaknesses? What are my resources and limitations? What matters to me?
Accurate self-assessment builds on emotional awareness.

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31
Q

Which is a simple linear relationship between the three emotional competencies of self-awareness?

A

Strong emotional awareness leads to more accurate self-assessment, which in turn leads to higher self-confidence.

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32
Q

Ü: BODY SCAN

A

Settling Attention

Let us begin by sitting comfortably for 2 minutes. Sit in a position that enables you to be both relaxed and alert at the same time, whatever that means to you.

Now, let us breathe naturally and bring very gentle attention to the breath. You can either bring attention to the nostrils, the abdomen, or the entire body of breath, whatever that means to you. Become aware of in breath, out breath, and space in between.

Scan Body

Head
Now bring your attention to the top of your head, ears, and back of your head. Notice sensations, or lack of sensations, for 1 minute.

Face
Now move your attention to your face. Your forehead, eyes, cheeks, nose, lips, mouth, and inside of your mouth (gums, tongue) for 1 minute.

Neck and Shoulders
Move your attention to your neck, the inside of your throat, and your shoulders for 1 minute.

Back
Move your attention to your lower back, mid back, and upper back for 1 minute. The back carries a lot of our load and stores a lot of our tension. So let us give our backs the kind and loving attention they deserve.

Front
Now move your attention to the chest and stomach for 1 minute. If it is possible for you, try to bring attention to your internal organs, whatever that means to you.

Entire Body at Once
And now, bring your attention to your entire body all at once for 1 minute.

Scan for Emotion

Did you find any emotion in your body? If there is any, just notice its presence in the body. If not, just notice the absence of emotions, and catch one if it arises in the next 2 minutes.

Positive Emotion
Let us now try to experience a positive emotion in the body.
Bring to mind a memory of a happy, joyous event or a time when you were optimal and productive or a time when you felt confident.
Experience the feeling of positive emotion. Now, bring your attention to your body. What does that positive emotion feel like in the body? In the face? Neck, chest, back? How are you breathing? Any difference in level of tension? Let us just experience it for 3 minutes.

Returning to Grounding
Let us now return to the present. If you find an emotionally charged thought, just let it go.
Bring your attention to either your body or your breath, whichever your mind finds more stability in. And let’s just settle the mind there for 2 minutes.

33
Q

Ü: Journaling. A practice of self-discovery by writing to yourself.

A

The exercise itself is very simple. You give yourself a certain amount of time, say, three minutes, and you are given (or you give yourself) a prompt, which for our purposes is an open-ended sentence such as “What I am feeling now is…” For those three minutes, write down whatever comes to mind. You may write about the prompt, or you may write about anything else that comes to mind. Try not to think about what you’re going to write—just write. It does not matter how closely you follow the prompt; just let all your thoughts flow onto the paper. There is only one rule: do not stop writing until your time is up.

You can think of journaling as mindfulness of thoughts and emotions; paying moment-to-moment, non-judging attention to thoughts and emotions as they arise; and facilitating their flow by putting them on paper.

How much journaling do you have to do before you experience a measurable change?

34
Q

Ü: Journaling practice: write different prompts.

A

One fun way of having a daily journaling practice is to write a different prompt on each piece of paper, then pick out one or two at random each day. Here are some suggested prompts:

  • What I am feeling now is…
  • I am aware that…
  • What motivates me is…
  • I am inspired by…
  • Today, I aspire to…
  • What hurts me is…
  • I wish…
  • Others are…
  • I made a happy mistake…
  • Love is…
35
Q

Ü: JOURNALING FOR SELF-ASSESSMENT - positive

A

Prime

Before we begin journaling, let’s prime the mind.
Let’s spend 2 minutes thinking about one or more instances in which you responded positively to a challenging situation and the outcome was very satisfying to you. You felt you did great. If you are considering more than one instance, think about whether any connections or patterns are emerging.

Now, let’s take a moment to relax mentally.
(30-second pause)

Journal

Prompts (2 minutes per prompt):

  • Things that give me pleasure are…
  • My strengths are…

Take a few minutes to read what you wrote to yourself.

36
Q

Ü: JOURNALING FOR SELF-ASSESSMENT - negative

A

Prime

Now let’s spend 2 minutes thinking about one or more instances in which you responded negatively to a challenging situation and the outcome was very unsatisfying to you. You felt that you performed badly, and you wish there were something you could change. If you are considering more than one instance, think about whether any connections or patterns are emerging.

