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La mente del líder: Cómo liderarte a ti mismo, a tu gente y a tu organización para obtener resultados extraordinarios
Los líderes exitosos del siglo XXI situarán en el centro a las personas y enfocarán sus capacidades tanto en el progreso económico como en la creación de una sociedad próspera y sostenible.
La propuesta de este libro representa un cambio radical en la concepción de lo que se necesita para ser un líder eficaz, ofreciendo una solución práctica y contundente a los desafíos de compromiso y participación que requieren las organizaciones.
Sus contenidos se basan en más de 15 años de investigación y entrevistas a decenas de miles de directivos de grandes empresas internacionales.
Más que modelos teóricos, la obra presenta reflexiones y propuestas sobre cómo debe ser este nuevo liderazgo y orientar sobre la mejor forma de entrenar, mejorar y potenciarlo.
El nuevo líder ha de basarse en tres actitudes mentales fundamentales: la atención, la generosidad y la compasión, y ha de ayudar a sus empleados a encontrar en la realización de su trabajo, un sentido un propósito, una conexión y una felicidad auténticos.
"La Mente del Líder ha sabido captar los valores esenciales del liderazgo del siglo XXI: ser consciente, generoso y compasivo. Aplicando esas cualidades conseguimos involucrar a nuestra gente y aportar más valor a nuestros clientes".
Dominic Barton, Socio Director Global, McKinsey & Company
"Una guía práctica para las empresas actuales que desean desarrollar sus capacidades de liderazgo y quieran lograr la implicación tanto de las mentes como de los corazones de sus trabajadores".
Kathleen Hogan, Director de Personal, Microsoft
"El modo en que los líderes se comunican, se relacionan y se muestran ante sus equipos nunca ha sido tan importante. Crear un equipo y un entorno donde la gente pueda desarrollar bien su trabajo es el mayor reto de un líder, a quien también se le exige que mejore el rendimiento de su equipo a través de un liderazgo innovador. La Mente del Líder ofrece importantes reflexiones y puntos de vista que nos muestran el camino a seguir para que todo esto suceda""
Francine Katsoudas, Vicepresidente Sénior y Director de Personal, Cisco
"La Mente del Líder va más allá del exagerado interés que hoy en día existe por el mindfulness al ofrecernos ejemplos del mundo real de líderes que no sólo inspirarán al lector, sino que también invitan a cultivar cualidades decisivas del liderazgo, como son la generosidad y la compasión. Conseguir el clima adecuado para que las personas encuentren un significado, un propósito y un sentido de pertenencia e integración se ha convertido en el rasgo distintivo de las organizaciones exitosas y comprometidas".
Loren I. Shuster, Director de Personal, LEGO Group
"En La Mente del Líder, Hougaard y Carter se basan en años de investigación para demostrar que el tradicional estilo vertical de liderazgo ya no funciona. Los líderes exitosos del mañana situarán en el centro a las personas y enfocarán sus capacidades tanto en el progreso económico como en la creación de una sociedad próspera y sostenible.
320 pages, Kindle Edition
First published March 13, 2018
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August 24, 2019
An accurate title for this book would be “Mindfulness in Leadership”, as it is very focused on how mindfulness helps in management roles and for self-improvement at work. The concept is pretty good, and is based on what the author calls “MSC”: mindfulness, selflessness and compassion. Since the S and C in the framework come largely through mindfulness practice, they’re derivative in the proposed approach. The book advocated the importance of being present when working, when talking to others, about being focused and how it improves performance and reduces stress alike.
It’s all very nice, but the book is dull. It feels like my undergraduate thesis. Book is very rigidly structured, with 3 parts—on yourself, your team and your organisation—repeatedly applying MSC approach in every chapter. Each chapter has sections, and every section tell some anecdote, some nice quote or some far-fetched argument to prove some point. Absolute zero personality, or know-hows or ways to overcome problems on the way. Just do mindfulness practices, and here are 1000 reasons why. Sometimes these reasons are backed by research or other sources. Sometimes they are far-fetched and don’t really match the linked source. And sometimes the reasoning deteriorates into this:
R-r-r-r-right. Wait, what?
Author also relies very much on what his interviewed CEOs and other exec say, not do. “95% CEOs say personal connections are important!” “80% said they could use more mindfulness in their work!”. Mhm. Book often references Accenture, a global consultancy company, as a place driving mindfulness approach. I worked there. For example:
Em, 30% increase in focus? 34% in mental clarity? What’s that? A daily survey asking “rate your mental clarity today”? It’s a load of crap, and there’s lots of it in the book. Hardly a word of what’s said about Accenture’s focus on calm and purposeful work can actually be true for ~300k people on the bottom layers of the hierarchy, hacking away 60h weeks delivering unrealistic managers’ promises.
Good idea, poor execution. Can’t recommend the book to anyone, but then again, I see people liking it a lot. Not my cup of tea, but may well be yours.
It’s all very nice, but the book is dull. It feels like my undergraduate thesis. Book is very rigidly structured, with 3 parts—on yourself, your team and your organisation—repeatedly applying MSC approach in every chapter. Each chapter has sections, and every section tell some anecdote, some nice quote or some far-fetched argument to prove some point. Absolute zero personality, or know-hows or ways to overcome problems on the way. Just do mindfulness practices, and here are 1000 reasons why. Sometimes these reasons are backed by research or other sources. Sometimes they are far-fetched and don’t really match the linked source. And sometimes the reasoning deteriorates into this:
“In other words, when we get too busy, our attention goes to our head, rather than to our heart. The Chinese word for busyness illustrates this; it consists of two characters, one meaning “killing” and the other, “heart.” When we get too busy, we lose our heart.”
R-r-r-r-right. Wait, what?
Author also relies very much on what his interviewed CEOs and other exec say, not do. “95% CEOs say personal connections are important!” “80% said they could use more mindfulness in their work!”. Mhm. Book often references Accenture, a global consultancy company, as a place driving mindfulness approach. I worked there. For example:
“Accenture is a hyperkinetic, hypercompetitive organization of more than 425,000 people serving clients 24/7. It’s an always-on, high-pressure, high-impact consultancy environment where attention is constantly under siege. Attention to detail, attention to the client, and attention on the task determines the success of consultants and staff.
As a result, they started offering mindfulness training programs to teams and individuals to create a more mindful performance culture. How well did these programs work? Accenture evaluated results from their offices across twenty countries in Europe and the Americas and found a 30 percent increase in focus, a 25 percent increase in prioritization skills, a 34 percent increase in mental clarity, and a 23 percent decrease in multitasking behaviors”
Em, 30% increase in focus? 34% in mental clarity? What’s that? A daily survey asking “rate your mental clarity today”? It’s a load of crap, and there’s lots of it in the book. Hardly a word of what’s said about Accenture’s focus on calm and purposeful work can actually be true for ~300k people on the bottom layers of the hierarchy, hacking away 60h weeks delivering unrealistic managers’ promises.
Good idea, poor execution. Can’t recommend the book to anyone, but then again, I see people liking it a lot. Not my cup of tea, but may well be yours.
January 11, 2021
Siit tuleb minu elu kõige pikem raamatuarvustus. Ma pole siiani veel mitte ühelegi raamatule pannud vahele nii palju järjehoidjaid ega nii palju alla jooninud, kui selles. Kavatsen sellest saadud mõtetega kindlasti täiendada ka oma juhtimisalaseid loenguid.
Seda raamatut lugema hakates tekkis aga alguses siiski väike tõrge, sest tundus, et loen iseenda mõtteid ja hakkasin hetkeks kahtlema, kas tahan oma mõtetele üldse kinnitust saada. Otsustasin siiski, et ei peida pead liiva alla ja ei hakka ennast painutama nende juhtide järgi, kes samamoodi ei mõtle ja harin end julgelt edasi, et olla ja jääda kaasaegseid põhimõtteid järgivaks kolleegiks kõigile neile, kellega kokku puutun.
Juba sissejuhatuses on kirjas see, mida ühelt tänapäevaselt juhtimisraamatult eeldan – et täna otsivad töötajad aina enam oma tööle tähendusi, inimlikku sidet ja tõelist õnnetunnet (lk 17). Sest kõiki inimesi kihutavad tagant põhivajadused ning soov anda ühiskonda oma väärikas panus. Inimesed, kes lähevad kontorist koju rahulolutundega, tahavad sinna ka tagasi tulla ja keeruliste tööülesannete lahendamisega vaeva näha (lk 24).
See kõik aga eeldab isetut juhtimist – juhti, kes saab aru, et ta ei tohi oma inimestele takistuseks saada (lk 30). Juhti, kelle isetus on segu enesekindlusest ja tagasihoidlikust soovist olla teistele kasulik. Ning et isetusega kasvab usaldus, kuna meie tegevusel pole mingeid varjatud eesmärke (lk 31).
Eriti vale on arvata, nagu isetus ja kaastundlikkus jätaks juhist nõrga ja emotsionaalse mulje – see on ärimaailmas levinud, kuid aegunud paradigma (lk 36). Siin tuuakse välja ka ühe uuringu tulemus, et küsitletud juhtidest 92% arvavad, et kaastundlikkus on juhtimises tähtis, aga nad ei tea, kuidas oma kaastunnet suurendada. Nii on siin mitu näidet, kus ettevõtte juht püüab järgida kõiki reegleid ja paika pandud strateegiat, aga tema töötajad muutuvad aina rahulolematumaks. Põhjuseks tuuakse, et juht ei tundnud iseennast ega osanud sellepärast ka teisi juhtida. Lisaks peeti teda ebasiiraks (lk 47).
Huvitav on siin raamatus ka see, kuidas inimesed õnne tajuvad. See on sama, mis suhtelise vaesusega, kus tegelikult keegi ei pruugigi väga vaene olla, aga inimesed tunnevad end vaestena teistega võrreldes, sest teised on lihtsalt väga rikkad. Siin raamatus küsitakse nii:
* Teie elate nii, et teenite 50000 dollarit aastas, samas kui teised inimesed teenivad 25000 dollarit.
* Teie elate nii, et teenite 100000 dollarit aastas, samas kui teised inimesed teenivad aastas 250000 dollarit.
Kumba olukorda eelistate? (lk 62)
See võib tunduda uskumatuna, aga enamus vastajaid eelistab esimest olukorda teisele, ehk siis valivad pigem väiksema sissetuleku, peaasi, et see oleks teiste omast poole suurem. Vaatamata sellele, et 100000 dollarit on poole rohkem kui 50000 dollarit. Minu jaoks näitab see, kui kahjulik on igasugune teistega võrdlemine – ka juht peaks lähtuma ennekõike inimese tööpanusest, mitte sellest, palju ta ise palka saab või millised on kusagil teistes ettevõtetes palgad.
