First session (two overall) conducted in 2019 to train new leaders in basic leadership skills based on on mindful self awareness and emotional intelligence.

1. Mindful & Agile Leadership
Rafael Cobo Calleja 2019
Training for the Future
Day1

2. 2
“You cannot control the waves,
but you can learn to surf”
(*) Source: Jon Kabat-Zinn- creator of the Stress Reduction Clinic and the Center for Mindfulness in Medicine at the University of Massachusetts

3. 3
Lets think together some session agreements…
My proposals:
Relaxed mode-learn
Self-Inquiring
Practicing
Open dialogue
Contributing
Teaching each other
Others:
Notes/materials
30 min break-when?
Language
What else…?

4. Why design this programme?
Organization as a living organism
Complex environments
What implies on new processes and leadership?
Relational leadership-resonance
Distributed decission making-transcending ego
Collaboration and information sharing
Multi project management
Continous sales approach
Conflict management and coaching
Resilience
What else?
4

5. Why this programme (2)? Exercise
5
“Karel is a young, successful policy officer at an international NGO. Smart and pro-active,
his contacts in Latin America went well because he gave well founded substantive advice
on requests and evaluation of projects.When the position of team manager for Latin
Ameirica become vacant, Karel was given the job.
The things Karel did well in the past were repeated here: quick contact with his
employees and emphasis on substance. There was a lot to do because the position had
been vacant for some time. A blocklog in project assessments and evaluations had to be
clared away. And at the same time, a change in direction at the Ministry of Development
Aid ment that a policy change had to be implemented. The number of partners in Lat Am
had to be considerably reduced. Karel priority was to have the content of the case
completely in order. His office door was shutted for other matters as when colleagues
tried to share their stories and emotions about the consequences of these changes with
him.
Until a very dissatisfied and shocked letter from the Lat Am partners landed on the
director´s desk. When discussed in a meeting between Karel and the director, something
snapped: “This can´t be true! I have put all my energy into it.” Apparently the need to get
content and practical issues had been Karel ´s priority over giving any attention to
emotional reality. His team felt completely left out in the cold, and so did the partners with
whom they worked.
Karen realized that he had continued working as team manager in the same way he had
done previously as policy officer.”
(*) Source: Wibo Kool- Mindful Leadership

6. Reading Dee Hock: What´s proposing?
50% of time dedicated to manage Self
25% of time dedicated to manage superiors
20% of time dedicated to manage peers
6
(*) Source: Dee Hock- Leadership in the chaordic era

7. Sense of
Purpose
Empathy
Power Style
Self Awareness
Developmental
Motivation
Connective
Awareness
Reflective
Judgement
Situational
Awareness
Context setting
Agility
Creative Agility
Stakeholder
Agility
Self
Leadership
Agility
Level of
Awareness
and Intent
Source:Leadershipagility.BillJoineryStephenJosephs
7
What can be the competences of effective leaders?

8. What is Awareness?
Its our mental non conceptual base that makes us fully
conscious beings. Two modes:
Doing mode (focus): activated
when our mind wishes to rectify
a discrepancy
Being mode (open attention):
directed at acknowledging what
is here now
Agility implies switching between this two
positions in our body-mind system
8

9. The importance of the switch from doing to being,
or action to reflection……
You act from previous
experiences stored in the
mind as memories
What if its not immediately
apparent what must be
done?
Doing mode:
walk from A to B.
Your mind continues
processing, and so on…
as discrepancy is not solved
9

10. The level of awareness and intent you operate from
10
Expert
45%
Agile
10%
Achiever
35%
Fuente: Leadership agility. Bill Joiner y Stephen Josephs
Level of awareness Level of intent
Modest reflective capacity To improve and acomplish
things
A roboust reflective
capacity, but after the
event has occurred.
To achieve desired
outcomes in a way
consistent with self-chosen
values
Ability to step back in the
moment or be in the here
and now processing your
senses,thought processes,
intuitions and emotional
responses
To engage in life in all its
fullness. Create contexts
that are experiential and
meaningful in deep
collaboration with others.
To be of benefit to others
as well to yourself.
DoingmodeBeingmode

11. More to explore….
11
Doing mode Being mode
(*) Source: Wibo Kool- Mindful Leadership
IndividualsOrganizations
• Effort, autopilot
• Future oriented
• Achieve, reach
• Sympathetic nervous system
• Routine
• Functional attitude
• Feeling of isolation, divisive
• Relaxation, conscious response
• Here and now
• Playful, regenerate, learn
• Parasympathetic nervous system
• Unique, experiment, play
• Open attitude
• Feeling of connection, integral
• Action prioritized
• Supress disagreable info
• Vertical decision making
• Winning or losing
• Competing with each other
• Switching action and reflection
• Open for deviating info
• Horizontal dialogue
• Win-win
• Learning from each other
Reflect: do you need an investigative attitude when working with clients?

