Hemant Bhanoo. How Mindfulness affects Happiness. How happiness affects Productivity
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Previously worked as an engineer at Amazon and Google. Founder of several startups. Angel investor (mostly supporting friends). VP of Product at Search Inside Yourself Leadership Institute.
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Hemant Bhanoo. How Mindfulness affects Happiness. How happiness affects Productivity
- 1. Search Inside Yourself Mindfulness-Based Emotional Intelligence for Leaders
- 2. What do you love about your work? What are some of your biggest challenges? In Pairs
- 4. Hello!
- 6. • Self-Awareness • Self-Management • Motivation • Empathy • Social Skills
- 9. 47% Average time spent Mind-wandering 70% Leaders report regularly unable to be attentive in meetings 02% Regularly make time to enhance personal productivity Killingsworth, 2010; Mindful Leadership Institute, 2010
- 11. Autopilot Traits • Attention is in the past or future • Distracted • Less aware • Act based on habit patterns and assumptions
- 12. Viktor Frankl’s teachings, summarized by Steven Covey. “Between stimulus and response, there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.”
- 13. How to get off Autopilot?
- 14. Mindfulness
- 16. Autopilot Aware
- 17. Self-Awareness
- 18. In the moment “Integrated” At the gym “Dedicated”
- 19. 1. Attention to breath 2. Relax body 3. Ask: What’s important now? Micropractice Three Breaths
- 21. Neuroplasticity: Changes in Attention and Mind-Wandering Brewer et al., 2011, image from Ricard et al. 2014 Default Mode Network (DMN) • Related to mind-wandering and self-referential thinking. • Less active during meditation. • Meditation practice → greater connectivity with attention management regions, even at when rest.
- 22. Mindfulness Practice: Less Anticipatory Stress, Faster Recovery Lutz et al., 2013 Novice vs Expert meditators responding to pain Less anticipatory amygdala activation Less self-reported unpleasantness afterwards Amygdala
- 23. Changes after SIY Pre-program compared to 4 weeks Post-program % of “Often” and “Very Often” Responses Pre-Program Post-Program 60% 41% “When in conflict with someone, I take time to fully understand what is driving their perspective.” Pre-Program Post-Program 67% 44% “I am able to pause before reacting.”
- 24. • We need skills for a VUCA world • Mindfulness is the movement from Autopilot Aware Summary
- 25. Empathy
- 26. What Google Learned From Its Quest to Build The Perfect Team.
- 27. Autopilot Traits • Attention is in the past or future • Distracted • Less aware • Act based on habit patterns and assumptions
- 28. Movement from Autopilot Aware Mindfulness: Empathy: Awareness of others
- 29. Listening
- 30. • What’s surprising to me lately in my life is… • The kind of person I want to be is… • OR … anything else • A talks and B listens (bell)
- 32. 1. Settle the mind 2. See a similarity 3. Offer kindness Micropractice Shift to Connection
- 34. • What’s surprising to me lately in my life is… • The kind of person I want to be is… • OR … anything else • A talks and B listens (bell) • Switch roles • Free-flow conversation
- 35. Comments
- 36. Remember how it feels to connect with others
- 38. Practices Three Breaths Practice1 Mindful Breathing2 Mindful Listening3 Shift to Connection4
- 39. • We need skills for a VUCA world • Mindfulness is the movement from Autopilot Aware • Awareness of others creates connection & empathy • Find ways to practice, both dedicated and integrated Summary
- 40. Next Steps
Editor's Notes
- Dyad Take a few comments, briefly connect to what we’ll learn today
- I’m sure many of you are coming from different places–thinking about work, commuting, planning projects. Often, our bodies are in one place, while our minds are in another. Let’s do a short practice to see what it would be like to fully arrive here, where we are, in mind and body. To do that, I will suggest a short experiment to do for just one minute. To do this, we’ll anchor attention in the present moment by paying attention to the breath. This is a great tool because you can only breathe in the present moment. To support attention on the breath, I’ll recommend that you close your eyes or lower them, so that you’re not habitually looking around the room at other people. And further, that on each in breath, you say to yourself, “breathing in…”, and on each out breath you say to yourself, “breathing out…”. This is a way to keep the breath in your awareness. Whatever pace you breathe at is fine, there’s no particular way you have to breathe. Let’s try it for one minute. Ready? Let’s begin. (after practice) Any comments, How would you describe how you feel? (take quick descriptive comments)
- In SIY we train in all of the EI areas; today, we’ll focus primarily on self-awareness and empathy, though you will likely see how the exercises support the other areas as well.