Väga huvitav oli ka „mina” probleem. Ma olen enda puhul märganud, et näiteks kui annan välja uue raamatu, siis kipun ikka ütlema „meie raamat”, kuigi see tegelikult on peamiselt minu oma, kuna on 100% minu kirjutatud. Vahel pean lausa parandama end, et suuta öelda „minu”. Siin raamatus on minakeskset kõnet seostatud inimese egoga. Mida suurem on inimese ego, seda rohkem ta kasutab asesõnu „mina”, „mind” ja „minu”. Mul oli ausalt öeldes rõõm saada kinnitust, et olen enamasti siiski „meie”-inimene ja seepärast ka mitte väga suure egoga. Miks on ego kahjulik? Sest ta ahendab inimese nägemisvälja (lk 97). Ja mis veel eriti huvitav – suur ego muudab inimese manipuleeritavaks. Kui alluvad saavad aru, et juhil on suur ego ja talle on ülioluline olla kõigist targem ja parem, siis on teistel temaga märksa lihtsam manipuleerida. Sest selline ego vajab paitusi ja kui vajutad õigele nupule, siis selline juht on kohe pimestatud kiitusest. Ausalt öeldes pole ma isegi osanud sellele varem mõelda, aga ehk oleks mõnega selline kiitusetaktika isegi hea kasutada, et inimesega paremini läbi saada :) Kui sul on juht, kes on suure egoga ja näitab seda ka alailma välja, siis tead, millisele nupule vajutada, kui midagi temaga saavutada vaja ;) Ma muidugi pole kindel, et ise sedasi suudaksin, sest ma pole eriti oskuslik teeskleja. Aga see näitab, et kui juht jääb võimuiha kütkesse, siis kaob tal kontroll käest (lk 99). Ego rikub inimese käitumist ja paneb teda tegutsema oma väärtushinnangute vastaselt.
Välja on toodud ka see, et juhid, kellel enesekindlust napib, kipuvad tööle võtma inimesi, kes on neist rumalamad; inimesi, keda saab mõjutada ja manipuleerida (lk 102). Olen sellist asja ise kunagi lähedalt näinud, kus üks juhtidest püüdis mind veenda, et ärme võta tööle rootsi keele oskajat, siis jääb meile rohkem võimu. Ei see ei olnud selles ettevõttes, kus praegu töötan, kogesin seda 90ndate keskpaigas ühel varasemal töökohal. Tegemist oli rootslaste ettevõttega ja see mees tahtis, et peale meie kahe ei saaks keegi omanikega nende omas keeles rääkida. On vist ülearune lisada, et seda ettevõtet tänaseks enam ei eksisteeri. Kui panna töötajate värbamisele selline iseenda egost lähtuv piirang, siis see pole kohe kindlasti ettevõtte huvides. Juht peab julgema värvata endast targemaid, kui ta tahab, et ettevõte areneks ja kasvaks. Lisaks peab juht nägema positiivselt seda, kui keegi temaga eriarvamusele jääb ja julgeb selle eest ka seista – sest inimesed, kes julgevad jääda oma ülemusega eriarvamusele, aitavad luua töökultuuri, mida iseloomustab positiivne teisitimõtlemine ja produktiivne avatus (lk 102). Nii tekib tõhusam koostöö, paremad tulemused ja parem kasvuvõimalus.
Aga väga palju rõhutatakse siin raamatus ikkagi juhi enesekindlust. Kui räägitakse isetu juhtimise olulisusest, siis rõhutatakse, et edukaks juhtimiseks on vaja seda kombineerida just tugeva enesekindlusega (lk 104). Hea juht on pühendunud oma inimeste ja organisatsiooni heaolule ega tegele kiituse tagaajamisega (lk 105).
Raamatus on ka soovitused, kuidas harjutada lahkust. Näiteks tuuakse siin välja, kuidas ühes suures advokaadibüroos jurist, keda oli õpetatud olema kriitiline ning võitlema selle eest, et tal oleks „alati õigus” (nii nagu kohtus vaja), lõi oma suhtumisega töökultuuri, kus kõik omavahel võistlesid ja püüdsid teistest paremad olla (lk 122). Aga ettevõtte juhil on vaja hoopis teistsuguseid töövõtteid kui juristil.
Lisaks hoiatatakse siin inimestesse eelarvamusega suhtumise eest. Juhi jaoks võib probleemiks saada see, et oma töötajaid ei nähta mitte sellistena, nagu nad on, vaid sellistena nagu ise ollakse (lk 134). Ma olen tegelikult alati arvanud, et kui keegi suudab kellestki väga halvasti mõelda, kahtlustada teda pettuses või muus halvas, siis peab ta ilmselt ise olema kõigeks selleks suuteline. Hea inimene ei tuleks ju selle pealegi, et kellestki halba mõelda, kui selleks pole konkreetselt põhjust antud.
Palju tähelepanu pööratakse siin raamatus ka tunnetele – et tunded ei ole head ega halvad, nad on lihtsalt normaalse inimtegevuse ja suhtluse osa (lk 140). Seetõttu on juhtidel oluline teiste tundeid mõista. Lisaks on emotsioonid universaalsed ja nakkavad. See tähendab, et viha tekitab viha ja usaldamatus usaldamatust. Ja rõõm ning lahkus ja positiivne hoiak tekitab omakorda kõiki neid positiivseid asju. Kumb on juhile kasulikum? Kindlasti mitte negatiivsuse levik. Siin on lausa öeldud, et rõõmsal juhil on produktiivsusele positiivne mõju (lk 141).
Ja siis üks olulisemaid asju töökeskkonnas – usaldus. Usaldusel on oluline mõju töötaja tegevuse eesmärgipärasusele, pühendumusele ja töötulemustele (lk 159). Uuringud on näidanud, et ettevõtted, kus usalduse tase on kõrge, on tunduvalt produktiivsemad võrreldes nendega, kus juht või kolleegid kedagi pidevalt milleski kahtlustavad. Ka ettevõtete juhid peavad usaldust oluliseks – ühe uuringu tulemus näitab, et 55% juhtidest peab usalduse puudumist oma ettevõtte kasvule ohuks. Lisaks on töösuhted üksteist usaldades palju ladusamad ja lihtsamad – sul pole vaja pidevalt kedagi veenda oma heades kavatsustes. Kui sind usaldatakse, siis usaldatakse ka sinu arvamusi, lisaks vähendab usalduslik õhkkond ka bürokraatiat. Kui usaldust napib, hakatakse korraldama koosolekuid, kus loetakse töötajatele sõnu peale või tehakse alailma mingeid juhiseid, et kõik nendest lähtuksid. Kui üksteist usaldatakse ja saadakse aru, et töötatakse ühise eesmärgi nimel, siis jääb kogu selline bürokraatia ära. Mõtlesin enda ettevõtte peale, et mul pole aastaid oma kunstnikuga olnud mingeid probleeme, kuigi oleme alati tema autoritasus vaid suuliselt või FBs kokku leppinud. Tema teab, et ma pean oma sõna ja mina tean, et saan teda usaldada, kui oleme milleski kokku leppinud. Alles nüüd viimase raamatu tegemisel sõlmisin temaga ametliku lepingu, kuna see oli vaja saata kolmandale osapoolele, muidu poleks seda vaja olnud. Väga lihtne on nii töötada, kui sõna loeb.
Usaldusega seoses rõhutatakse ka seda, kui oluline on olla siiras. Kui juht räägib ühele üht ja teisele teist ja veelgi hullem, kui jääb mingi valega vahele, siis on teda edaspidi väga raske usaldada. Minu jaoks on see paraku ka üks ülioluline kriteerium inimeste juures, sest ausus on midagi, mis kuulub inimese põhiväärtuste hulka. Valel on pealegi lühikesed jalad, nii et juhil ei maksa eeldada, et alluvad omavahel ei suhtle ja nii tulebki vale kiiresti välja – ja mis usaldusest siis enam juttu saab olla.
Leheküljel 163 on tsiteeritud Vana-Hiina filosoofi Lao Tzu’d: „Parim juht on see, kellest inimesed peaaegu midagi ei tea, ning kui tema töö saab tehtud ja eesmärk täidetud, ütlevad nad: „Me tegime seda ise!”” Sest juhi töö on teenida, mitte valitseda (lk 164). Väga ohtlik on ettevõttele, kui juhi ego võtab valitsemise üle, sest siis hakkab kõik keerlema juhi võimu ümber, mitte inimeste ja organisatsiooni, kelle huvides peaks tegelikult töötama.
Välja tuuakse ka see, et isetu juhtimise üks peamisi takistusi on hirm (lk 168). Hirm, et ei suudeta olla edukad. Hirm, et keegi istub sulle pähe. Hirm, et keegi ei kuuletu. Kui sellised hirmud hakkavad juhtimist segama, siis tuleb juhil endaga tõsiselt tegelda, et need kaoksid – vastasel korral kannatavad tulemused. Kui juht tunneb, et ta on teistest kõrgema staatusega, siis tekitab see lõhe ja jällegi tulemused kannatavad – seepärast soovitavad autorid staatusest loobuda (lk 174).
Varasematest juhtimisalastest raamatutest olen lugenud, kuidas juhi positsioonil inimeste empaatiavõime väheneb – ka siin on see välja toodud ja öeldakse, et see käib kaasas aju muutustega (lk 183). Just sellepärast soovitatakse harjutada kaastundlikku juhtimist. Mis on kaastunde tunnus? Peamiselt soov, et teised oleksid õnnelikud. Kui sa juhina käitud nii, et püüad luua teistele hea ja õnneliku töökeskkonna, siis oledki juba juhina õnnestunud. Seega tuleb selleks, et sinu kaasteelised oleksid õnnelikud, suhtuda neisse piisava kaastunde ja mõistmisega (lk 193). Selline suhtumine viib peast ka kõik negatiivsed mõtted, kui neid peaks kolleegidega seoses olema. Teiste eest hoolitsemine on äristrateegia tuum. Ma sain alles seda raamatut lugedes aru, miks ma nii tugevalt meie ettevõtte kadunud omanikuga seotud olen – ta vastas kõigile neile kriteeriumitele, mis kaastundliku ja hooliva juhtimisega kaasas käivad.
Inimkesksed organisatsioonid väärtustavad eelkõige inimesi, sest just nendest sõltub ettevõtte edu (lk 207). See on sellepärast nii, et kui inimesed tunnevad, et neist hoolitakse, siis töötavad nad palju paremini. Siis tahavad nad anda oma panuse, sest peavad seda oluliseks. Nii lihtne, aga ometi sageli nii raske täita.
Leheküljel 206 on ka üks hoiatus, et kui ettev��tte peamine eesmärk on aktsionäride jõukus, siis kipuvad juhtkonna otsused teenima lühiajalist, mitte pikaajalist kasu, sest see tuleb enamasti töötajate arvelt. Kui tahetakse saada pikaajalisi tulemusi, siis tuleb töötajad aktsionäridest ettepoole seada – nii töötavad nad paremini ja just see ongi aktsionäride huvides. Hierarhial, staatusel ja egol ei ole eluterves organisatsioonis kohta (lk 232).
Millised on isetu töökultuuri tunnused? Esiteks rohkem konstruktiivseid arutelusid ja vähem klatši (lk 233). Oluline on, et juht ei kardaks vabandust paluda, kui on eksinud ega kardaks ka oma vigu tunnistada, sest see kõik nõuab julgust ja on seetõttu tugevuse, mitte nõrkuse ilming. Lisaks tuleb osata olla tänulik kõigile neile inimestele, kes igapäevaselt selle nimel töötavad, et ettevõttel hästi läheks. Ükski juht ei tee ju üksinda mitte midagi. Väidetakse lausa, et tänutunne kasvatab samuti produktiivsust (lk 233).