Now, let’s take a moment to relax mentally.
(30-second pause)

Journal

Prompts (2 minutes per prompt):

  • Things that annoy me are…
  • My weaknesses are…

Take a few minutes to read what you wrote to yourself.

37
Q

Identify five emotional competencies under the domain of self-regulation:

A

Daniel Goleman identifies five emotional competencies under the domain of self-regulation:

  1. Self-control:
    Keeping disruptive emotions and impulses in check
  2. Trustworthiness:
    Maintaining standards of honesty and integrity
  3. Conscientiousness:
    Taking responsibility for personal performance
  4. Adaptability:
    Flexibility in handling change
  5. Innovation:
    Being comfortable with novel ideas, approaches, and information
38
Q

What are the four very general principles for dealing with any distressing emotions?

A
  1. Know when you are not in pain.
  2. Do not feel bad about feeling bad.
  3. Do not feed the monsters.
  4. Start every thought with kindness and humor.
39
Q

When you have been triggered which first triggers can you identify?

A

• Body:
Shallow breathing, rapid heartbeat, and sick to the stomach

• Emotions:
Experiencing a flight-or-flight response, either feeling like a “deer in headlights” or having an emotional outburst (what Goleman famously calls an “amygdala hijack”)

• Thoughts:
Feeling like a victim, thoughts of blame and judgment, difficulty paying attention

40
Q

Ü: SIBERIAN NORTH RAILROAD

SBNRR - Stop - Breathe - Notice - Reflect - Respond

A

Settling Attention
Start with 3 deep breaths.
Bring gentle awareness to the breathing. Bring attention to the in and out breaths, and the spaces in between.

Negative Emotion
Let’s now shift gears into a negative emotion for 2 minutes.
Bring to mind a memory of an unhappy event, an experience of frustration, anger, or hurt, or an experience in which you were triggered.
See if you can relive the event and the associated emotions in your mind.

Managing Negative Emotion
Let us now mentally practice our response strategy for 7 minutes.
The first two steps are to stop and breathe. Stopping at the onset of a trigger is the sacred pause. Let us reinforce the pause by focusing the mind on the breath, and not reacting to the emotion. If you want, you may try taking slow, deep breaths. And let’s stay in this state of pause for another 30 seconds.

The next step is to notice. We notice by experiencing the emotion in the body. Bring your attention to your body. What does an afflictive emotion feel like in the body? In the face? Neck, shoulders, chest, back? Notice any difference in level of tension or temperature.
Experience it without judging. What is most important at this point is to try to experience emotional difficulty simply as a physiological phenomenon, not an existential phenomenon. For example, the experience is not “I am angry.” It is “I experience anger in my body.”
Let’s take a minute to experience the physiology of emotion in the body.

Now we reflect.
Where is the emotion coming from? Is there a history behind it? If this experience involves another person, put yourself inside the other person looking out at you. Think about this statement: “Everybody wants to be happy. This person thinks acting this way will make him happy, in some way.” Bring perspective without judging it to be right or wrong.

Now we respond.
Bring to mind ways in which you might respond to this situation that would have a positive outcome. You do not actually have to do it—just imagine the kindest, most positive response. What would that look like? Let’s spend the next minute or so creating that response.

Returning to Grounding
Let us now return to the present for 2 minutes. Bring awareness back to your breath.

Make a tight fist with your hand, holding any of your residual emotion there. Slowly open your fingers and let go of that energy.
And bring your attention back, either to your body, or your breath, whichever your mind finds more stability in.
And just settle your mind there, for the remainder of 1 minute.

In class, right after the above exercise, we always do Mindful Conversation in pairs to give everyone a chance to process the experience. Those who are comfortable doing so may tell their stories and share their experiences. Those who are not comfortable doing so may just talk about how it felt to go through the process itself.

Note:
One way to practice this process is to do it retroactively. That means practicing the reflection and response steps after a triggering event is over. The first three steps (stop, breathe, notice) can be strengthened with sitting mindfulness practice. The last two steps (reflect and respond) are best strengthened with real-life cases. Given how quickly each episode moves, it’s hard to train in real time, but it’s just as effective to do it “off-line” retroactively. The more time you spend practicing the reflect-and-respond process offline, the better you will be able to do it in the real-life situation.