12. Awareness test
What do you put your attention at? Discussi
on
12

13. The magic of the Being mode
You can concentrate fully on the experience of the moment.
And it doesn´t mean doing nothing…
13
Perceptions, sensations,feelings, thoughts, idea of self, will,
values, purpose, insights and corageous acting in the instant
with full responsibility….

14. 10 high impact tools
1. Switching from doing to being mode: stress
management.
2. Focus atention.
3. Open attention and presence.
4. Emotional intelligence.
5. Reflective action and SMART goal setting.
6. A culture of dialogue: active listening, generative
conversations, effective meetings and sales.
7. Conflict management and coaching.
8. Project effectiveness: eliminate hidden blocks.
9. Resonance with purpose.
10. Energy management and joy at work.
14

15. 1. Switching from Doing to Being mode: centering
to manage stress
15
When dealing with
stressful and unknown
situations, a core skill
of mindful leadership
is switching from doing
to centering in the
being mode.

16. A story…
Phil Jackson, most laureated MBA coach: 11 “Rings”
with Chicago Bulls and LA Lakers
In 1993 hires George Mumford, ex-convict,
as support coach…
Be “in the field”: public
silences…and you don´t doubt.
“Feel the space between
breaths as the calm blind
spot in which to anchor to
the present moment,
where mental and
environmental noise does
not interfere…”.
16
Stress
management:
self centering1

17. Stress
management:
self centering1
Lets first understand more about stress...
Distinguish eustress (activation) and distress
(depletion).
17
Letargy, negativity
Anguish, fear
There are three quick responses of the brain
under stress: flee, fight, freeze:
Anger, frustration

18. Stress
management:
self centering1 The maintanance of the stress mode is not
sustainable physically….
18
…and not wise profesionally as leave us in Autopilot….

19. 19
1.1. STOP Minute: switch and self centering
STOP
Whenever you feel the situation is owerhelming, that
stress is growing, make a deep breath and focus on your
diaphragm. This muscle contracts under stress. Just by
bringing presence into this muscle, it relaxes, returns to
its natural state, making breath more profound. As the
breath connects mind –conscious nervous system- and
body –autonomous nervous system-, a deep and calmed
down breath gives the signal to our brain to return a
stressed body system to peace. Then, all the physical
stress mechanisms stop.
Bring your attention but don´t try to change nothing, it
will do naturally (if you try to change, you add stress
mode). And then just attend with curiosity how
inhalations and exhalations emerge and dissolve in your
consciousness. Create in seconds real intimacy with
perceiving it.
Then open your attention to the external situation. What
is really happening here?
1 Practice

20. 20
1.2. Body Scan / Deeper relaxation
If your body is not relaxed, is difficult that you can center in
yourself or environment, as a tense body will be reminding the
brain that “stress mode” is still on.
How do we relax the body? Not ordering it to relax! That brings
more stress… Just bringing attention, the body is again inhabited
and returns to its natural state, which is relaxed.
So lets start…Sit straight on a chair or lie on your back. If your
posture is open, you are giving your mind a message: “nothing to
fear”… Close your eyes.
Start bringing your attention to your right foot…don´t think about
it, really bring your attention there, to the feeling of contact
with the floor, etc. Move your attention upwards step by step
along your right leg: calf, knee, thigh…then the left leg.
Sensations might include tightness: notice that when you bring
your attention, the body relaxes. Give it the time necessary.
Continue this way all along your body. Special attention to the
diaphragm: as you relax this muscle, breathing becomes more
deep and all yourself relaxes. Other usually tense areas are
hands, shoulders, face and jaw.
Be curious and open to what you are noticing, and then
intentionally releasing the focus of attention before shifting to
the next area to explore.
Each time your attention wanders, simply notice that this is
happening, then gently direct your attention back to the body. At
the end, expand your attention to feel your entire body.
1 Practice