Usaldusest rääkides on huvitav see, et kui alluvad tajuvad, et juht nendest päriselt hoolib, siis tekib usaldus iseenesest (lk 248). Ja et kõrge usaldustasemega organisatsioonil on madala usaldustasemega organisatsiooni ees olulised eelised (lk 249). Madala usaldustaseme korral hakatakse rajama kontrollimehhanisme ja koostama eeskirju, aga oluline on seejuures teada, et kontroll mõjutab meid ka neuroloogilisel tasemel, vormides nii mõttelaadi kui ka kogu töökultuuri (lk 250). Inimesed, kes tajuvad pidevat kontrolli, töötavad halvemini, samas kui usalduse tajumine paneb liikuma eduspiraali. Nii nagu usaldus on nakkav, nii on nakkav ka umbusk, aga ettevõtte tulemuste parandamiseks on oluline tõsta just usalduse taset. Selle juures on ka oluline, et sõnad ja teod kokku langeksid, sest kui ei lange, siis usaldus hävib.
Hästi meeldis mulle siin raamatus jutt sellest, et mitte ükski inimene ei tõuse hommikul voodist kavatsusega teha teistele halba. Et mitte keegi meist ei taha ju kannatusi (lk 255). Samas iga konflikt või sõda inimeste ajaloos on alguse saanud kellegi peast (lk 257). Minu mõte liikus seda lugedes muidugi kohe sellele, et peaaegu kõik sõjad on algatanud mehed, nii et meestel on egoga ilmselgelt juba läbi ajaloo suuremad probleemid kui naistel.
Raamatu lõpus on väga huvitav kokkuvõte meie praegusest olukorrast maailmas – kliimamuutustest näiteks. Et inimestel on raske uskuda abstraktseid väiteid. Näiteks kui sinu poole kihutab veoauto, siis mida sa teed? Hüppad eemale, et ellu jääda. Aga kui sulle räägitakse, et osoonikiht õheneb ja süsinikdioksiidi tase põhjustab muutusi kliimas, mis ka meid kõiki siin Maal mõjutab, siis enamus ei võta midagi ette ja lasevad sellel kliimamuutusel sisuliselt endast üle rullida. Kihutava veoki puhul tekib automaatne „võitle-või-põgene” reaktsioon, kliimamuutuste puhul aga mitte, sest meie amügdalas aeglane muutus seda kiiret reaktsiooni ei käivita (lk 257).
Siin raamatus on läbivalt mitmeid harjutusi, mida juht saab teha, et parandada oma keskendumisvõimet, et suurendada kaastunnet ja isetust. Neid harjutusi ma ei viitsinud läbi teha, sest ei tunne hetkel, et neid vajaksin :) Pigem pean taltsutama oma empaatiat, sest näen, et ennekõike võib see mulle segajaks saada otsuste tegemisel.
Seda raamatut lugema hakates tekkis aga alguses siiski väike tõrge, sest tundus, et loen iseenda mõtteid ja hakkasin hetkeks kahtlema, kas tahan oma mõtetele üldse kinnitust saada. Otsustasin siiski, et ei peida pead liiva alla ja ei hakka ennast painutama nende juhtide järgi, kes samamoodi ei mõtle ja harin end julgelt edasi, et olla ja jääda kaasaegseid põhimõtteid järgivaks kolleegiks kõigile neile, kellega kokku puutun.
Juba sissejuhatuses on kirjas see, mida ühelt tänapäevaselt juhtimisraamatult eeldan – et täna otsivad töötajad aina enam oma tööle tähendusi, inimlikku sidet ja tõelist õnnetunnet (lk 17). Sest kõiki inimesi kihutavad tagant põhivajadused ning soov anda ühiskonda oma väärikas panus. Inimesed, kes lähevad kontorist koju rahulolutundega, tahavad sinna ka tagasi tulla ja keeruliste tööülesannete lahendamisega vaeva näha (lk 24).
See kõik aga eeldab isetut juhtimist – juhti, kes saab aru, et ta ei tohi oma inimestele takistuseks saada (lk 30). Juhti, kelle isetus on segu enesekindlusest ja tagasihoidlikust soovist olla teistele kasulik. Ning et isetusega kasvab usaldus, kuna meie tegevusel pole mingeid varjatud eesmärke (lk 31).
Eriti vale on arvata, nagu isetus ja kaastundlikkus jätaks juhist nõrga ja emotsionaalse mulje – see on ärimaailmas levinud, kuid aegunud paradigma (lk 36). Siin tuuakse välja ka ühe uuringu tulemus, et küsitletud juhtidest 92% arvavad, et kaastundlikkus on juhtimises tähtis, aga nad ei tea, kuidas oma kaastunnet suurendada. Nii on siin mitu näidet, kus ettevõtte juht püüab järgida kõiki reegleid ja paika pandud strateegiat, aga tema töötajad muutuvad aina rahulolematumaks. Põhjuseks tuuakse, et juht ei tundnud iseennast ega osanud sellepärast ka teisi juhtida. Lisaks peeti teda ebasiiraks (lk 47).
Huvitav on siin raamatus ka see, kuidas inimesed õnne tajuvad. See on sama, mis suhtelise vaesusega, kus tegelikult keegi ei pruugigi väga vaene olla, aga inimesed tunnevad end vaestena teistega võrreldes, sest teised on lihtsalt väga rikkad. Siin raamatus küsitakse nii:
* Teie elate nii, et teenite 50000 dollarit aastas, samas kui teised inimesed teenivad 25000 dollarit.
* Teie elate nii, et teenite 100000 dollarit aastas, samas kui teised inimesed teenivad aastas 250000 dollarit.
Kumba olukorda eelistate? (lk 62)
See võib tunduda uskumatuna, aga enamus vastajaid eelistab esimest olukorda teisele, ehk siis valivad pigem väiksema sissetuleku, peaasi, et see oleks teiste omast poole suurem. Vaatamata sellele, et 100000 dollarit on poole rohkem kui 50000 dollarit. Minu jaoks näitab see, kui kahjulik on igasugune teistega võrdlemine – ka juht peaks lähtuma ennekõike inimese tööpanusest, mitte sellest, palju ta ise palka saab või millised on kusagil teistes ettevõtetes palgad.
Väga huvitav oli ka „mina” probleem. Ma olen enda puhul märganud, et näiteks kui annan välja uue raamatu, siis kipun ikka ütlema „meie raamat”, kuigi see tegelikult on peamiselt minu oma, kuna on 100% minu kirjutatud. Vahel pean lausa parandama end, et suuta öelda „minu”. Siin raamatus on minakeskset kõnet seostatud inimese egoga. Mida suurem on inimese ego, seda rohkem ta kasutab asesõnu „mina”, „mind” ja „minu”. Mul oli ausalt öeldes rõõm saada kinnitust, et olen enamasti siiski „meie”-inimene ja seepärast ka mitte väga suure egoga. Miks on ego kahjulik? Sest ta ahendab inimese nägemisvälja (lk 97). Ja mis veel eriti huvitav – suur ego muudab inimese manipuleeritavaks. Kui alluvad saavad aru, et juhil on suur ego ja talle on ülioluline olla kõigist targem ja parem, siis on teistel temaga märksa lihtsam manipuleerida. Sest selline ego vajab paitusi ja kui vajutad õigele nupule, siis selline juht on kohe pimestatud kiitusest. Ausalt öeldes pole ma isegi osanud sellele varem mõelda, aga ehk oleks mõnega selline kiitusetaktika isegi hea kasutada, et inimesega paremini läbi saada :) Kui sul on juht, kes on suure egoga ja näitab seda ka alailma välja, siis tead, millisele nupule vajutada, kui midagi temaga saavutada vaja ;) Ma muidugi pole kindel, et ise sedasi suudaksin, sest ma pole eriti oskuslik teeskleja. Aga see näitab, et kui juht jääb võimuiha kütkesse, siis kaob tal kontroll käest (lk 99). Ego rikub inimese käitumist ja paneb teda tegutsema oma väärtushinnangute vastaselt.
Välja on toodud ka see, et juhid, kellel enesekindlust napib, kipuvad tööle võtma inimesi, kes on neist rumalamad; inimesi, keda saab mõjutada ja manipuleerida (lk 102). Olen sellist asja ise kunagi lähedalt näinud, kus üks juhtidest püüdis mind veenda, et ärme võta tööle rootsi keele oskajat, siis jääb meile rohkem võimu. Ei see ei olnud selles ettevõttes, kus praegu töötan, kogesin seda 90ndate keskpaigas ühel varasemal töökohal. Tegemist oli rootslaste ettevõttega ja see mees tahtis, et peale meie kahe ei saaks keegi omanikega nende omas keeles rääkida. On vist ülearune lisada, et seda ettevõtet tänaseks enam ei eksisteeri. Kui panna töötajate värbamisele selline iseenda egost lähtuv piirang, siis see pole kohe kindlasti ettevõtte huvides. Juht peab julgema värvata endast targemaid, kui ta tahab, et ettevõte areneks ja kasvaks. Lisaks peab juht nägema positiivselt seda, kui keegi temaga eriarvamusele jääb ja julgeb selle eest ka seista – sest inimesed, kes julgevad jääda oma ülemusega eriarvamusele, aitavad luua töökultuuri, mida iseloomustab positiivne teisitimõtlemine ja produktiivne avatus (lk 102). Nii tekib tõhusam koostöö, paremad tulemused ja parem kasvuvõimalus.
Aga väga palju rõhutatakse siin raamatus ikkagi juhi enesekindlust. Kui räägitakse isetu juhtimise olulisusest, siis rõhutatakse, et edukaks juhtimiseks on vaja seda kombineerida just tugeva enesekindlusega (lk 104). Hea juht on pühendunud oma inimeste ja organisatsiooni heaolule ega tegele kiituse tagaajamisega (lk 105).
Raamatus on ka soovitused, kuidas harjutada lahkust. Näiteks tuuakse siin välja, kuidas ühes suures advokaadibüroos jurist, keda oli õpetatud olema kriitiline ning võitlema selle eest, et tal oleks „alati õigus” (nii nagu kohtus vaja), lõi oma suhtumisega töökultuuri, kus kõik omavahel võistlesid ja püüdsid teistest paremad olla (lk 122). Aga ettevõtte juhil on vaja hoopis teistsuguseid töövõtteid kui juristil.
Lisaks hoiatatakse siin inimestesse eelarvamusega suhtumise eest. Juhi jaoks võib probleemiks saada see, et oma töötajaid ei nähta mitte sellistena, nagu nad on, vaid sellistena nagu ise ollakse (lk 134). Ma olen tegelikult alati arvanud, et kui keegi suudab kellestki väga halvasti mõelda, kahtlustada teda pettuses või muus halvas, siis peab ta ilmselt ise olema kõigeks selleks suuteline. Hea inimene ei tuleks ju selle pealegi, et kellestki halba mõelda, kui selleks pole konkreetselt põhjust antud.