41
Q

What are three different types of happiness?

A
  1. Pleasure:
    This type of happiness is about always chasing the next high. It is the rock-star type of happiness because it is very hard to maintain unless you are living the lifestyle of a rock star.
  2. Passion:
    Also known as “flow,” where peak performance meets peak engagement, and time flies by.
  3. Higher Purpose:
    This is about being part of something bigger than yourself that has meaning to you.
42
Q

Which are the The three elements of true motivation?

A
  1. Autonomy:
    The urge to direct our own lives
  2. Mastery:
    The desire to get better and better at something that matters
  3. Purpose:
    The yearning to do what we do in service of something larger than ourselves
43
Q

What are Three Easy Steps for Motivation?

A

Motivation in Three Easy Steps

In this chapter, we will introduce three practices for motivation:

  1. Alignment:
    Aligning our work with our values and higher purpose
  2. Envisioning:
    Seeing the desired future for ourselves
  3. Resilience:
    The ability to overcome obstacles in our path
44
Q

Ü: DISCOVERING VALUES AND HIGHER PURPOSE

A

If you are doing this alone at home, do a Journaling exercise (see Chapter 4) for a few minutes with one or both of these suggested prompts:

  • My core values are…
  • I stand for…

Alternatively, if you have friends or family members to work with (lucky you), do a Mindful Listening exercise in a group of two or three. Take turns to speak. The speaker starts with a monologue, which can be any length, and after that, the group engages in a free conversation when the listeners can ask clarifying questions or make short comments. The only rule during the conversation is the (original) speaker has preemptive priority, which means he or she has priority in speaking and when he or she speaks, nobody can interrupt.
Possible topics of the monologue are:

  • What are your core values?
  • What do you stand for?

After everybody has a chance to speak, have a meta-conversation to talk about what this experience was like for each of you.

45
Q

Ü: DISCOVERING MY IDEAL FUTURE

A

This is a writing exercise. We will do this over 7 minutes, which is longer than our usual writing exercises, and there is only one prompt. This exercise can be very fun and fulfilling.

The prompt is:
If everything in my life, starting from today, meets or exceeds my most optimistic expectations, what will my life be in five years?

The more detailed the imagery in your mind, the better this exercise will work. Hence, consider these questions before writing. In this future:

  • Who are you and what are you doing?
  • How do you feel?
  • What do people say about you?

Let’s spend a minute in silent contemplation before writing.

Start writing.

46
Q

Ü: Some variants of DISCOVERING MY IDEAL FUTURE

A

1) You can spend more time on it, such as an hour or two instead of seven minutes.
2) You can change the destination date; if five years in the future does not work for you, try ten or twenty years.
3) Pretend you are already living in your ideal future five years from now and you write diary entries from the future.

4) Write your own obituary:
What would people say about you after you died?
a) How would things turn out given her then-current life trajectory. The second version reflected the life she aspired to live.

5) Visualize this scene:

You are attending a talk as part of a large audience. Everybody in the audience, including you, is deeply touched and inspired by what the speaker is saying. That speaker is your future self twenty years from now.

Questions to consider:

  • What is the speaker saying and how is it touching and inspiring you?
  • What about the speaker makes you look up to him/her?

6) Talk About Your Ideal Future a Lot
- The more I talked about it, the more it went from being impossible to implausible, and then from implausible to possible, and more importantly, it went from possible to actionable.
- The more you talk to people about your ideal future, the more likely you can find people to help you. This is especially true if your aspiration for the future is altruistic in nature because people will rush to help you.

47
Q

How can we train resilience?

A
  1. Inner calm:
    Once we can consistently access the inner calm in the mind, it becomes the foundation of all optimism and resilience.
  2. Emotional resilience:
    Success and failure are emotional experiences. By working at this level, we can increase our capacity for them.
  3. Cognitive resilience:
    Understanding how we explain our setbacks to ourselves and creating useful mental habits help us develop optimism.
48
Q

Ü: MEDITATION ON RESILIENCE

A

Calming the Mind

Start with 3 deep breaths.
Bring gentle awareness to the breath, becoming aware of the in and out breaths, and the spaces in between.
Let’s bring attention to our bodies, beginning by focusing on sensations in the feet, legs, knees, pelvis, chest, arms, shoulders, back, neck, back of head, and face.
(Long pause)