- The challenges of the world we live in
- [UP] And yet, we know that autopilot isn’t the only way it has to be! We have probably all had experiences at some point in our lives of feeling present–in nature, in our work, with other people. We’ve felt aligned with our values, awake, conscious of what we were doing.
- [UP] As it turns out, there is. This is where training in mindfulness comes in.
- A simple definition for mindfulness is the movement from autopilot to aware.
- Mindfulness thereby serves as the foundation for Self-Awareness. As Goleman explained, Self-awareness is the root of all other EI areas. How can we manage ourselves and our relationships if we’re not aware?
- Let’s talk about how this training happens. Explain dedicated and integrated practice. We already did one “integrated” practice–the 3 Breaths Practice. We also did a very short “dedicated” practice–the Arrival Practice to start the day. Let’s go deeper into a mindful breathing practice, explaining more the idea of focus and how it supports mindfulness.
- Before getting into some of the research on this point, I want to highlight that moving from autopilot to aware is very simple and practical. There are many ways to do it, and here is one we can try now. Explain and lead the micropractice.
- Abstract from Brewer et al. 2011 Many philosophical and contemplative traditions teach that “living in the moment” increases happiness. However, the default mode of humans appears to be that of mind-wandering, which correlates with unhappiness, and with activation in a network of brain areas associated with self-referential processing. We investigated brain activity in experienced meditators and matched meditation-naive controls as they performed several different meditations (Concentration, Loving-Kindness, Choiceless Awareness). We found that the main nodes of the default-mode network (medial prefrontal and posterior cingulate cortices) were relatively deactivated in experienced meditators across all meditation types. Furthermore, functional connectivity analysis revealed stronger coupling in experienced meditators between the posterior cingulate, dorsal anterior cingulate, and dorsolateral prefrontal cortices (regions previously implicated in self-monitoring and cognitive control), both at baseline and during meditation. Our findings demonstrate differences in the default-mode network that are consistent with decreased mind-wandering. As such, these provide a unique understanding of possible neural mechanisms of meditation.
- And, another study (Desbordes et al. 2012) found that a total of 26 hours of practice led to lower amygdala activation overall. Abstract from Lutz et al. Experientially opening oneself to pain rather than avoiding it is said to reduce the mind’s tendency toward avoidance or anxiety which can further exacerbate the experience of pain. This is a central feature of mindfulness-based therapies. Little is known about the neural mechanisms of mindfulness on pain. During a meditation practice similar to mindfulness, functional magnetic resonance imaging was used in expert meditators (> 10,000 h of practice) to dissociate neural activation patterns associated with pain, its anticipation, and habituation. Compared to novices, expert meditators reported equal pain intensity, but less unpleasantness. This difference was associated with enhanced activity in the dorsal anterior insula (aI), and the anterior mid-cingulate (aMCC) the so-called ‘salience network’, for experts during pain. This enhanced activity during pain was associated with reduced baseline activity before pain in these regions and the amygdala for experts only. The reduced baseline activation in left aI correlated with lifetime meditation experience. This pattern of low baseline activity coupled with high response in aIns and aMCC was associated with enhanced neural habituation in amygdala and pain-related regions before painful stimulation and in the pain-related regions during painful stimulation. These findings suggest that cultivating experiential openness down-regulates anticipatory representation of aversive events, and increases the recruitment of attentional resources during pain, which is associated with faster neural habituation.