Palju tähelepanu pööratakse siin raamatus ka tunnetele – et tunded ei ole head ega halvad, nad on lihtsalt normaalse inimtegevuse ja suhtluse osa (lk 140). Seetõttu on juhtidel oluline teiste tundeid mõista. Lisaks on emotsioonid universaalsed ja nakkavad. See tähendab, et viha tekitab viha ja usaldamatus usaldamatust. Ja rõõm ning lahkus ja positiivne hoiak tekitab omakorda kõiki neid positiivseid asju. Kumb on juhile kasulikum? Kindlasti mitte negatiivsuse levik. Siin on lausa öeldud, et rõõmsal juhil on produktiivsusele positiivne mõju (lk 141).
Ja siis üks olulisemaid asju töökeskkonnas – usaldus. Usaldusel on oluline mõju töötaja tegevuse eesmärgipärasusele, pühendumusele ja töötulemustele (lk 159). Uuringud on näidanud, et ettevõtted, kus usalduse tase on kõrge, on tunduvalt produktiivsemad võrreldes nendega, kus juht või kolleegid kedagi pidevalt milleski kahtlustavad. Ka ettevõtete juhid peavad usaldust oluliseks – ühe uuringu tulemus näitab, et 55% juhtidest peab usalduse puudumist oma ettevõtte kasvule ohuks. Lisaks on töösuhted üksteist usaldades palju ladusamad ja lihtsamad – sul pole vaja pidevalt kedagi veenda oma heades kavatsustes. Kui sind usaldatakse, siis usaldatakse ka sinu arvamusi, lisaks vähendab usalduslik õhkkond ka bürokraatiat. Kui usaldust napib, hakatakse korraldama koosolekuid, kus loetakse töötajatele sõnu peale või tehakse alailma mingeid juhiseid, et kõik nendest lähtuksid. Kui üksteist usaldatakse ja saadakse aru, et töötatakse ühise eesmärgi nimel, siis jääb kogu selline bürokraatia ära. Mõtlesin enda ettevõtte peale, et mul pole aastaid oma kunstnikuga olnud mingeid probleeme, kuigi oleme alati tema autoritasus vaid suuliselt või FBs kokku leppinud. Tema teab, et ma pean oma sõna ja mina tean, et saan teda usaldada, kui oleme milleski kokku leppinud. Alles nüüd viimase raamatu tegemisel sõlmisin temaga ametliku lepingu, kuna see oli vaja saata kolmandale osapoolele, muidu poleks seda vaja olnud. Väga lihtne on nii töötada, kui sõna loeb.
Usaldusega seoses rõhutatakse ka seda, kui oluline on olla siiras. Kui juht räägib ühele üht ja teisele teist ja veelgi hullem, kui jääb mingi valega vahele, siis on teda edaspidi väga raske usaldada. Minu jaoks on see paraku ka üks ülioluline kriteerium inimeste juures, sest ausus on midagi, mis kuulub inimese põhiväärtuste hulka. Valel on pealegi lühikesed jalad, nii et juhil ei maksa eeldada, et alluvad omavahel ei suhtle ja nii tulebki vale kiiresti välja – ja mis usaldusest siis enam juttu saab olla.
Leheküljel 163 on tsiteeritud Vana-Hiina filosoofi Lao Tzu’d: „Parim juht on see, kellest inimesed peaaegu midagi ei tea, ning kui tema töö saab tehtud ja eesmärk täidetud, ütlevad nad: „Me tegime seda ise!”” Sest juhi töö on teenida, mitte valitseda (lk 164). Väga ohtlik on ettevõttele, kui juhi ego võtab valitsemise üle, sest siis hakkab kõik keerlema juhi võimu ümber, mitte inimeste ja organisatsiooni, kelle huvides peaks tegelikult töötama.
Välja tuuakse ka see, et isetu juhtimise üks peamisi takistusi on hirm (lk 168). Hirm, et ei suudeta olla edukad. Hirm, et keegi istub sulle pähe. Hirm, et keegi ei kuuletu. Kui sellised hirmud hakkavad juhtimist segama, siis tuleb juhil endaga tõsiselt tegelda, et need kaoksid – vastasel korral kannatavad tulemused. Kui juht tunneb, et ta on teistest kõrgema staatusega, siis tekitab see lõhe ja jällegi tulemused kannatavad – seepärast soovitavad autorid staatusest loobuda (lk 174).
Varasematest juhtimisalastest raamatutest olen lugenud, kuidas juhi positsioonil inimeste empaatiavõime väheneb – ka siin on see välja toodud ja öeldakse, et see käib kaasas aju muutustega (lk 183). Just sellepärast soovitatakse harjutada kaastundlikku juhtimist. Mis on kaastunde tunnus? Peamiselt soov, et teised oleksid õnnelikud. Kui sa juhina käitud nii, et püüad luua teistele hea ja õnneliku töökeskkonna, siis oledki juba juhina õnnestunud. Seega tuleb selleks, et sinu kaasteelised oleksid õnnelikud, suhtuda neisse piisava kaastunde ja mõistmisega (lk 193). Selline suhtumine viib peast ka kõik negatiivsed mõtted, kui neid peaks kolleegidega seoses olema. Teiste eest hoolitsemine on äristrateegia tuum. Ma sain alles seda raamatut lugedes aru, miks ma nii tugevalt meie ettevõtte kadunud omanikuga seotud olen – ta vastas kõigile neile kriteeriumitele, mis kaastundliku ja hooliva juhtimisega kaasas käivad.
Inimkesksed organisatsioonid väärtustavad eelkõige inimesi, sest just nendest sõltub ettevõtte edu (lk 207). See on sellepärast nii, et kui inimesed tunnevad, et neist hoolitakse, siis töötavad nad palju paremini. Siis tahavad nad anda oma panuse, sest peavad seda oluliseks. Nii lihtne, aga ometi sageli nii raske täita.
Leheküljel 206 on ka üks hoiatus, et kui ettev��tte peamine eesmärk on aktsionäride jõukus, siis kipuvad juhtkonna otsused teenima lühiajalist, mitte pikaajalist kasu, sest see tuleb enamasti töötajate arvelt. Kui tahetakse saada pikaajalisi tulemusi, siis tuleb töötajad aktsionäridest ettepoole seada – nii töötavad nad paremini ja just see ongi aktsionäride huvides. Hierarhial, staatusel ja egol ei ole eluterves organisatsioonis kohta (lk 232).
Millised on isetu töökultuuri tunnused? Esiteks rohkem konstruktiivseid arutelusid ja vähem klatši (lk 233). Oluline on, et juht ei kardaks vabandust paluda, kui on eksinud ega kardaks ka oma vigu tunnistada, sest see kõik nõuab julgust ja on seetõttu tugevuse, mitte nõrkuse ilming. Lisaks tuleb osata olla tänulik kõigile neile inimestele, kes igapäevaselt selle nimel töötavad, et ettevõttel hästi läheks. Ükski juht ei tee ju üksinda mitte midagi. Väidetakse lausa, et tänutunne kasvatab samuti produktiivsust (lk 233).
Usaldusest rääkides on huvitav see, et kui alluvad tajuvad, et juht nendest päriselt hoolib, siis tekib usaldus iseenesest (lk 248). Ja et kõrge usaldustasemega organisatsioonil on madala usaldustasemega organisatsiooni ees olulised eelised (lk 249). Madala usaldustaseme korral hakatakse rajama kontrollimehhanisme ja koostama eeskirju, aga oluline on seejuures teada, et kontroll mõjutab meid ka neuroloogilisel tasemel, vormides nii mõttelaadi kui ka kogu töökultuuri (lk 250). Inimesed, kes tajuvad pidevat kontrolli, töötavad halvemini, samas kui usalduse tajumine paneb liikuma eduspiraali. Nii nagu usaldus on nakkav, nii on nakkav ka umbusk, aga ettevõtte tulemuste parandamiseks on oluline tõsta just usalduse taset. Selle juures on ka oluline, et sõnad ja teod kokku langeksid, sest kui ei lange, siis usaldus hävib.
Hästi meeldis mulle siin raamatus jutt sellest, et mitte ükski inimene ei tõuse hommikul voodist kavatsusega teha teistele halba. Et mitte keegi meist ei taha ju kannatusi (lk 255). Samas iga konflikt või sõda inimeste ajaloos on alguse saanud kellegi peast (lk 257). Minu mõte liikus seda lugedes muidugi kohe sellele, et peaaegu kõik sõjad on algatanud mehed, nii et meestel on egoga ilmselgelt juba läbi ajaloo suuremad probleemid kui naistel.
Raamatu lõpus on väga huvitav kokkuvõte meie praegusest olukorrast maailmas – kliimamuutustest näiteks. Et inimestel on raske uskuda abstraktseid väiteid. Näiteks kui sinu poole kihutab veoauto, siis mida sa teed? Hüppad eemale, et ellu jääda. Aga kui sulle räägitakse, et osoonikiht õheneb ja süsinikdioksiidi tase põhjustab muutusi kliimas, mis ka meid kõiki siin Maal mõjutab, siis enamus ei võta midagi ette ja lasevad sellel kliimamuutusel sisuliselt endast üle rullida. Kihutava veoki puhul tekib automaatne „võitle-või-põgene” reaktsioon, kliimamuutuste puhul aga mitte, sest meie amügdalas aeglane muutus seda kiiret reaktsiooni ei käivita (lk 257).
Siin raamatus on läbivalt mitmeid harjutusi, mida juht saab teha, et parandada oma keskendumisvõimet, et suurendada kaastunnet ja isetust. Neid harjutusi ma ei viitsinud läbi teha, sest ei tunne hetkel, et neid vajaksin :) Pigem pean taltsutama oma empaatiat, sest näen, et ennekõike võib see mulle segajaks saada otsuste tegemisel.
January 1, 2021
Mindfulness effects in occupational settings is full of hype and this book considerably adds to the buzz. The authors claim to have interviewed a large number of CEOs and concluded that effective leadership has three tenets: mindfulness, selflessness and compassion. It’s not explained how they came to these three in specific and how they’ve tested whether their model works. These three are also quite intertwined, so from an empirical point of view, they are hard to test. The whole premise of the approach is largely based on anecdotal evidence.
I’d have less of a problem with it all if the book didn’t try to seem as if it’s based on scientific evidence. Where it comes to mindfulness-related research, it’s difficult to hold that claim. Partly because the evidence does not exist. Partly because claims are made (like that focus has 6 faculties, or that focus and awareness are key qualities for effective mental performance) without reference to research. Partly because inappropriate inferences are drawn from the research that does exist (see below). I admit that the premise of the book – that to be a good leader, one has to be able to have the skill of self-reflection and treat others as humans not resources – is intuitively appealing. But in order to direct our efforts and resources to the right place, also so in improving leadership and workplace well-being, we need more than intuition. Even if we like the idea, we cannot succumb to sub-standard scientific argumentation, cherry-picking results and end up with poor practices for developing effective interventions and programmes.