21. 21
1.3. Mindfulness of senses and thoughts
Mindful eating a Raisin
Begin by placing a raisin in the palm of your hand. Spend a few
moments just looking at it with a sense of curiosity and awe, as
if its the first time you have seen a raisin.
Gently pick up the raisin with your thumb and index finger and
roll it between them. Close your eyes. What does the raisin
feel like? What are its textures? Rub the raisin across your lips,
and notice what that feels like. Gently place the raisin on your
tongue: notice how the raisin feels. When you’re ready, begin
chewing. Bite the raisin very slowly and gently. What is that
like? What sensations, textures, tastes, and smells do you
notice? If you feel the urge to swallow the raisin right away,
just notice that urge, and slowly chew the raisin for a minute
or so, without swallowing. Finally, go ahead and give in to the
urge to swallow it.
At the same time you experience how senses emerge in your
awareness, notice also how thoughts, labels, concepts, even
the idea of you emerges in it.
Be aware that there is a base mind, what we call
consciousness, from where any perception or thought emerges.
Be aware that this base consciousness is always and already
present, so no effort is required to access it. And its in calm.
This exercise helps us to familiarize ourselves with our deepest
self nature: awareness or conscious mind.
1 Practice

22. 2. Focus attention
Do you know how much time your mind is distracted daily?
47%
of your time (1)
Monkey mind
22

23. Practice
2 2. Focus Attention on Breath:
desidentifying with thoughts….
This simple practice is key to de-identify with mental noise, bringing focus
and clarity.
Adopt a comfortable sitting position and close your eyes so you can focus
better. Start with a Body Scan and relax your body and specially your
diaphragm, so your breath can be more calm and deep.
Bring your attention to your diaphragm and breath, as the way it is, it is ok,
don´t try to change it. Just observe them gently, how they emerge and
dissolve in consciousness. Be aware also of the space between inhalation and
exhalations…rest in the heart area, feeling the silence that is always and
already with you. The silence you are looking in your mind is always present
in your deeper conscious mind!
If your thinking mind starts wandering into abstract past or future events,
bring gently your attention to the real present and find there your breath.
Label the wandering as “thought” and let it go. Neuroscience tells us that
noticing drifting attention, and gently returning our focus to wherever we’ve
placed it, over and over, is how we create new paths in the brain (to our
conscious body-mind system).
Continue for the time you have planned. End with 3 deep inhalations and
exhalations.
Include this discipline (increase gradually the time: 10-20-30 minutes) in
your daily practice. It can increase your mental focus up to 45% in 8 weeks…
If you prefer a micro-practice, just bring your attention to your breath and
acknowledge it, as whatever it is at that moment, for few seconds.
23

24. Focus
attention
2 Be aware…
24
Judgements filter your experience of reality. Also your own internal judgements
and self –image.

25. Daily judgements
Observe and let go
25
Limiting beliefs:
The Work- Byron Katie
“Internal saboteur”
• Is this idea truth?
• Really?;
• Are there situations
where the opposite is
truth?
• Who would I be
without this idea?
Feel it. Breath in this
idea.
• Be aware of your
internal saboteur
voice: what does it
say usually?
• Take notes of this
voice. Be aware that
is not you: its only a
thought.
• Each time a
judgement emerge,
label it accordingly.
Don´t identify.
• Distinguish founded
(repeated evidence)
and unfounded
(create reality by
themselves)
judgements. When
you speak,be clear: “I
think…”
• Distinguish from
intuitions.
Exercises
2

26. Focus
attention
2 Be aware….
A task completed –as little it
might be- brings a oxitocyn
“hapiness hormone” discharge. So
completing small tasks can be
addictive (as responding emails)
and much more gratyfing than
working in bigger projects…
Can you identify in yourself this
behaviour?
Each time you find yourself in this
need, stop, breathe and connect
with your heart and your
intention: what is important
really now?
Did you know that
we dedicate
41% of our
work time to low
priority activities?
Source: Kogon, A. Merrill- The 5 choices: the path to extraordinary productivity).
26

27. Focus
attention
2 When moving from “expert” to “achiever” you
might also need to check…
27
• Be aware if you continue taking all the
tasks: that´s your old expert role comfort
zone. Delegate.
• Sometimes as leader you will need to be
more direct and decisive, and stablish
clear direction.
• Confront issues. Coach your direct
reports.Propose and inquire (let them
explain their thought process).
• Be assertive with your boss.
• Be aware of the difference between the
Urgent & the Important: planify
accordingly

28. Focus
attention
2 Where as organization we bring value to our
stakeholders? What differentiate us?
28

29. Embodying the focusing energy
29
Exercises
2

30. 3. Open attention and presence
Do you know what % of decisions you make consciously?
5%
the other 95% are
unconscious (1)
(1) Bargh and Chartrand-American Psicologyst 1999
Automatic Pilot
30