Failure
Let’s now shift gears into an experience of failure for 4 minutes.
Bring to mind a memory of an event when you experienced a sense of significant failure—not having met your goal, having let yourself and others down. See, hear, and feel it.
Observe all the associated emotions and see how they manifest in the body.
(2-minute pause)

Let us see if we can create the ability to experience all those emotions without aversion.
Consider these emotions you are experiencing as simply physiological sensations. That is all. They may be unpleasant, but they are simply experiences. Let’s simply allow these experiences to be present, to come as they wish, and to go as they wish. Just let them be, in a kind, gentle, generous way.
(Long pause)

Success
Let’s now have more fun and shift gears into an experience of success for 4 minutes.
Bring to mind a memory of an event when you experienced a sense of significant success—having exceeded your goal, being admired by all, feeling great about yourself. See, hear, and feel it.
Observe all the associated emotions and see how they manifest in the body.
(2-minute pause)

Let us see if we can create the ability to experience all those emotions without grasping.
Consider these emotions you are experiencing as simply physiological sensations. That is all. They may be very pleasant, but they are simply experiences. Let’s simply allow these experiences to be present, to come as they wish, and to go as they wish. Just let them be, in a kind, gentle, generous way.
(Long pause)

Returning to Calm
Let us now return to the present for 3 minutes. Check in with your body and how it feels now.
(Pause)
Take a deep breath and let go. Continue a relaxed attention on breathing and, if you feel so inclined, bring a hand up to rest on the chest.
(Pause)

Continue noticing what happens in your body, and slowly open your eyes.

49
Q

How many positive experiences do you need to overcome a negative one?

A

It takes three positive experiences to overcome a negative one, a 3:1 ratio.

In general, each negative feeling is three times as powerful as a positive one.

50
Q

What are the first three steps to learn optimism?

A

1) To become aware of our own strong negative experiential bias.

2) Mindfulness.
Learning optimism requires us to create objectivity toward our own experiences.
a) First bring mindfulness to your body.
b) Next, bring mindfulness to the emotional experience.
c) Finally, bring mindfulness to your thoughts:
How are you explaining the event to yourself?
Do you feel powerful or helpless?
How are your thoughts related to your emotions?

3) The final step is transformation:
- When experiencing success, take conscious note of it and accept credit for it.
- When experiencing failure, focus on realistic evidence suggesting that this setback may be temporary.

51
Q

A part of the brain known as the insula is related to which ability?

A

The insula is related to the ability to experience and recognize bodily sensations.

People with very active insulae, for example, can become aware of their own heartbeats.

What is really interesting is scientific evidence suggesting that people with active insulae also tend to have high empathy.

52
Q

How do you create a mental habit?

A

Invite a thought to arise in your mind often enough, and it will become a mental habit.

53
Q

Ü: JUST LIKE ME AND LOVING KINDNESS MEDITATION

A

Setup
Sit in a comfortable position that allows you to be alert and relaxed at the same time. Start with 2 minutes to rest the mind on the breath.

Bring to mind somebody you care about. Visualize him or her. If you wish, you may use a photograph or video of that person.

Just Like Me
Now, read the script below slowly to yourself, pausing at the end of each sentence for reflection:
This person has a body and a mind, just like me.
This person has feelings, emotions, and thoughts, just like me.
This person has, at some point in his or her life, been sad, disappointed, angry, hurt, or confused, just like me.
This person has, in his or her life, experienced physical and emotional pain and suffering, just like me.
This person wishes to be free from pain and suffering, just like me.
This person wishes to be healthy and loved, and to have fulfilling relationships, just like me.
This person wishes to be happy, just like me.

Loving Kindness
Now, let’s allow some wishes to arise.
I wish for this person to have the strength, the resources, and the emotional and social support to navigate the difficulties in life.
I wish for this person to be free from pain and suffering.
I wish for this person to be happy.
Because this person is a fellow human being, just like me.
(Pause)
Now, I wish for everybody I know to be happy.
(Long pause)

Closing
End with 1 minute of resting the mind.

54
Q

Ü: Metta Bhavana Meditation

A

Metta Bhavana starts with a few minutes of resting the mind.
Once some mental calmness is established, you invite a feeling of kindness toward yourself. To do this, quietly repeat these phrases to yourself:

May I be well.

May I be happy.

May I be free from suffering.