The writing leaves an impression as if mindfulness effects on organisational success (leadership, productivity, engagement or however you want to operationalise it) have been thoroughly researched. Well, that’s not true. There are a number of issues we have to overcome before we’re able to say so. For example, we find productivity difficult to define. Or good leadership for that matter. And we don’t really know how to measure those. We’re only building the evidence on mindfulness, particularly the bit around cognitive functioning (working memory, attention, focus, these sorts of things). Most studies in this area are done in research lab settings. We don’t know what the implications of a cognitive test results achieved in a highly controlled lab settings have for the real (and messy) world. We’re trying to figure that out, but so far only a few (published) studies have collected job-related outcomes’ data, and even then most mindfulness studies in occupational settings are likely to have been underpowered, given their sample size. The situation is similar for mindfulness in higher education: we don’t know if it improves academic success(1). There’s not enough data to pool the results together for a proper meta-analysis. There’s a lot of noise. We are only trying to figure out if there’s any signal, so the claims in the book as if mindfulness improves work productivity or leadership are unfounded. Don’t take my word for it, there’s a great meta-analysis published(2).
The evidence related to mindfulness upon which authors of the book base their claims, is largely from results of single studies. Oftentimes these are correlational studies. You know, the kinds where you cannot infer causation. Also, any single study is conducted in such restricted circumstances (even if they are actual leaders in an actual organisation), it’s really hard to infer anything for a wider population and to know for sure if it was a fluke finding or not. To overcome this, we pool data together from different studies and have a look whether the effect is still there and how big it is. This is what meta-analyses do and this is what we need to know if something as complex as a mindfulness intervention in a real-world setting actually improves [insert outcome]. To make matters worse, instead of transparently explaining the caveats in the empirical evidence, the results of single studies have been used to make inferences that are out of context and therefore inappropriate. For example, the authors claim: “At the physiological level, researchers have demonstrated that mindfulness training results in a stronger immune system”. The reference? Rosenzweig et al 2007 paper entitled “Mindfulness-based stress reduction is associated with improved glycemic control in type 2 diabetes mellitus: a pilot study”(3). Yup, that’s right: in Type 2 diabetes. Furthermore, the study did not investigate the immune system, rather they measured glycosylated hemoglobin A1c (HA1c), an indicator for blood sugar levels for someone with diabetes. Moreover, it was not a randomised controlled trial, so again statistical inferences 101: you cannot infer causation, and appropriate for a pilot study, the sample size was 14, whereas 11 participants completed the mindfulness intervention.
The authors have also made attempts to underpin their approach with evidence from cognitive and neuroscience. The idea is, that if you see a change in the brain, then it’s real and manifests in behaviour or cognition. This is not necessarily true, but let’s leave it. My problem is, that to make these claims, one needs to allow for a bit more nuanced consideration of brain, its functioning and what the referenced research really was designed to show. For example, figure 3-1 displays distraction as multiple brain regions being activated while focus is depicted as only the frontal lobe activated. While the prefrontal cortex is indeed “home” of the executive function, your whole brain is activated all the time, unless, of course, you have brain damage. There’s also the claim that engaging with “multiple forms of media – for example, print, television, phone calls, texts, video games – [causes] shrinkage in our prefrontal cortex. /…/ In other words, the more we allow ourselves to be inundated with information and distractions, the less brain capacity we have”. Well, first of all, the reference is to a correlational study in anterior cingulate cortex(4), not prefrontal cortex. Secondly, “brain capacity” is not a thing.
I’m not trying to say that the approach the authors have developed, the MSC leadership, is not working. I haven’t seen the evidence for or against it. It’s bad science to build intervention programmes on evidence based on studies that are ranked at the bottom levels of evidence hierarchy and not be transparent about making claims that are purely hypothetical and untested(5,6). Perhaps MSC has been tested with study designs that could yield high-quality evidence. If so, it would’ve been good to present the outcomes in the book.
Perhaps their approach works for you. Perhaps it doesn’t. Perhaps it seems to work but it really doesn’t. Perhaps it doesn’t seem to work but it really does. With such high amount of uncertainty, the decision to embed MSC leadership to their daily practice can only be highly personal.
References
1. Dawson AF, Brown WW, Anderson J, Datta B, Donald JN, Hong K, et al. Mindfulness-Based Interventions for University Students: A Systematic Review and Meta-Analysis of Randomised Controlled Trials. Appl Psychol Health Well-Being [Internet]. 2019 [cited 2020 Feb 24];12(2). Available from: https://onlinelibrary.wiley.com/doi/a...
2. Bartlett L, Martin A, Neil AL, Memish K, Otahal P, Kilpatrick M, et al. A systematic review and meta-analysis of workplace mindfulness training randomized controlled trials. J Occup Health Psychol. 2019;24(1):108–26.
3. Rosenzweig S, Reibel DK, Greeson JM, Edman JS, Jasser SA, McMearty KD, et al. Mindfulness-based stress reduction is associated with improved glycemic control in type 2 diabetes mellitus: a pilot study. Altern Ther Health Med. 2007 Oct;13(5):36–8.
4. Loh KK, Kanai R. Higher Media Multi-Tasking Activity Is Associated with Smaller Gray-Matter Density in the Anterior Cingulate Cortex. PLOS ONE. 2014 Sep 24;9(9):e106698.
5. Medical Research Council. Developing and evaluating complex interventions [Internet]. 2008 [cited 2020 Jun 17]. Available from: www.mrc.ac.uk/complexinterventionsgui...
6. Nielsen L, Riddle M, King JW, NIH Science of Behavior Change Implementation Team, Aklin WM, Chen W, et al. The NIH Science of Behavior Change Program: Transforming the science through a focus on mechanisms of change. Behav Res Ther. 2018;101:3–11.
I’d have less of a problem with it all if the book didn’t try to seem as if it’s based on scientific evidence. Where it comes to mindfulness-related research, it’s difficult to hold that claim. Partly because the evidence does not exist. Partly because claims are made (like that focus has 6 faculties, or that focus and awareness are key qualities for effective mental performance) without reference to research. Partly because inappropriate inferences are drawn from the research that does exist (see below). I admit that the premise of the book – that to be a good leader, one has to be able to have the skill of self-reflection and treat others as humans not resources – is intuitively appealing. But in order to direct our efforts and resources to the right place, also so in improving leadership and workplace well-being, we need more than intuition. Even if we like the idea, we cannot succumb to sub-standard scientific argumentation, cherry-picking results and end up with poor practices for developing effective interventions and programmes.
The writing leaves an impression as if mindfulness effects on organisational success (leadership, productivity, engagement or however you want to operationalise it) have been thoroughly researched. Well, that’s not true. There are a number of issues we have to overcome before we’re able to say so. For example, we find productivity difficult to define. Or good leadership for that matter. And we don’t really know how to measure those. We’re only building the evidence on mindfulness, particularly the bit around cognitive functioning (working memory, attention, focus, these sorts of things). Most studies in this area are done in research lab settings. We don’t know what the implications of a cognitive test results achieved in a highly controlled lab settings have for the real (and messy) world. We’re trying to figure that out, but so far only a few (published) studies have collected job-related outcomes’ data, and even then most mindfulness studies in occupational settings are likely to have been underpowered, given their sample size. The situation is similar for mindfulness in higher education: we don’t know if it improves academic success(1). There’s not enough data to pool the results together for a proper meta-analysis. There’s a lot of noise. We are only trying to figure out if there’s any signal, so the claims in the book as if mindfulness improves work productivity or leadership are unfounded. Don’t take my word for it, there’s a great meta-analysis published(2).
The evidence related to mindfulness upon which authors of the book base their claims, is largely from results of single studies. Oftentimes these are correlational studies. You know, the kinds where you cannot infer causation. Also, any single study is conducted in such restricted circumstances (even if they are actual leaders in an actual organisation), it’s really hard to infer anything for a wider population and to know for sure if it was a fluke finding or not. To overcome this, we pool data together from different studies and have a look whether the effect is still there and how big it is. This is what meta-analyses do and this is what we need to know if something as complex as a mindfulness intervention in a real-world setting actually improves [insert outcome]. To make matters worse, instead of transparently explaining the caveats in the empirical evidence, the results of single studies have been used to make inferences that are out of context and therefore inappropriate. For example, the authors claim: “At the physiological level, researchers have demonstrated that mindfulness training results in a stronger immune system”. The reference? Rosenzweig et al 2007 paper entitled “Mindfulness-based stress reduction is associated with improved glycemic control in type 2 diabetes mellitus: a pilot study”(3). Yup, that’s right: in Type 2 diabetes. Furthermore, the study did not investigate the immune system, rather they measured glycosylated hemoglobin A1c (HA1c), an indicator for blood sugar levels for someone with diabetes. Moreover, it was not a randomised controlled trial, so again statistical inferences 101: you cannot infer causation, and appropriate for a pilot study, the sample size was 14, whereas 11 participants completed the mindfulness intervention.
The authors have also made attempts to underpin their approach with evidence from cognitive and neuroscience. The idea is, that if you see a change in the brain, then it’s real and manifests in behaviour or cognition. This is not necessarily true, but let’s leave it. My problem is, that to make these claims, one needs to allow for a bit more nuanced consideration of brain, its functioning and what the referenced research really was designed to show. For example, figure 3-1 displays distraction as multiple brain regions being activated while focus is depicted as only the frontal lobe activated. While the prefrontal cortex is indeed “home” of the executive function, your whole brain is activated all the time, unless, of course, you have brain damage. There’s also the claim that engaging with “multiple forms of media – for example, print, television, phone calls, texts, video games – [causes] shrinkage in our prefrontal cortex. /…/ In other words, the more we allow ourselves to be inundated with information and distractions, the less brain capacity we have”. Well, first of all, the reference is to a correlational study in anterior cingulate cortex(4), not prefrontal cortex. Secondly, “brain capacity” is not a thing.
I’m not trying to say that the approach the authors have developed, the MSC leadership, is not working. I haven’t seen the evidence for or against it. It’s bad science to build intervention programmes on evidence based on studies that are ranked at the bottom levels of evidence hierarchy and not be transparent about making claims that are purely hypothetical and untested(5,6). Perhaps MSC has been tested with study designs that could yield high-quality evidence. If so, it would’ve been good to present the outcomes in the book.
Perhaps their approach works for you. Perhaps it doesn’t. Perhaps it seems to work but it really doesn’t. Perhaps it doesn’t seem to work but it really does. With such high amount of uncertainty, the decision to embed MSC leadership to their daily practice can only be highly personal.
References
1. Dawson AF, Brown WW, Anderson J, Datta B, Donald JN, Hong K, et al. Mindfulness-Based Interventions for University Students: A Systematic Review and Meta-Analysis of Randomised Controlled Trials. Appl Psychol Health Well-Being [Internet]. 2019 [cited 2020 Feb 24];12(2). Available from: https://onlinelibrary.wiley.com/doi/a...
2. Bartlett L, Martin A, Neil AL, Memish K, Otahal P, Kilpatrick M, et al. A systematic review and meta-analysis of workplace mindfulness training randomized controlled trials. J Occup Health Psychol. 2019;24(1):108–26.
3. Rosenzweig S, Reibel DK, Greeson JM, Edman JS, Jasser SA, McMearty KD, et al. Mindfulness-based stress reduction is associated with improved glycemic control in type 2 diabetes mellitus: a pilot study. Altern Ther Health Med. 2007 Oct;13(5):36–8.