31. 31
How do you
attend life?
3
Survival brain runs
the O.S.
Whole conscious Self
runs

32. 32
“QUAM”
SCENE 1
“QUAM”
SCENE 2
How do you
attend life?
3

33. 33
Open
attention:
presence3 Where and how you put your attention defines your life.
Through open attention to real experience, -and not so much as usual of what
we think of experience- we inhabit the world in an open way, with ease,
surfing with the “waves” that we perceive from the “outside” and from the
“inside”.
You can train on it in quietness and practice in your daily tasks.
If it’s a practice in quietness, adopt a sitting posture that gives you a sense of
“openess” and “ease”. Dont try to control or grasp the moment: accept it as
it is (acceptance is very different from resignation: in acceptace you accept
the continuous call from life to move outside of your conmfort zone).
Re-cognize yourself in your always and already present conscious mind. Your
thinking mind steps back.Settle with ease in the act of perceiving: senses,
thoughts, feelings, insights, values and needs. Focus on your center: the
heart, not the brain (trust: ideas will come, actually, less mental noise and
much more insights!). And explore –don´t try to understand, just realize-
features as the silence from which each phenomena emerge, your aliveness,
presence, love, clarity, intimacy with all… If you try to grasp, it goes. Just
rest in “being mode”: perfectly relaxed, perfectly aware, as a cat. This
changes your relationship with reality: instead of being identified with a
single object of perception, usually from an abstract perspective, you open
to reality in its wider sense, to your presence and the present moment: not
only the objects of attention, buy the process of attention and the
relationship with what you attend.
Reconcile yourself with the moment: senses, thoughts (and your idea of self,
judgements and conditionings), feelings, needs, insights…
And from this presence, let your best possibility act in the world. Accept also
what it requires you to do. Act in an instant also with ease, as a dance with
reality.

34. 34
Exercise
3 Letter to life: You are completely responsible of the
level of attention you give to this present moment…
Dear life:

35. 35
What do you think is behind most of your emotional reactions?
Unconscious
memories,
perception
errors of our
most primitive
brain, ego…
Emotional Reactivity
4. Emotional intelligence management4. Emotional intelligence

36. How do we usually manage
(incorrectly) emotions?
36
Repression
Activated unconsciously, depending on the programming due to culture,
education and past experiences that generate in us guilt and fear. Its
mechanism are denial and projection (underlying current social
violence).
Suppression
Activated consciously, depending in our beliefs. It manifests as
irritability changes in mood, muscular tension, digestive problems,
alergies…
Expression
Body language channels the emotion. Many think expressing laudly
feelings liberate them, but usually just spread them and give them more
energy. A better option is to assume the responsibility for this feelings
and act on them.
Escape
Avoidance through entertainment. Its the cause of the boom of the
entertainment industry, consumism, frantic activity…
Fuente: Dr. David R. Hawkins-Dejar Ir, el camino de la entrega
Emotional
intelligence
4

37. 37
Emotions influence all our work
• Anxiety
• Depression
• Emotional reactivity
• Conflicts
• Empathy
• Relationships
• Communication
• Achievement
• Inspiration
• Creativity
• Resonant leadership
• Service leadership…
Emotional
intelligence
4

38. 38
“Inner weather: emotional awareness”Emotional
intelligence
4
Stop several times per day. And just be aware of your own mood.
Specially if its amoment where you can have emotional impact in your
team. Observe any thought, pysical sensations, associated behaviour…
You can also observe how your team members –as individuals and as a
whole- react emotionally to specific situations. Pause: encourage
open communication about feelings and emotions.

39. 39
Handle emotions considering their natureEmotional
intelligence
4
Red light
• Frozen thinking
• Tension in body
• Focus on past and
future
• Winning-losing
• Me first
• Causing damage
Green light Amber light
• Open and flexible
• In the now
• Provided for
relationship need
• Makes vulnerability
surface
• Us first
• Helping
• Arise when things go
differently than thought
• Feel anxious in the body
• Triggered when
unrealistic expectations
cannot be achieved or
when barrier appears in
conversation
Aggression
Gloominess
Yearning
Anxiety
Jealousy
Contempt
Alarm
Sadness
Love/ appreciation
Empathy
Joy
Compassion
Admiration
Frustration
Disappointment
Fear
Shyness
Guilt
Insult