After a few minutes of this, invite a feeling of kindness toward someone you already like or admire, someone for whom it is easy to create loving kindness.
If you like, you may use the above phrases for that person: May he or she be well, happy, and free from suffering.

After a few minutes of that, do the same for a neutral person, or somebody you do not particularly like or dislike, or whom you may not even know particularly well.

A few minutes later, do it toward a difficult person, or somebody you dislike or who creates a lot of difficulty in your life. May he or she be well, happy, and free from suffering.

Finally, extend the feeling to all sentient beings. May all sentient beings be well, happy, and free from suffering.

55
Q

Which five steps are involved in a coaching /mentoring cycle (Marc Lesser, an accomplished executive coach)?

A
  1. Establish trust.
    Trust is the foundation of a coaching /mentoring relationship
  2. Listen (by “looping” and “dipping”).
  3. Ask probing and open-ended questions.
  4. Provide feedback.
  5. Partner to create options and practices.
56
Q

Which are The Five Dysfunctions of a Team (Patrick Lencioni)?

A

The five dysfunctions, in order of causality are:

  1. Absence of trust:
    People do not trust the intentions of their teammates. They feel the need to protect themselves from each other and tread carefully around others on the team. This leads to the next dysfunction.
  2. Fear of conflict:
    Without trust, people are unwilling to involve themselves in productive debates and conflicts, the type of good conflict that focuses entirely on resolving issues without involving character attacks or hidden personal agendas. Without such healthy conflicts, issues stay unresolved or are unsatisfactorily resolved. People feel they have not been properly involved in decisions. This leads to the next dysfunction.
  3. Lack of commitment:
    When people feel their input has not been properly considered and that they have not been properly involved in decisions, they have no buy in. They do not commit to the final decisions. Ambiguity about priorities and directions festers, and uncertainties linger. This leads to the next dysfunction.
  4. Avoidance of accountability:
    When people have no buy in about decisions, they avoid accepting accountability. Worse still, they do not hold their teammates accountable to high standards. Resentment festers, and mediocrity spreads. This leads to the final dysfunction.
  5. Inattention to results:
    The ultimate dysfunction of a team. People care about something other than the collective goals of the team. Goals are not met, results are not achieved, and you lose your best people to your competitors.
57
Q

Ü: The Three Assumptions Practice

A

I invite everybody in the meeting room to make the following assumptions about everybody else:

  1. Assume that everybody in this room is here to serve the greater good, until proven otherwise.
  2. Given the above assumption, we therefore assume that none of us has any hidden agenda, until proven otherwise.
  3. Given the above assumption, we therefore assume that we are all reasonable even when we disagree, until proven otherwise.
58
Q

Ü: FORMAL PRACTICE OF EMPATHIC LISTENING

A

This is a Mindful Conversation exercise, but instead of listening for content, you listen for feelings.

Get in pairs and take turns being the speaker and the listener. As usual, the speaker begins with a monologue. If you are the listener, after the speaker’s monologue, you loop about what you heard the speaker was feeling. In other words, instead of starting your looping with, “What I hear you say is…” start with, “What I hear you feel is…”

Suggested topics for monologue:

  • A difficult work situation or a conflict you are having with a boss, co-worker, or person who reports to you
  • A time when you could feel someone else’s pain, or when you wanted to but were unable to
  • Any other topic with emotional “juice”

Meta-Conversation

After each of you has taken your turn being the speaker and listener, have a meta-conversation about how the conversations went.

59
Q

Which are four things we can do to strengthen our ability for empathic listening.

A
  1. Mindfulness:
    With mindfulness, we become more perceptive and receptive.
  2. Kindness:
    When we are kind, we can listen better to feelings.
  3. Curiosity:
    Practice wondering what someone might be feeling when you hear their stories.
  4. Practice:
    Just do a lot of empathic listening. The more you do it, the better you become, especially when you practice it in conjunction with mindfulness, kindness, and curiosity.
60
Q

Ü: INFORMAL PRACTICE OF EMPATHIC LISTENING

A

Preparing for the Conversation

The qualities that are most conducive to empathic listening are mindfulness and kindness. If you have time to prepare for the conversation, prime the pump for these qualities, first with a few minutes of Mindfulness Meditation. When your mind is in that mindful state, you will be more able to pay attention to feelings, both your own and the other person’s. You will also be more able to listen without judging, which allows you to become more open to what you will hear. If you have more time, do a few minutes of the Just Like Me / Loving Kindness exercise. Putting yourself in this frame of mind makes the other person more receptive to you, and you more receptive to him or her.