4. Loh KK, Kanai R. Higher Media Multi-Tasking Activity Is Associated with Smaller Gray-Matter Density in the Anterior Cingulate Cortex. PLOS ONE. 2014 Sep 24;9(9):e106698.
5. Medical Research Council. Developing and evaluating complex interventions [Internet]. 2008 [cited 2020 Jun 17]. Available from: www.mrc.ac.uk/complexinterventionsgui...
6. Nielsen L, Riddle M, King JW, NIH Science of Behavior Change Implementation Team, Aklin WM, Chen W, et al. The NIH Science of Behavior Change Program: Transforming the science through a focus on mechanisms of change. Behav Res Ther. 2018;101:3–11.
September 24, 2023
This is a book about leadership development by business gurus Rasmus Hougaard and Jacqueline Carter of Potential Project. It starts with some dramatic statistics that reveal how most corporate leaders think they’re doing a good job, while their employees think they are not, and that most leadership training is an expensive waste of time and money. The book then explains how to fix the problem by coming at it from an unorthodox direction: instead of the usual drive and competitiveness, use mindfulness, selflessness and compassion (MSC) to engage employees, improve their well-being, and build a more sustainable business.
Sounds great. My own experience working with the high-level managers that this book is aimed at is that they are often naïve about even basic psychological principles. So it’s good that the models are simple and easy to understand, the ideas behind them are based on real research, and the book covers many important topics like self-care, emotional regulation, relationship building, and so on. There’s even an explicit step-by-step guideline for how to have an effective meeting. This is good for an audience who is likely to have little prior knowledge of the material.
But I’m not that audience. I have a Master’s degree in Organisational Psychology, and I became frustrated with this text. Paradoxically, its greatest strength is also its greatest weakness: overly simplistic models full of undefined technical terms and broad assumptions about human behaviour based on just a few studies can give readers a false confidence that it’s all settled in the psychology literature and that they now have a good understanding of complex phenomena. The book presents MSC as a panacea for all leadership problems without any real guidance on how to implement it across an organisation, in what circumstances it might not be appropriate, or what to do when it fails. The text sometimes reads like an extended sales pitch as the authors frequently remind the reader of how many big companies they’ve worked with – of course, they need to establish their qualifications and experience, but this detail belongs in the introduction, not on every other page.
I really like the basic positive message in the book, but I prefer to think of MSC as an additional tool to help in the difficult task of managing organisations, not a cure-all for every dysfunction. A little more of the psychology literature, also offering contrary points of view, would help to make that point. I’d also like to see a few more specific techniques like the step-by-step meeting plan and the short meditations in the back, and a bit less self-promotion.
As the authors say, mindful people should welcome feedback, so I hope they take this review in the spirit in which it is intended, as constructive criticism for either a revised edition or a follow-up volume that develops the ideas further.
Sounds great. My own experience working with the high-level managers that this book is aimed at is that they are often naïve about even basic psychological principles. So it’s good that the models are simple and easy to understand, the ideas behind them are based on real research, and the book covers many important topics like self-care, emotional regulation, relationship building, and so on. There’s even an explicit step-by-step guideline for how to have an effective meeting. This is good for an audience who is likely to have little prior knowledge of the material.
But I’m not that audience. I have a Master’s degree in Organisational Psychology, and I became frustrated with this text. Paradoxically, its greatest strength is also its greatest weakness: overly simplistic models full of undefined technical terms and broad assumptions about human behaviour based on just a few studies can give readers a false confidence that it’s all settled in the psychology literature and that they now have a good understanding of complex phenomena. The book presents MSC as a panacea for all leadership problems without any real guidance on how to implement it across an organisation, in what circumstances it might not be appropriate, or what to do when it fails. The text sometimes reads like an extended sales pitch as the authors frequently remind the reader of how many big companies they’ve worked with – of course, they need to establish their qualifications and experience, but this detail belongs in the introduction, not on every other page.
I really like the basic positive message in the book, but I prefer to think of MSC as an additional tool to help in the difficult task of managing organisations, not a cure-all for every dysfunction. A little more of the psychology literature, also offering contrary points of view, would help to make that point. I’d also like to see a few more specific techniques like the step-by-step meeting plan and the short meditations in the back, and a bit less self-promotion.
As the authors say, mindful people should welcome feedback, so I hope they take this review in the spirit in which it is intended, as constructive criticism for either a revised edition or a follow-up volume that develops the ideas further.
February 27, 2025
Entrega conceptos novedosos de liderazgo como la importancia del Mindfullness, creo que el gran valor de este libro y mi puntuación recae en este concepto. Del resto ayuda a no caer en conceptos básicos como la compasión que a primera vista ayudarían en la labor, al final puede resultar contraproducente. Me gusto que se sale del marco habitual del liderazgo.
June 6, 2018
A good book, a lot of things are a bit too simplified but still worthy. Got a few good leadership hints and lifehacks on self-improvement and company culture improvement. Not a mindblowing book, but worth reading if you are on a self-improvement path. The flow is good, an easy read.
May 7, 2018
This is an extraordinary book that have a very different approach about the definition of a true leader. Most of the books are focusing in the maximization of the human capital and resourceful and forgetting the human limitations. The authors point out the importance of a leader to increase his/her compassion and his/her power of Social Cohesion in better understand the organization and improve the inside/outside communication.
April 22, 2022
Another book I had to read for grad school, "The Mind of the Leader" is a guide to becoming a better leader for any type of organization by emphasizing three core tenets, mindfulness, selflessness, and compassion. I'm a bit torn on the book because I was more engaged reading it than the last book I read for the class but I still found this to be a bit boring at times. Maybe that is due to having this assigned to me but the book did feel pretty repetitive in its examination of the three tenets. Likewise while it tried to be even handed in being critical of some businesses and their leaders and praising others, the times it praised them did feel overly flowery, maybe even whitewashing. Also for a book assigned in a sustainability-oriented class, the book didn't address environmental leadership in depth until the final 3 pages.
All the same I did find myself learning about how to incorporate these skills into not just my leadership style but also everyday life. The instructions on mindfulness exercises and removing distractions in particular were helpful advice that I wish to keep practicing. While I doubt I'll reread large chunks of "The Mind of the Leader", I may hold onto the book for these lessons for my professional career.
All the same I did find myself learning about how to incorporate these skills into not just my leadership style but also everyday life. The instructions on mindfulness exercises and removing distractions in particular were helpful advice that I wish to keep practicing. While I doubt I'll reread large chunks of "The Mind of the Leader", I may hold onto the book for these lessons for my professional career.
November 24, 2025
I read this book for work and think that it will work well for me. However, this book is very geared toward "mindfulness" i.e. there are a lot of exercises that ask you to stop, take a moment, and listen to what your brain is saying. This may turn some other people off.
Mindfulness - makes sure your people are seen and heard; in one survey, making sure that you were present for your team was the most important part of being a leader (not on the phone, not on email, not letting your mind wander)
Selflessness - give people space to develop; Leaders who take blame and pass on praise have employees who will take risks and be creative
Compassion- be able to have the hard conversations when needed; be able to have compassion for self as well as for your team; be able to handle the highs and the lows of life and the job, to acknowledge but then let go of mistakes; be able to understand other people's viewpoints without taking on their emotions
We need to make sure that, as leaders, we are not in a bubble -- we do not have so many people who are catering to us that we think that everything is going fine.
Look for unconscious biases -- use the beginner's mind
Mindfulness - makes sure your people are seen and heard; in one survey, making sure that you were present for your team was the most important part of being a leader (not on the phone, not on email, not letting your mind wander)
Selflessness - give people space to develop; Leaders who take blame and pass on praise have employees who will take risks and be creative
Compassion- be able to have the hard conversations when needed; be able to have compassion for self as well as for your team; be able to handle the highs and the lows of life and the job, to acknowledge but then let go of mistakes; be able to understand other people's viewpoints without taking on their emotions
We need to make sure that, as leaders, we are not in a bubble -- we do not have so many people who are catering to us that we think that everything is going fine.
Look for unconscious biases -- use the beginner's mind
October 13, 2020
Luin tämän uudelleen nyt alkusyksyllä 2020 ymmärtääkseni miksi tämä oli kolahtanut kollegalle. Asian itsessään allekirjoitan, kuten jo kesällä 2019 kun luin tämän ekan kerran, mutta kirjana tämä ei minusta vain valitettavasti ole mitenkään erityisen hyvä. Aika puuduttavasti kirjoitettu, itse asiassa.
October 29, 2018
Again and again, I got angry with the authors. Finally, I quit reading. If facts, research, and clear explanations of reasoning are important to you, skip this book
You can see my full review at https://www.threestarleadership.com/b...
You can see my full review at https://www.threestarleadership.com/b...
January 31, 2019
Read in Finnish. A disappointment, also in terms of translation, which was very bad. A quite lightweight connection made between mindfulness and leadership.
Read
December 4, 2024O conteúdo é profundo e provoca uma autoanálise sobre a liderança contemporânea, especialmente no que tange à desconexão entre como os líderes se percebem e como são vistos por seus funcionários. Um dos primeiros pontos que me impactou profundamente foi a discrepância alarmante entre a percepção dos líderes e a de suas equipes: apesar de 86% dos gestores se considerarem inspiradores, 82% dos funcionários os veem como desestimulantes. Como isso é possível? Essa pergunta me levou a considerar a necessidade de consciência e de presença na liderança. Os autores enfatizam que a mente não é apenas a soma de neurônios; ela envolve experiências cognitivas, emocionais, físicas e espirituais. Essa abordagem holística é fundamental para a construção de uma cultura organizacional saudável. Refletindo sobre esta ideia, percebo a importância da atenção plena e do altruísmo em ambientes de trabalho, algo que muitas vezes é negligenciado. O capítulo que discute a liderança MSC (mindfulness, altruísmo e compaixão) realmente me fez considerar como posso integrar essas práticas na minha própria vida e trabalho. A atenção plena é destacada como uma ferramenta que não apenas melhora a concentração, mas também aumenta a satisfação e a produtividade. Pensei em como, em minha rotina, tenho me deixado levar por distrações, especialmente por meio do uso excessivo de tecnologia. A história da Marriott durante a Grande Depressão, onde a empresa priorizou a saúde de seus funcionários em vez de realizar demissões, me inspirou. Isso promoveu um claro entendimento de que cuidar das pessoas é fundamental para o sucesso a longo prazo. Essa lição ressoou em mim: como posso eu, enquanto líder ou colaborador, garantir que o bem-estar de todos seja uma prioridade? Refletindo sobre a prática da compaixão, fui desafiado a diferenciar empatia de compaixão. Compreendi que compaixão não é apenas entender a dor dos outros, mas sim agir para aliviar essa dor. Isso vai além dos comportamentos comuns que vemos no dia a dia; é uma escolha consciente, especialmente em tempos difíceis. Essa mudança de perspectiva me encorajou a praticar o altruísmo, não apenas por obrigação, mas como um compromisso genuíno com o bem-estar coletivo. Outro aspecto que me tocou foi a menção à autoconsciência como base para a autoliderança. Os relatos sobre como líderes como Vincent e Barton enfrentaram seus desafios de liderança me inspiraram a promover a autoanálise em minha própria prática. Considero as implicações de como meu ego e minhas reações possam impactar minha equipe e o ambiente ao meu redor. A proposta de líderes que utilizam pronomes coletivos ("nós", "vocês") para fortalecer a conexão e a confiança na equipe me fez perceber que, muitas vezes, a comunicação é um campo que podemos explorar mais. Isso me levou a analisar minha própria forma de me comunicar com os outros e a refletir sobre como posso ser mais inclusivo. Por fim, as discussões sobre como a cultura organizacional deve ser moldada com valores de compaixão e respeito fizeram-me concluir que, como líderes, temos a responsabilidade de nos comprometer com a criação de um espaço onde todos se sintam valorizados. Isso é essencial não apenas para a satisfação do funcionário, mas também para a eficácia organizacional. Ao concluir essa leitura, estou motivado a implementar uma mentalidade de liderança MSC em minha vida, promovendo um ambiente onde a compaixão, o altruísmo e a atenção plena possam florescer. Espero que, ao aplicar esses aprendizados, possa não apenas desenvolver minha própria liderança, mas também inspirar os outros ao meu redor. Estou refletindo sobre como posso praticar a atenção plena no meu dia a dia e que ações concretas posso implementar para demonstrar compaixão e altruísmo no trabalho. Também estou considerando como posso envolver minha equipe em um diálogo mais construtivo e coletivo. Essa leitura se provou não apenas informativa, mas transformadora, e estou ansioso para aplicar esses princípios em minha vida e carreira.
