Fidelma Collins O Connor CPC & Internal Coach HSE

MINDFUL LEADERSHIP

Staff engagement affects positive patient outcomes

People Strategy Framework 2015-2018

What’s Needed

• Strategic approach- Authentic focus that genuinely prioritizes staff wellbeing and engagement

• Leadership buy- in developing and equipping managers and leaders to balance the demands of wellbeing of staff and productivity …..senior level

champions and ownership is crucial here

What is really happening in our minds?

Automatic pilot

Ruminating.. past future

Why can the conversation go wrong?

Being mindful and aware

• Mindfulness is a form of present moment awareness.

• It is an observation of internal and external experience with an open, non- judgemental and compassionate awareness (Lee 2012).

Misconception

• Misconception -mindfulness bringing peace

• In the west we tend to get hung up on the peace aspect – it not all about the chilling and relaxing

… the clarity aspect is important.

• Practicing being more grounded helps us to wake up to our lives here and NOW

Mindful Exercise

Mindfulness

• Roots are in Buddhism in the East…. it translates as mental development

Mindfulness based stress reduction

Jon Kabatt Zinn was first to incorporate Mindfulness into western clinical setting -Mindfulness based stress reduction ( of 8 weeks duration)

• MBSR 1979 MIT

• Focusing attention on the sensation of the breath, calmed the mind, generated insight and compassion (Allen et al, 2012) 8 wks

Definition

Mindfulness as a process of paying

attention, in a particular way, on purpose,

in the present moment, non

judgementally.

7 Pillars of Mindfulness

Non-Judgemental

Patience

Beginners Mind

Trust Non-

Striving

Acceptance

Letting Go

Mindfulness Evidence

Mindfulness has the capacity to increase individuals coping skills improving mental & physical health

(Baer 2003)

Mindfulness practices have contributed to positive emotions, calmness and increased focus in school children (Reichl & Lawlor 2010)

Incorporating Mindfulness into the workplace may be a powerful approach to leadership. Development of high potentials

(Chaskalson 2011, Glomb, 2011)

It provides clarity by developing leaders ability to be more aware and open. (Lee 2012)

It enhances working memory & attention (Jha & Stanley et al 2010 )

Evidence Mindfulness & leadership

• Giluk 2010 noted Mindfulness is a way of promoting healthy relationships with people in a work environment . They were more adaptive with people

• Stanley 2011 researched military leaders and noted that following mindfulness training leaders reported improved ability to recognise emotion in themselves and others

What companies?

• National Health Service (NHS),

• Google ( high performers)

• Web trading web site Echo Bay Technology Group (eBay)

• Proctor & Gamble • Mindful spaces –Voxpro

• Gas Networks Irl. & Irish Water ( work safe, home safe)

• Changes occur in the Prefrontal Cortex: Increased grey matter density was also found in areas of the prefrontal lobe, which are primarily responsible for executive functioning such as planning, problem solving, and emotion regulation. Regulating emotional responses

• Mindfulness can change neuronal firing in the brain to develop new patterns of emotional regulation and mindset

• Increased grey matter in the Anterior Cingulate Cortex monitor attention conflicts, and allow for more cognitive flexibility.

The Science …..Neuroplasticity

Aim of the Irish research ( Collins O Connor, 2015 )

• Explore the difference in pre and post self reported mindfulness levels in HSE managers following a 4 week introduction to Mindfulness programme

• The FFMQ Five facet Mindfulness questionnaire was used.( 5 facets )

• Mixed method design involving a quantitative and an qualitative phase ( focus groups)

Mindfulness Intervention

Intervention :a 4 week mindfulness programme with some cognitive behavioural strategies consisting of:

Formal & Informal Mindfulness Practices

– breath awareness – sitting meditations – mindful walking – the full body scan – focus -ADL’s – option for journaling

Analysis

• The quantitative data was analysed descriptively. Means and standard deviation were shown. A Pearson’s correlation analysis was performed and paired t tests.

• Results: Participants reported an increase in levels of mindfulness skills post programme with an increase in the ability to observe (observe facet )score being statistically significant (t=2.63 p=0.03).

Qualitative : Many themes emerged

Qualitative data was analysed using Braun and Clark’s (2006) six steps of thematic analysis.

Three main themes emerged

• Opportunity to reflect • Personal & professional relationships

• Being in the present moment

Results from HSE Managers Opportunity to reflect

Observe thought patterns Increased sense of observation Increased acting with awareness Noticing the value of what we are doing Calmer & Non reactive

RELATIONSHIP •More empathy for the pressures that my team were under •Renewed knowledge of when someone was pushing my buttons- less defensive •Recognition of feelings •No preconceived ideas re conversations –open curious •More engaged

BEING IN THE MOMENT

•Being present in the conversation with staff/ client/ children •Regained a sense of control responding rather than reacting •Not as anxious about things •Renewed sense of confidence in ability

Benefits to organisation Clarity of thoughts Being non judgemental Choosing a better emotional response Listening more, aware of presence Paying more attention & impact of that , Noticing the value of connection More equipped to deal with challenges Improved relationships

Often there is a Paradox of control

In charge but not in control

24

People.

Sometimes the reality can be !!!!!!!!!!!!!!

Core Values underpinning Nursing & Midwifery in Ireland.

Business case for Wellness programmes with Mindfulness

• Benefits for employers and employees in personal

and professional relationships • Active participation... more then just meeting

legislative requirements • Paying attention to what we do is crucial for the

culture

Mindful moments in your day

• What it does take though, is practice. Practice to

change the steady habits of the mind…

References • Bunting, M. (2016). The Mindful Leader; 7 Practices for transforming leadership , your organisation, your life. Wiley & Sons.

Austrailia. • Chaskalson, M. (2011). The mindful workplace: developing resilient individuals and resonant organizations with MBSR.

England. John Wiley & Sons. • Crane, R. (2013). Mindfulness-based cognitive therapy: Distinctive features. London. Routledge. • Giluk, T.L. ( 2010) Mindfulness based stress reduction facilitating work outcomes through experienced affect and high

quality relationships. PhD. (Doctor of Philosophy) thesis. University of Iowa Research online. http://ir.uiowa.edu/etd/674. • Hölzel, B. K., Carmody, J., Vangel, M., Congleton, C., Yerramsetti, S. M., Gard, T., & Lazar, S. W. (2011). Mindfulness

practice leads to increases in regional brain grey matter density. Psychiatry Research: Neuroimaging, 191(1), 36-43.DOI: 10.1016/j.pscychresns.2010.08.006

• Irving, J. A., Dobkin, P. L., & Park, J. (2009). Cultivating mindfulness in health care professionals: A review of empirical studies of mindfulness-based stress reduction (MBSR). Complementary therapies in clinical practice. 15(2), 61-66. DOI:10.1016/j.ctcp.2009.01.002

• Jha, A. P., Stanley, E. A., Kiyonaga, A., Wong, L., & Gelfand, L. (2010). Examining the protective effects of mindfulness training on working memory capacity and affective experience. Emotion, 10(1), 54.DOI: 10.1037/a0018438.

• Kabat Zinn. J. ( 1990). Full catastrophe Living. Using the wisdom of your body and mind to ace stress, pain and illness. New York. Delacorte.

• O Donovan, H. ( 2015) Mindful walking Walk your way to physical and mental health. Ireland. Hachette Books • Stanley, E. A. (2010). Neuroplasticity, mind fitness, and military effectiveness. Chapter18. Bio-inspired innovation and

national security,.257-279.

Fidelma.collinsoconnor@hse.ie

Fidelma Collins O’Connor