In my last post, I discussed how to recognize and relieve suffering in the workplace. As a Middle Way Manager™, it is your special responsibility to work with those you manage to relieve their suffering, regardless of its origins. In this post, I will consider what it means to be humble and how to practice humility on a daily basis as you develop your Middle Way Management™ practice.
It's Hard to be Humble
It truly is hard to manage with humility in an American-style organization, especially if you live in the United States. Are we not taught that the leader charges ahead of the pack, relying only on his wits and wisdom to lead everyone else into a brighter future? That it is not only desirable, but necessary, for the leader/manager to recognize, develop, and loudly proclaim her leadership strengths? That a humble person is soft-spoken, walks with his head down, eyes directed at the floor, never acknowledging his own self-worth? None of these attributes should be a part of your daily Middle Way Management practice and here's why.
The Bold, the Proud, the Humble
Personal pride should be a fundamental part of your Middle Way Management practice. You simply cannot develop a solid, congruent management practice - of any kind - without it. Is this the sort of pride that is boastful and arrogant? Certainly not. Is this the sort of pride that recognizes you as a special person here at a special time to fulfill a special duty? Certainly! Taking pride in your own achievements is a healthy way to build your own commitment to an organization while developing a trust relationship with those you manage. Yet, how does this fit with humility in the workplace?
Humility is a special quality that requires both introspection and honesty. The humble manager understands her strengths and weaknesses and works to maximize her effectiveness within the context of the organization. Humility does not promote boasting or sycophantic behavior; it requires a manager to think, speak, and act with clarity of purpose and to view himself as a critical part of the organization's success. The humble manager understands that his success depends entirely upon the team. In this way, the manager only ever operates in a support role - as a facilitator of success. When you are humble, honest, forthright, and clear, trust will abound and the team will excel.
Back to the Breath
Because humility falls under the "way of being" rubric of Middle Way Management, the single best way to become humble is to reflect upon it during your busy work day. Once again, taking time to sit quietly and concentrate on your breathing will prepare you to move into concentrating on humility. Breathe in and recognize your breath, breathe out and recognize your breath. Breath in and consider humility, breath out and consider humility. It takes very little effort to incorporate ideals like humility, compassion, and accountability into your thought processes simply by concentrating on them for a few minutes every day. Of course, deftly applying the Middle Way Management practice methodology will also help you change your habits and behaviors in long-term, lasting ways, as well.
In my next post, I will discuss boundaries and how they can help you develop your Middle Way Management practice based upon trust, a basic requirement of the true Middle Way Manager.
Until then...go now, and manage with compassion!
Onward! Darin
Copyright © 2009-2012, Darin R. Molnar, PhD. All rights reserved.
Wednesday, February 9, 2011
Saturday, January 29, 2011
Middle Way Management and Suffering
In my last post, I discussed freedom - the sort of psychological freedom that leads to right thought, right speech, and right action. In this post, I consider how the true Middle Way Manager™ addresses suffering at the individual and organizational levels.
Suffering in the Workplace
As one of the Four Noble Truths of Buddhist traditions reminds us, suffering exists, and it exists in many forms. Psychologists tell us that the suffering caused by depression, a mental malady, causes real, physical pain. Considering this, we must remain attentive to those who suffer in the workplace - for whatever reason. As we consider suffering in an organizational context, we understand that suffering at the individual and organizational levels causes intense pain that dictates behaviors. A person who is suffering is often angry, spiteful, and hard to work with. Likewise, the suffering organization creates an environment of anxiety that represses creativity and inhibits innovation. Clearly, suffering in the workplace must be recognized and relieved, which is a mandate of the true Middle Way Manager™.
What is Suffering?
People and organizations suffer in so many ways it is impossible to catalog them here. Middle Way Managers cannot always completely understand the causes of suffering, yet they can certainly recognize the symptoms. The suffering organizational member is contentious and quick to judge others. S/he is often late for work or does not complete tasks on time. The suffering organization is ineffective and inefficient with a dark cloud hanging over all. Organizational members work in vacuums and teamwork simply does not take place. The culture of the organization encourages backbiting and gossip and little real work gets accomplished. When both individuals and organizations are suffering, organizational members work in an environment of fear, uncertainty, and doubt (the good, old FUD Factor).