June 4, 2018
The Mind of the Leader
Book Review | 📚📚📚📚📚 5/5
Rasmus Hougaard; Jacqueline Carter | Harvard Business Review Press
The Mind of the Leader is a well-crafted book for leaders of all levels (skill, tenure, disciplines) to enhance their leadership abilities through improved behavior.
Why I was interested in this book:
As a non-profit executive and a college-level educator, I thought this could be a useful book for work and for instruction.
My assessment:
I really found the book to be very helpful. It focuses on three personal areas of behavior that lead to improved leadership: Mindfulness, Selflessness and Compassion. What? Is this a Harvard Business Review book or something off a bookstore’s self-help shelf? What the book does is assess how these three character traits can be used for self-improvement, leadership among co-workers and institutional leadership. I found it extremely helpful and useful and plan to share it with co-workers and students.
Stories of the human condition:
The book takes a holistic approach to leadership, starting from within and then moving to other people. Learning and applying techniques in mindfulness and then selflessness and finally compassion, it becomes a “lead-by-example” methodology that builds stronger leadership skills through understanding people. If there was one area that I thought was weakest, it was the final section on applying this methodology to the organization. It’s nice to do things in groups of threes (three traits, three areas), but the third area seemed to be a repeat of the second section of leadership with co-workers. However, it was still excellent. Finally, the book offers great tips and questions to think about, and there is an app that can also be used after the book is read.
Disclosure: I received an advanced reader copy of this book from netgalley.com for an honest review. However, I requested to read it because of its subject matter and reputable press. And I was not disappointed!
TAGS:
#TheMindOfTheLeader #NetGalley #review-book #book review #Business Book #Harvard Business Review Press #Leadership #Leadership Book #TuggleGrassBlues #Tuggle Grass Reviews #TuggleGrassReviews
Book Review | 📚📚📚📚📚 5/5
Rasmus Hougaard; Jacqueline Carter | Harvard Business Review Press
The Mind of the Leader is a well-crafted book for leaders of all levels (skill, tenure, disciplines) to enhance their leadership abilities through improved behavior.
Why I was interested in this book:
As a non-profit executive and a college-level educator, I thought this could be a useful book for work and for instruction.
My assessment:
I really found the book to be very helpful. It focuses on three personal areas of behavior that lead to improved leadership: Mindfulness, Selflessness and Compassion. What? Is this a Harvard Business Review book or something off a bookstore’s self-help shelf? What the book does is assess how these three character traits can be used for self-improvement, leadership among co-workers and institutional leadership. I found it extremely helpful and useful and plan to share it with co-workers and students.
Stories of the human condition:
The book takes a holistic approach to leadership, starting from within and then moving to other people. Learning and applying techniques in mindfulness and then selflessness and finally compassion, it becomes a “lead-by-example” methodology that builds stronger leadership skills through understanding people. If there was one area that I thought was weakest, it was the final section on applying this methodology to the organization. It’s nice to do things in groups of threes (three traits, three areas), but the third area seemed to be a repeat of the second section of leadership with co-workers. However, it was still excellent. Finally, the book offers great tips and questions to think about, and there is an app that can also be used after the book is read.
Disclosure: I received an advanced reader copy of this book from netgalley.com for an honest review. However, I requested to read it because of its subject matter and reputable press. And I was not disappointed!
TAGS:
#TheMindOfTheLeader #NetGalley #review-book #book review #Business Book #Harvard Business Review Press #Leadership #Leadership Book #TuggleGrassBlues #Tuggle Grass Reviews #TuggleGrassReviews
June 30, 2025
Juhi mõtteviis ja MIK teooria (Meeletadlik, Isetu, Kaastundlik) juhtimises.
Pealtnäha lihtne selgitus kuidas olla suurepärane juht, aga taustal selle saavutamine on midagi muud. Selleks et algust teha enese kasvatamisega peame me esmalt ennast mõistma, ning meeleteadlikult suunama. Esimeseks sammuks selleks et kedagi teist suunata ja juhtida on iseenda suunamine ja juhtimine, meie teod näitavad ja tõestavad meile kes me oleme, igaüks võib ennast suureks rääkida, aga oluline on vaadata kas meie teod ka toetavad meie tõlgendust iseendast.
Iseenda suhtes tuleb olla:
Meeleteadlik mõtteviis kui ka selle pidev praktiseerimine, mis tähendab et me peame olema nii keskendunud ja ka teadlikud selleks et anda parim endast olenevalt parim. Olles siin hajeveil või autopiloodil ei suuda me samal ajal olla meeleteadlikud.
Isetus on segu tugevast enesekindlusest ja tagasihoidlikust eesmärgist teistele kasulik olla, teadmine kuidas endale, oma kolleegidele ja organisatsioonile mitte takistuseks olla. Olles ebakindel või isekas, ei saavuta me soovitud tulemust.
Kaastundikust iseloomustavad head kavatsused teite suhtes, olles targalt kaastundlikud oleme me ka hoolivad, juhul kui me lisame võrrandisse ükskõiksuse või võhiklikkuse võime me olukordi halvast halvemaks teha.
Kui me oleme õppinud tundma iseennast, suudame ennast juhtida õigete eesmärkide suunas eetiliselt ja teekonda nautides, siis saame me seda teha ka oma tiimiliikmetega. Siinkohal algab valem samamoodi inimeste mõistmisest ning seejärel saame me neid ka juhtida kasutades MIK juhtimise põhimõtet. Edasi liikudes ja kõrgemalt vaadates saamegi seda MIK valemit juba juurutada kõrgemalt organisatsiooni tasandilt, aga arusaadavalt on kõige lihtsam ja kiirem samm iseendaga tegelemine, seejärel tiimiga ja seejärel organisatsiooniga. Kultuur saab alguse organisatsiooni inimestest, kultuuri muutmine organisatsioonis on pikk teekond, aga keskendudes õigetele väärtustele on see tehtav.
Kokkuvõttes hea lugemine, aga mitte kõige sujuvam. Ülesehitus oli loogiline, näited head aga puudus voolavus minu jaoks. Juhtidele kindlasti soovitatav lugemine
Pealtnäha lihtne selgitus kuidas olla suurepärane juht, aga taustal selle saavutamine on midagi muud. Selleks et algust teha enese kasvatamisega peame me esmalt ennast mõistma, ning meeleteadlikult suunama. Esimeseks sammuks selleks et kedagi teist suunata ja juhtida on iseenda suunamine ja juhtimine, meie teod näitavad ja tõestavad meile kes me oleme, igaüks võib ennast suureks rääkida, aga oluline on vaadata kas meie teod ka toetavad meie tõlgendust iseendast.
Iseenda suhtes tuleb olla:
Meeleteadlik mõtteviis kui ka selle pidev praktiseerimine, mis tähendab et me peame olema nii keskendunud ja ka teadlikud selleks et anda parim endast olenevalt parim. Olles siin hajeveil või autopiloodil ei suuda me samal ajal olla meeleteadlikud.
Isetus on segu tugevast enesekindlusest ja tagasihoidlikust eesmärgist teistele kasulik olla, teadmine kuidas endale, oma kolleegidele ja organisatsioonile mitte takistuseks olla. Olles ebakindel või isekas, ei saavuta me soovitud tulemust.
Kaastundikust iseloomustavad head kavatsused teite suhtes, olles targalt kaastundlikud oleme me ka hoolivad, juhul kui me lisame võrrandisse ükskõiksuse või võhiklikkuse võime me olukordi halvast halvemaks teha.
Kui me oleme õppinud tundma iseennast, suudame ennast juhtida õigete eesmärkide suunas eetiliselt ja teekonda nautides, siis saame me seda teha ka oma tiimiliikmetega. Siinkohal algab valem samamoodi inimeste mõistmisest ning seejärel saame me neid ka juhtida kasutades MIK juhtimise põhimõtet. Edasi liikudes ja kõrgemalt vaadates saamegi seda MIK valemit juba juurutada kõrgemalt organisatsiooni tasandilt, aga arusaadavalt on kõige lihtsam ja kiirem samm iseendaga tegelemine, seejärel tiimiga ja seejärel organisatsiooniga. Kultuur saab alguse organisatsiooni inimestest, kultuuri muutmine organisatsioonis on pikk teekond, aga keskendudes õigetele väärtustele on see tehtav.
Kokkuvõttes hea lugemine, aga mitte kõige sujuvam. Ülesehitus oli loogiline, näited head aga puudus voolavus minu jaoks. Juhtidele kindlasti soovitatav lugemine
December 7, 2023
"The Mind of the Leader" is an essential read for modern leaders, blending theoretical insights with practical examples from leading companies and thought leaders. Among its many compelling narratives, one story that particularly resonates is about the real cost of mistrust within a company's culture. The authors share a personal account from their own company's experience, contrasting their dealings with a global company's Nordic office versus its United States counterpart. In the Nordic office, a few days and a simple agreement between two individuals were sufficient to initiate collaboration. However, replicating this success with the U.S. office was markedly different, requiring several months and a lengthy, lawyer-intensive contract to commence the same level of cooperation. This striking example vividly illustrates how trust, or the lack thereof, can significantly impact business efficiency and relationships, underlining the book's central message about the transformative power of mindful, selfless, and compassionate leadership.
June 11, 2020
This book tells the importance’s of having a MSC mindset in leading urself , leading people and leading organization .