- UPDATED 9/21/17: (Q18) “When in conflict with someone …” Pre Mean: 3.4 Post Mean: 3.7 p < .0000000003 → Statistically Significant Difference Between Mean of Pre and Post (Q5) “I am able to pause before reacting…” Pre Mean: 3.4 Post Mean: 3.8 p <.0000 → Statistically Significant Difference Between Mean of Pre and Post Based on: Attendees of SIY 2-day programs 15 countries, 384 total responders to pre- and post-surveys
- Short summary of where we are in the program.
- There are many reasons empathy is important, which don’t take a lot of research to understand: empathy is how we understand others and build relationships. It may also be interesting to know that empathy appears to form the foundation effective teamwork and collaboration. Explain study. [DOWN] And yet, if Empathy is something that clearly most of us would like, and is even important for our success in working together, why does it often seem so hard to get people to work together, for people to understand each other? ---- From Google re:work site: Over two years we conducted 200+ interviews with Googlers (our employees) and looked at more than 250 attributes of 180+ active Google teams. We were pretty confident that we'd find the perfect mix of individual traits and skills necessary for a stellar team -- take one Rhodes Scholar, two extroverts, one engineer who rocks at AngularJS, and a PhD. Voila. Dream team assembled, right? We were dead wrong. Who is on a team matters less than how the team members interact, structure their work, and view their contributions. So much for that magical algorithm. We learned that there are five key dynamics that set successful teams apart from other teams at Google: Psychological safety: Can we take risks on this team without feeling insecure or embarrassed? Dependability: Can we count on each other to do high quality work on time? Structure & clarity: Are goals, roles, and execution plans on our team clear? Meaning of work: Are we working on something that is personally important for each of us? Impact of work: Do we fundamentally believe that the work we’re doing matters?
- [UP] We can do something to build greater empathy with others. The connection is actually simple: Mindfulness is the movement from Autopilot to Aware. A short definition of empathy is “awareness of others.” Mindfulness training therefore also helps us build empathy. In a moment, we’ll do a practice that builds on the practices we did earlier, and will help you develop empathy. We’ll add on two additional practices that help build awareness of others: Seeing Similarities and Offering Kindness. To demonstrate this, let’s first do a listening exercise.
- Ask participants to find a partner.
- Explain that one person will talk and the other will listen (set up like you would set up mindful listening, but don’t call it “mindful listening”). Have them pick person A and person B, and give the prompts.
- Now, as Person A shares, Person B should practice UNMINDFUL listening. Person B: listen just enough to know what they’re saying, but spend your time thinking about what you’re going to say when it’s your turn. Check your phone to see if there are any new messages. Look around the room every once in a while to see If anything interesting is happening. Ready? Let’s begin. (let this run for only about thirty seconds) Bring attention back. Ask participants for comments about what they noticed, how they felt. Note: do not do a second round of unmindful listening with partners switching who speaks and who listens. They will get the idea by just doing it once for a few seconds.
- Okay, let’s now change gears… Explain the practice. Do the practice. Then do the practice again (let’s get in one more rep…)
- Okay everyone, now let’s do mindful listening. Explain the practice.
- Give instructions and prompts.
- Let me highlight something here. IF YOU REMEMBER NOTHING ELSE from this program, remember this one thing: how it felt to really connect with others. (pause)
- Because the real potential of mindfulness is not just that it helps us move from autopilot to aware, but from autopilot to aware to connected.
- Here are the practices we’ve learned. When might these practices be useful for you?
- Here’s a summary of what we shared.
- If you’re interested in learning more, go to siyli.org. You can find resources, information about programs, and sign up to hear about opportunities to learn more.
- Before going back to work or back home, let’s close with 1 minute of mindful breathing. If there is time, ask participants to share up to 2 words about how they feel leaving the program.