During the Conversation
Begin the conversation by thinking to yourself, “I want this person to be happy.” When listening, practice Mindful Listening. Remind yourself to listen for the other person’s feelings. Be curious about what he or she may be feeling. Give him or her generous amounts of airtime.
If it is appropriate for the situation and you are comfortable doing so, you may ask the other person how he or she is feeling. If the situation warrants it and you are comfortable doing so, you may tell him or her (gently and with kindness), “I hear that you are feeling…” Generously allow him or her to respond. If you are right about what he or she felt, he or she may feel touched that you understood and may let you know. If you are wrong, allow him or her to tell you so, and listen in a kind and open manner.

Meta-Conversation
If it is appropriate for the situation and you are comfortable doing so, at the end of the conversation, you may initiate a meta-conversation by asking, “Was this conversation helpful to you?”

61
Q

How do you Praise People Skillfully?

A

When giving feedback, it is best to do so in a way that encourages a growth mind-set. It is better to structure feedback around effort and growth than by labeling the person.

Reinforce process praise, a “growth mind-set,” or the belief that our qualities can be developed through dedication and effort, and therefore that success comes from dedication and effort. This creates a love of learning and resilience that is essential for great accomplishment.

When you reinforce person praise, a “fixed mind-set,” or the belief that our success is due to fixed traits that are a given, people in this mind-set worry about their traits. They also worry about how adequate or inadequate they might be. When they fail, they attribute it to personal inadequacy. They are afraid to take risks when failure may show them to be inadequate.

62
Q

What is political awareness?

A

In political awareness, you understand the feelings, needs, and concerns of individual people and how those feelings, needs, and concerns interact with those of others and how that all weaves into the emotional fabric of the organization as a whole.

If you understand people and you understand the interactions between them, you will understand the whole organization.

63
Q

Which other Practices for Political Awareness could you recommend (Marc Lesser, CEO and executive coach)?

A
  1. Maintain rich personal networks within your organization, especially with allies, mentors, and groups who will support and challenge you. To do this, care about people, help people, and nurture relationships. Pay attention to one-on-one relationships, as well as relationships with key groups—your team, other management teams, customers, stakeholders, etc.
  2. Practice reading the underlying currents of your organization. Understand how decisions are made. Are decisions made by authority or consensus? Who are most influential in making them?
  3. Distinguish between your own self-interest, the interest of your team, and the organization’s interest—everyone has all three of these interests. It is very important to understand which is which.
  4. Utilize your self-awareness to better understand your role in the web of personalities and interactions. Make frequent use of empathic listening to understand how people feel about situations and about each other.
64
Q

Ü: POLITICAL AWARENESS EXERCISE

A

You may do this as either a writing exercise or a speaking exercise. If you do this as a speaking exercise, you may speak to a friend.

Instructions
1. Think of a difficult situation from your present or past, when there was some conflict or disagreement, something real, something that has some meaning and potency for you.

  1. Describe the situation as though you are 100 percent correct and reasonable. Do that either in writing or by talking about it in a monologue.
  2. Now describe the situation as though the other person is (or the other people are) 100 percent correct and reasonable. Do that either in writing or by talking about it in a monologue.

If you did this as a speaking exercise with a friend, discuss the contents of your monologues in a free-flow conversation.

65
Q

Ü: MULTIPLYING GOODNESS MEDITATION

A

Resting the Mind

Start with 2 minutes of resting the mind on the breath.
Multiplying Goodness

Now, let us connect with the goodness within ourselves: our love, compassion, altruism, and inner joy. If you wish, you may visualize your good-ness radiating out of your body as a faint white light.
(Short pause)

When you breathe in, breathe all your goodness into your heart. Use your heart to multiply that goodness by a factor of ten. And when you breathe out, send all that goodness out to the whole world. If you wish, you may visualize yourself breathing out a brilliant white light representing this abundance of goodness.
(2-minute pause)

Now, let us connect with the goodness within everybody we know. Everybody we know is a good person, possessing some goodness. If you wish, you may visualize their goodness radiating out of their bodies as a faint white light. When you breathe in, breathe all their goodness into your heart… (Repeat above.)
(2-minute pause)

Finally, let us connect with the goodness within everybody in the world. Everybody in the world possesses at least a hint of goodness. If you wish, you may visualize their goodness radiating out of their bodies as a faint white light. When you breathe in, breathe all their goodness into your heart… (Repeat above.)
(2-minute pause)

Closing
End with a 1-minute rest of the mind on the breath.