Urself :
Mindfulness , reduces distraction and stay focus , create focus time
Selflessness , the problem of I , reduce ego , have humility
Compassion , practice self compassion
Leading people :
Mindfulness , the power of presence
Selflessness , being of service , grow your people , skillful non action , let go of status , give credit take blame , radical acceptance
Compassion , wishing others happiness , enjoying others success , seeing others equally
Leading organizations :
Mindfulness , cultivate mindful meetings , turn off phones and laptops , promote physical movements , encourage quiet time to focus , minimize digital distractions , no emails first thing in the morning
Selflessness , show gratitude , reduce status symbols ,
Compassion , people support on another in being successful and happy , promote community service,
Urself :
Mindfulness , reduces distraction and stay focus , create focus time
Selflessness , the problem of I , reduce ego , have humility
Compassion , practice self compassion
Leading people :
Mindfulness , the power of presence
Selflessness , being of service , grow your people , skillful non action , let go of status , give credit take blame , radical acceptance
Compassion , wishing others happiness , enjoying others success , seeing others equally
Leading organizations :
Mindfulness , cultivate mindful meetings , turn off phones and laptops , promote physical movements , encourage quiet time to focus , minimize digital distractions , no emails first thing in the morning
Selflessness , show gratitude , reduce status symbols ,
Compassion , people support on another in being successful and happy , promote community service,
June 21, 2024
Summary:
The book introduces MCS leadership model - mindfulness, selflessness, compassion - and explains how to use it while working your way though the three levels of leadership - yourself, your people and your organisation. Each chapter is generously peppered by quotes from successful executives, and finishes with suggestions for practice and reflection.
My opinion:
I've read many books on leadership so I may be overly critical, but I must say that I was surprised to see that HBR would publish a book so full of fluff. While I did enjoy the idea of the three levels of leadership, the MCS leadership model felt forced and I struggled with how it guided the narration. The references were not to the source material (actual research), but the books that mentioned the research. I consider this a cardinal sin against the scientific community and educated readers. And don't even get me started on the hoax that their 'Potential App' was.
Just to be clear, I do agree with all the principles described in the book, but the way the book was written did not work for me.
The book introduces MCS leadership model - mindfulness, selflessness, compassion - and explains how to use it while working your way though the three levels of leadership - yourself, your people and your organisation. Each chapter is generously peppered by quotes from successful executives, and finishes with suggestions for practice and reflection.
My opinion:
I've read many books on leadership so I may be overly critical, but I must say that I was surprised to see that HBR would publish a book so full of fluff. While I did enjoy the idea of the three levels of leadership, the MCS leadership model felt forced and I struggled with how it guided the narration. The references were not to the source material (actual research), but the books that mentioned the research. I consider this a cardinal sin against the scientific community and educated readers. And don't even get me started on the hoax that their 'Potential App' was.
Just to be clear, I do agree with all the principles described in the book, but the way the book was written did not work for me.
September 12, 2022
This book offers readers a step-by-step plan for establishing “people first” organizations. It exhorts leaders to put their humanity first by practicing mindfulness, selflessness, and compassion. By doing this, they may cultivate the traits that promote engagement, fulfillment, and purpose. It aids in the development of leaders into the kind of people that successful companies already need. It explains how managers may motivate employees intrinsically, build genuine people-centered cultures, and ultimately produce amazing outcomes by leading themselves, their teams, and their companies. All leaders who oversee for-profit and nonprofit organizations in the commercial and public sectors can use the book’s recommended model of leadership to their practical advantage.
January 21, 2025
“La Mente del Líder” de Rasmus Hougaard y Jacqueline Carter es como un amigo sabio que te dice: “Deja de intentar ser el jefe perfecto y empieza a ser humano”. Y claro, ahí es donde empieza el desafío: liderarte a ti mismo antes de liderar a los demás.
Con el modelo MSC (mindfulness, generosidad y compasión), te enseña que el liderazgo no se mide en cuánto control tienes, sino en cómo conectas de verdad con las personas. Es un recordatorio (con un pequeño tirón de orejas) de que no necesitas ser perfecto, solo auténtico y empático.
Lo mejor: no necesitas un MBA ni una pared llena de diplomas, solo la disposición de conocerte a ti mismo y liderar con propósito.
¡Un libro para pasar de “dar órdenes” a inspirar y conectar!
Con el modelo MSC (mindfulness, generosidad y compasión), te enseña que el liderazgo no se mide en cuánto control tienes, sino en cómo conectas de verdad con las personas. Es un recordatorio (con un pequeño tirón de orejas) de que no necesitas ser perfecto, solo auténtico y empático.
Lo mejor: no necesitas un MBA ni una pared llena de diplomas, solo la disposición de conocerte a ti mismo y liderar con propósito.
¡Un libro para pasar de “dar órdenes” a inspirar y conectar!
February 11, 2019
Excellent book, although it should be re-titled "mindfulness for leadership" to give a better idea.
Being a mindfulness practitioner myself many concepts are not new; what is excellent is the linking between concept and vision of the organisation. The numerous examples provide good grounds and let your mind link the theory with clear facts and benefits allowing to better figure out how it could work in your own reality. The summary at the end of the chapters are a useful tool to stick key ideas in your memory. Also the practical meditation exercises are useful both for novice or more expert practitioners.
An excellent book, which should be read several time to get best of it.
Being a mindfulness practitioner myself many concepts are not new; what is excellent is the linking between concept and vision of the organisation. The numerous examples provide good grounds and let your mind link the theory with clear facts and benefits allowing to better figure out how it could work in your own reality. The summary at the end of the chapters are a useful tool to stick key ideas in your memory. Also the practical meditation exercises are useful both for novice or more expert practitioners.
An excellent book, which should be read several time to get best of it.
July 24, 2020
Good and enlightning.
The touches upon illusory superiority in which leaders think they are better leaders, than they are, despite that questionnaires from employees says that most leaders are worse than the leader perceived him or herself to be.
The book is using the leadership tool MSC that stands for Mindfullness, selflessness and compassion.
Having listened to quite a few podcast about how successful get their fuel, from mindfulness, it is strange to read about how surprisingly many leaders who still aren't trying meditation, mindfulness and more listening than talking approach.
I liked the book, however it seems a bit repetitive at some point.
The touches upon illusory superiority in which leaders think they are better leaders, than they are, despite that questionnaires from employees says that most leaders are worse than the leader perceived him or herself to be.
The book is using the leadership tool MSC that stands for Mindfullness, selflessness and compassion.
Having listened to quite a few podcast about how successful get their fuel, from mindfulness, it is strange to read about how surprisingly many leaders who still aren't trying meditation, mindfulness and more listening than talking approach.
I liked the book, however it seems a bit repetitive at some point.
January 26, 2022
This book is easy to ready and I believe it's really good for people who don't have fundamental knowledge about Leadership. Authors mentioned MSC framework but it seems pretty obvious that in work place you have to use Mindfulness, Selflessness and Compassion which in overall include good people skills.
They also go against empathy but there were many authors before them who mentioned empathy as a key to effective leadership. Authors says that "empathy creates inequality"
I would say this book is worth to read only when you start your journey with leadership and self-awareness. There is still a lot of work in area of neuroscience to let us more understand how human brain works.
They also go against empathy but there were many authors before them who mentioned empathy as a key to effective leadership. Authors says that "empathy creates inequality"
I would say this book is worth to read only when you start your journey with leadership and self-awareness. There is still a lot of work in area of neuroscience to let us more understand how human brain works.
This entire review has been hidden because of spoilers.
May 2, 2025
Great book about leadership.
In essence, for organisations to succeed, their people need to be engaged and happy in their work. This means fostering a people first culture and starts with leaders who are humans first - leaders who are mindful, selfless, and compassionate
Mindfulness, Selflessness, and Compassion are foundational for leaders and by applying MSC first to yourself, then to your people and then to your organisation, you can better engage your people, create more meaning, connectedness and a more people-centred culture and ensure better performance.
Ultimately it is about leading with purpose for all stakeholders and for long term sustainability.
In essence, for organisations to succeed, their people need to be engaged and happy in their work. This means fostering a people first culture and starts with leaders who are humans first - leaders who are mindful, selfless, and compassionate
Mindfulness, Selflessness, and Compassion are foundational for leaders and by applying MSC first to yourself, then to your people and then to your organisation, you can better engage your people, create more meaning, connectedness and a more people-centred culture and ensure better performance.
Ultimately it is about leading with purpose for all stakeholders and for long term sustainability.
This entire review has been hidden because of spoilers.
May 25, 2018
As I see, there's currently a movement of Zen, presence, and mindfulness -- everywhere.
The book gives exercises on how to develop this mindful leadership attitude and backs everything up with war stories and anecdotes of current or past leaders well-known companies.
My only concern is, that many leaders of the "old-school" cannot, or simply don't want to change their mind and how they lead their teams.
If you think you struggle as a leader (you don't have to be C-level), read this book and consider being more present in your job.
The book gives exercises on how to develop this mindful leadership attitude and backs everything up with war stories and anecdotes of current or past leaders well-known companies.
My only concern is, that many leaders of the "old-school" cannot, or simply don't want to change their mind and how they lead their teams.
If you think you struggle as a leader (you don't have to be C-level), read this book and consider being more present in your job.
July 20, 2019
"Leaders have lost their way, leadership is about being a servant, not a ruler." Shimon Peres This is one of the quotes out of the book that really resonated with me. With the dearth of leadership that we are experiencing in the world today, this book is helpful to look at leadership in a different way. The MSC framework is very interesting for leaders - mindfulness, selflessness and compassion. Just imagine the power that we could harness if our current leaders actually believed that they served instead of ruling. Gives me hope.
February 18, 2018
This book focuses on how taking care of the mind can make us more effective as leaders. It provided great insights and practical applications on how one can develop mindfulness, selflessness, and compassion as a leader.
The authors drawn their insights from their years of experience with leaders of Fortune 500 companies in practicing mindfulness.
This is a great book as it balance theory and practical applications in every chapter.
The authors drawn their insights from their years of experience with leaders of Fortune 500 companies in practicing mindfulness.
This is a great book as it balance theory and practical applications in every chapter.
May 7, 2018
Wholesome internal view of a leader
I like that this is book talks about leadership starting from managing oneself. This is critical and practical. Then it gradually moves from self to people to organization. This makes full sense and echoes my personal experience as well. Highly recommended.
I like that this is book talks about leadership starting from managing oneself. This is critical and practical. Then it gradually moves from self to people to organization. This makes full sense and echoes my personal experience as well. Highly recommended.
July 18, 2018
It’s an easy read. Good book. Worth reading.
Started very well so I expected more but I got a little bit disappointed as the authors kept on revolving around the same ideas over and over.
It’s more about mindfulness, Compassion and relating to leadership by some examples.
Buy it, and speed read it.
Started very well so I expected more but I got a little bit disappointed as the authors kept on revolving around the same ideas over and over.
It’s more about mindfulness, Compassion and relating to leadership by some examples.
Buy it, and speed read it.
July 22, 2024
Een mooi boek, vooral ook de meditaties hadden voor mij een meerwaarde. Ik kon mij alleen niet vinden in het standpunt over het geven van complimenten. Een waarderende uitspraak kan op de werkvloer heel erg veel goed doen en het lijkt mij zelfs schadelijk als deze structureel achterwege worden gelaten.
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