40. 40
Practice
4 Digesting emotions
Emotions are neurochemicals that transport information that help us return
to balance. Therefore, let them do their work: emotions need to be
digested! If you reject/deny them, they accumulate in the body as tensions…
or they keep calling and overflow you.
Whenever an emotion emerges, either subtle or strong, attend it from its
pure quality: don’t bring it to the mind, just attend its presence in the
body.
Many times, emotions arrive linked to an “story” or thought. In this cases, its
important to be aware of both: the emotion and the thought, because if not
they create a loop which is very difficult to cut (it happens for example in
depression, with thoughts as “I am not capable”). So be aware of the story
and label it as “thought” and then, pay attention to the emotion
(remember: not from the thinking mind, but literally feeling it in the body:
it will help you follow the indications seen on the bodyscan).
If an emotion is very intense, it might want to be sometime with you (for
example, in a mourning): accept its timing. Place yourself in the heart and
as adult, welcome the process you are in.
When you experience an overreaction that you cannot control, later, when
you arrive home and have sometime for silence, you might want to evoke
again the situation, feel the emotion again and properly digest it with open
heart.
You can also evoke positive emotions: visualize a situation you like, feel the
emotion in your body. But don´t get addicted to this feelings: life has all
kind of light moments and shadows…rest in your conscious mind, always in
peace.

41. 41
Practice
4 The body power on relasing/digesting emotions
25% Cortisol
15% Cortisol
As emotions are released on the body-mind and stored in the body,
our body postures and yoga can be of great help:
Source1:AmyCudy.TEDTalks
Increase energy
with balance
Calm energy
Parasympathetic
stimulus; pleasant
clams
Sympathetc stimulu:
excitement, stressor
Source2:Dr.DavidFrawley-YogandAyurveda

42. 42
Wound Origin How do you feel Strategy
Rejection Feel unwanted in
the first months of
life (conception-
1st year)
No right to live. Rejection of yourself and of others.
Experiment lot of fear, to others and to life. And
specially to be rejected again. It becomes difficult to
expose to be seen. Experiment loneliness and of not
deserve.
Escape. I leave you
before you leave me.
Become unnoticed.
Abandonment Experience a
separation under
the 3 first years. A
new baby is born
or we are left at
the care of others
Fear to loneliness. You cannot be alone, need
excessive support and depend on others to takeall
decissions. Difficulties to say “no” and defend your
needs.
Dependency. Difficulty to
become responsible of
your life.
Humilliation In 3 frst years.
Comments and
jokes about the
lack of skill,
comparisons,
punishments….
Embarrasment of yourself or others. Dont respect their own
needs, taking more
responsibilities than
necessary.
Betrayal 2 -4 years.
Promises that
are not
fulfilled.
Suspicious. Fear falsehood and see it everywhere.
Feel bad with ambiguity and want to control / foresee
everything.
Control. Difficulties to
delegate and demand
in excess. Always think
they are right.
Jealous.
Practice
4
Emotional reactivity (strong-unjustified…):
The inner child wouds in the subconscious

43. 43
Why don´t you break the chain?
Emotional
intelligence
4
When meditating, our brain waves slow down its frequency (from beta to
alfa or theta) connecting with the brainwave frequency of the
subconscious…

44. 44
Two key emotions (1): aversion
?
Where
do you
feel it
Familiaríze yourself
with the body
sensation of
aversion… attend it.
It might be blocking
other emotions:
rage, sadness…
Emotional
intelligence
4

45. 45
Two key emotions (2): safety
You, as manager, ensure an ambiance of safety
Emotional
intelligence
4
Resilience meditation
Begin by fucus on your body and breath.
Failure
Take some minutes to bring your atention to a memory of an event
in which you had the feeling of misarable failure. Observe your
associated emotions and notice how the manifest themselves in the
body. Then test if you are capable of exeriencing them without
aversion. See whether you can view the emotions as physical
sensations. That´s all. They are only experiences: allow them to be
present.
Success
Take some minutes to bring your atention to a memory of an event
in which you had the feeling of considerable success. Observe your
associated emotions and notice how the manifest themselves in the
body. Then test if you are capable of exeriencing them without
wanting to hang on to them. See whether you can view the
emotions as physical sensations. That´s all. They might be
pleasant, but are only experiences: allow them to be present, They
come on at their will and go when they will.
Back to calmness: bring yor attention to the here and now, scan
your body and observe how it now feels.