66
Q

What mental habits does the MULTIPLYING GOODNESS MEDITATION develop?

A

This practice develops three useful mental habits:

  1. Seeing goodness in self and others: strengthens the affective and cognitive components of compassion.
  2. Giving goodness to all: strengthens the motivational component of compassion.
  3. Confidence in the transformative power of self (that I can multiply goodness): strengthens self-confidence.
67
Q

TONGLEN MEDITATION

A

Pre-Meditation Script
In order to master social skills, we have to clear out the emotional gunk—anger, fear, confusion, and even physical suffering, and our resistance to it all. Tonglen is a practice designed for this effect, centered on awareness of breathing.
Tonglen literally means “giving and receiving,” willingness to receive the suffering and pain of others, and giving relief, well-being, and peace in return—thereby experiencing our ability to be transformers.
By breathing in negativity, we can use the heart as a filter. Breathing out, the dark clouds can pass through us, and transform into acceptance, ease, joy, and light/radiance. When we experience this, we strengthen the resolve that nothing can totally overcome us, which establishes deep confidence. This gives us a strong foothold to stand up for the well-being of ourselves and others, thereby building the foundation for compassion.

Settling In
Let’s begin by becoming aware of our bodies and our breathing, noting sensations all through the body and gently focusing attention on the ebb and flow of the breath.
(Pause)

Now take a deep breath and imagine on the out breath that you feel you are a mountain.
Take another deep breath and imagine you are viewing life with an elevated perspective.

Tonglen
And with another breath, let’s start Tonglen practice, by beginning with ourselves.
With the generosity of an open heart and mind, imagine you can see yourself sitting in front of you. Look at your “ordinary self,” with its suffering—whatever might be troubling you lately.
Breathe this in as if it is a dark cloud of gunk, and let it disperse and transform.
Breathe it out as rays of light. Repeat this breathing cycle for a short time.
(Pause)

Notice if you feel more tenderness, understanding, and warmth for yourself.
(Pause)

Now let’s practice for others:
Imagine you see in front of you someone in your life who is suffering.
With an in breath, feel how open you can be to his or her experience. Perhaps you can feel a strong intention arising to relieve this person of his or her difficulties.
Breathe this in as a dark cloud and feel it entering your heart, where it dissolves any traces of self-interest to reveal your innate goodness.
Breathe out rays of light, setting your intention to alleviate suffering.
Let’s spend some time breathing in and out like this.
(Pause)

Closing
For the last few moments, you can bring your hand to your chest and just breathe.

68
Q

Which are the 5 domains of the SCARF model?

Your Brain at Work, David Rock

A

1) Status
Status is about relative importance, pecking order, or seniority. People go to great lengths to protect or increase their status.
When you gain increasing mastery over something that matters to you, you activate a status reward, at least when compared against your former self.
2) Certainty
Our brains love certainty. Uncertainty generates “error responses” in the brain that cannot be ignored until they are resolved. In other words, uncertainty takes away valuable brain resources.

3) Autonomy
Autonomy is the perception of exerting control over one’s environment. According to Steve Maier, “the degree of control that organisms can exert over something that creates stress determines whether the stressor alters the organism’s functioning.” In other words, it’s not the stress itself that gets to you; it’s the feeling of helplessness in the face of that stress.

4) Relatedness
Relatedness is the perception of whether another person is a “friend” or a “foe.” It makes sense for relatedness to be part of our primary reward/threat circuitry, since our very survival used to be almost entirely dependent on other people in our own tightly cooperating small tribes.

5) Fairness
Humans are the only animals known to voluntarily injure their own self-interests to punish the perceived unfairness of others. Other primates are known to punish unfairness, but not at the expense of their own self-interest.

69
Q

Explain the four-step plan for expanding the magnitude and reach of your influence.

A
  1. Know that you already have influence. You already affect people. It is a simple matter of improving what you can already do.
  2. Strengthen self-confidence. The more you are aware of and comfortable with your own strengths and weaknesses, the more confident you become and the more effectively you can influence people. Emotionally, people gravitate toward confidence, especially the type of self-confidence based on kindness and authenticity.
  3. Understand people and help them succeed. You can influence people more effectively if you understand them and try to help them achieve their goals in ways that also help you achieve yours.
  4. Serve the greater good. While remembering to take care of your own self-interest, never forget to go beyond just serving self-interest. Act also for the good of the team, or the good of the company, or the good of the world. Inspire the same in others.
70
Q

Which are the five steps to conduct a difficult conversation?

A
  1. Prepare by walking through the “three conversations.”
  2. Decide whether to raise the issue.
  3. Start from the objective “third story.”
  4. Explore their story and yours.
  5. Problem solve.
71
Q

Walk Through the “Three Conversations”.

A

A powerful first step in improving our ability to conduct difficult conversations is understanding their underlying structure.

In every conversation, there are actually three conversations going on.

1) They are the content conversation (“What happened?”),
2) the feelings conversation (“What emotions are involved?”), and

3) the identity conversation (“What does this say about me?”).
The identity conversation almost always involves one of these three questions:
1. Am I competent?
2. Am I a good person?
3. Am I worthy of love?

Sort out what happened as objectively as possible, understand how this is impacting you and the other party emotionally, and identify what is at stake for you, about you.

72
Q

Decide Whether to Raise the Issue.

A

What do you hope to accomplish by raising this issue?

Is it a productive intention (for example, to solve a problem, to help somebody develop themselves) or is it a nonproductive intention (for example, just wanting to make someone feel bad)?

Sometimes, the right thing to do is not to raise the issue at all. If you decide to raise the issue, try shifting into a mode that supports learning and problem solving.

73
Q

Start from the Objective “Third Story”

A

The “Third Story” is the way things happened from the perspective of a disinterested third-party who is aware of the whole situation.

The third story is the best one with which to start a difficult conversation.

It is the most objective and the one with which you are most likely to form a common ground with the other party.

Use this third story to invite the other party to join you as a partner in sorting out the situation together.

74
Q

Explore Their Story and Yours

A

Listen to their story.

Empathize.

Share your story.

Explore how you each perceive the same situation differently.

Reframe the stories from one of blame and accusation to one of learning about how each contributes to the situation and the emotions involved.

75
Q

Problem Solve

A

Invent solutions that meet each side’s most important concerns and interests.

Find ways to continue keeping communications open and taking care of each other’s interests.

76
Q

Ü: PREPARING FOR A DIFFICULT CONVERSATION

A

You may do this as either a writing exercise or a speaking exercise. If you do this as a speaking exercise, you may speak to a friend.

Instructions

  1. Think of a difficult conversation you had in the past, or one that you intend to have in the near future, or one that you should have had but did not.
  2. Either in writing or spoken in a monologue, describe the “three conversations” from your own point of view. The three conversations are: the content conversation (“What happened?”), the feelings conversation (“What emotions are involved?”), and the identity conversation (“What does this say about me?”). The identity conversation almost always involves one of these three questions:
    • Am I competent?
    • Am I a good person?
    • Am I worthy of love?
  3. Now, pretend that you are the other person and describe the three conversations from his or her point of view to the best of your abilities.

If you did this as a speaking exercise with a friend, discuss what it felt like for you in a free-flow conversation.

77
Q

Ü: PRACTICE OF MINDFUL E-MAILING

A
  1. Begin by taking one conscious breath. If this is a particularly sensitive situation, calm your mind with a few minutes of Mindfulness Meditation or Walking Meditation.
  2. Mindfully reflect that on the receiving end, there are one or more human beings. Human beings just like me. If this is a particularly difficult situation, it may be useful to visualize the receiver or receivers in your mind and to engage in a few minutes of the Just Like Me / Loving Kindness exercise.
  3. Write your e-mail.
  4. Before sending, mindfully reflect on the insight that if the emotional context of your message is unclear, the receiver’s brain will just make something up that is likely more negative than you intended. Put yourself in the receiver’s shoes, pretend you know nothing about the sender’s (your) emotional context, pretend also that you have a negative bias, and read your e-mail. Revise your e-mail if necessary.
  5. Take one conscious breath before pressing Send. If this is a particularly delicate situation—for example if you are writing an angry e-mail to your boss or your subordinate—take three slow, conscious breaths before pressing Send. Feel free to change your mind about pressing Send.
78
Q

Meng’s Mantra

A

Love them.

Understand them.

Forgive them.

Grow with them.