46. 5. Reflective action and SMART goal setting
46
A four step cycle that enhances the natural process of learning from experience.
We move through it many times per day, but unconsciously…

47. 47
Practice
5
We invite you to use your everyday work initiatives to
practice this new mindful leadership behavior and develop
the capacities to support it.
You do this using the level of awareness and intent that
corresponds to your desired new level of leadership: the
mindful/agile/ being mode. How?
First you step back from your current focus. Here, try to gain
new insight: diagnose the situation. This corresponds to the
first two steps of the reflective action cycle and the results
will depend on your current level of awareness (that which
you are training with the 1-2-3-4 skills of this course).
Then set your SMART (Specific, Measurable, Attainable,
Relevant and Timely –as possible-) intention and engage in
what needs to be done. The way you set the intention will
depend on your level of intent at your new “being”
leadership level.
Task: start appliying at your everyday work initiatives.

48. 6. A culture of dialogue. Active listening and
generative conversations. Effective meetings /sales.
48
Film: Invictus-Clint Eastwood (director); Morgan Freeman y Matt Damon
Directing attention is what communication is all about…

49. 49
Observable data and experiences
(as a video recording might
capture them)
I select data dorm what I believe
and my mental frames
I add meanings (personal and
cultural)
I make assumptions (based on
the meanings I added)
I draw conclusions
I adopt beliefs about the
world
I take actions based on my beliefs
Loop: will
affect the
data I select
next time
Culture of
comunication
How do we attend the world:
ladder of inference or open mind?6

50. 50
Culture of
comunication6 Types of communication
Field:
Structure
of Attention
Conversing
(group)
Attending
(individual)
I-in-me I-in-it I-in-you I-in-now
Listening 1: the
autopilot.
Fixed world view.
Downloading habits
of thought. You only
need half word to
know what you must
do, or to confirm to
yourself how the
other is.
Listening 3:
Empathic
Listening. You
leave your own
world view, and
try to imagine how
something feels
for the other.
Listening 4:
Generative
listening. From
what is going to
come- without a
worlds view.
Discover the story
behind the story.
Listening 2:
Factual,
object-focused.
Directed mainly
to noticing
differences,
(“this is wrong”).
Used in legal
environments…
Downloading:
Talking nice,
politeness,
rule-reenacting
Debate:
Talking tough,
rule-revealing.
Dialogue:
Inquiry,
rule-reflecting.
Collective
Creativity:
Presencing, flow
rule-generating.
Source: MIT_Presencing Institute

51. 51
A key practice to build strong communication.
When you listen, focus all your attention on just listening.
If you let your thoughts, judgments get into your mind,
several things happen:
• You lose key elements of the conversation
•You traduce the message your own past experience
• The speaker detects you are thinking a response and
becomes defensive, stressed, losing part of his creativity.
The conversation ends in known territories.
However, the real “Dialogue” happens when you hold your
judgments, thoughts until it´s your time to talk. So when
you listen, just acknowledge that you are listening. Allow
also your body posture to express that you are listening.
Observe your emotions, reactions…what happens
internally?
Its miraculous how conversations become much richer and
efficient just with this simple (but not easy) practice.
Practice
6
5
Mindful listening
Nº 6 Tools continue in session 2

52. Invitation for the next weeks (25/06-19/07)
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1. Home practice: relaxation (body scan or yoga-20 min) and attention to the breath (20 min)
2. Mindful attention to daily routines at home and work: scape from automatic pilots! Explore
also your emotional challenges: digest your emotions in the here and now.
3. Mindful listening; practice at any opportunity.
1. Stakeholder Interview. The purpose of a stakeholder dialogue interview is to see your work
from the perspective of your stakeholders. It answers the questions: What do my
stakeholders want from me? What do they need me for? Procedure: make an appointment
with one of your key stakeholders (boss, peers, clients..). Before you meet the interviewee
allow for some quiet preparation or silence. During the interview, listen with your mind and
heart wide open and take notes. Ask questions spontaneously: feel free to deviate from your
questionnaire if important questions occur to you. The questionnaire is designed to serve
you and your work—not the other way around. Questions: 1) What is your most important
objective, and how can I help you realize it? (What do you need me for?); 2) What are the
criteria that you use that help you to assess whether or not my contribution to your work
has been successful or not? 3) If I could change two areas in my area of responsibility over
the next six months, which two things would create the most benefit for you? 4) What were
some of the barriers and issues that may have prevented people earlier in my role to
collaborate effectively? Listen mindfully. Appreciate the feedback.
4. Reflective action: explore the tool with any other work issue that you wish: how would it
be to behave from a hogher level of consciousness and intention? Explore the in the moment
reactions…

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Thank you
rafael@yogamindful.net
www.yogamindful.net
659739617