Individual suffering can be caused by issues in the home and at work. Regardless of the origin, it is suffering nonetheless. So often, managers are prisoners of a mindset that considers only work-related issues to be of any importance in a person's work life. Unfortunately, it is inevitable that people bring their suffering to the workplace. Even those who try not to let personal matters affect their work performance struggle with hiding thoughts and emotions throughout their busy day, which, of course, affects their work performance. Issues between organizational members (including managers and those they manage) can seriously affect performance on both sides of the relationship. Regardless of the cause(s), it is the responsibility of the Middle Way Manager to recognize suffering and take measures to relieve it.
Organizational suffering is caused by leaders and managers. Because these people set the policies and often create the procedures of organizations, it is their responsibility to see that their work does not create undue suffering. Draconian managerial edicts and treating people like children cause suffering. Encouraging a culture of duplicity and allowing people to treat each other poorly cause suffering. Handing down goals and objectives that are impossible to meet causes suffering. Considering people to be nothing more than resources to be manipulated in the interest of profit, rather than vital human beings, causes suffering. It is the special responsibility of leaders and managers to recognize their roles in the relief of suffering in organizations.
The Relief of Suffering
Like suffering, its relief can take many forms. Many organizations have policies and procedures in place to help relieve the suffering of organizational members. Employee assistance programs, health insurance and counseling availability, and plain, old-fashioned personal interest are excellent ways to help relieve individual suffering. Managing with compassion and gentle accountability creates an environment in which people understand that it is okay to suffer and that there are ways to relieve their suffering. Encouraging organizational members to seek help when it is needed and to offer the time for them to do so must be a part of your Middle Way Management practice. Helping people change habits and behaviors by applying the Middle Way Management practice methodology can help move people into a new thought space that relieves their suffering on several levels.
Regardless of the method(s) you choose, the relief of suffering at the individual and organizational levels is a crucial part of developing your Middle Way Management practice. You will find that relieving the suffering of others with compassion and empathy increases your own happiness and makes working at your organization a more fulfilling and rewarding experience.
In my next post, I will consider the role of humility in your Middle Way Management practice.
Until then...go now, and manage with compassion!
Onward! Darin
Copyright © 2009-2012, Darin R. Molnar, PhD. All rights reserved.
Suffering in the Workplace
As one of the Four Noble Truths of Buddhist traditions reminds us, suffering exists, and it exists in many forms. Psychologists tell us that the suffering caused by depression, a mental malady, causes real, physical pain. Considering this, we must remain attentive to those who suffer in the workplace - for whatever reason. As we consider suffering in an organizational context, we understand that suffering at the individual and organizational levels causes intense pain that dictates behaviors. A person who is suffering is often angry, spiteful, and hard to work with. Likewise, the suffering organization creates an environment of anxiety that represses creativity and inhibits innovation. Clearly, suffering in the workplace must be recognized and relieved, which is a mandate of the true Middle Way Manager™.
What is Suffering?
People and organizations suffer in so many ways it is impossible to catalog them here. Middle Way Managers cannot always completely understand the causes of suffering, yet they can certainly recognize the symptoms. The suffering organizational member is contentious and quick to judge others. S/he is often late for work or does not complete tasks on time. The suffering organization is ineffective and inefficient with a dark cloud hanging over all. Organizational members work in vacuums and teamwork simply does not take place. The culture of the organization encourages backbiting and gossip and little real work gets accomplished. When both individuals and organizations are suffering, organizational members work in an environment of fear, uncertainty, and doubt (the good, old FUD Factor).
Individual suffering can be caused by issues in the home and at work. Regardless of the origin, it is suffering nonetheless. So often, managers are prisoners of a mindset that considers only work-related issues to be of any importance in a person's work life. Unfortunately, it is inevitable that people bring their suffering to the workplace. Even those who try not to let personal matters affect their work performance struggle with hiding thoughts and emotions throughout their busy day, which, of course, affects their work performance. Issues between organizational members (including managers and those they manage) can seriously affect performance on both sides of the relationship. Regardless of the cause(s), it is the responsibility of the Middle Way Manager to recognize suffering and take measures to relieve it.
Organizational suffering is caused by leaders and managers. Because these people set the policies and often create the procedures of organizations, it is their responsibility to see that their work does not create undue suffering. Draconian managerial edicts and treating people like children cause suffering. Encouraging a culture of duplicity and allowing people to treat each other poorly cause suffering. Handing down goals and objectives that are impossible to meet causes suffering. Considering people to be nothing more than resources to be manipulated in the interest of profit, rather than vital human beings, causes suffering. It is the special responsibility of leaders and managers to recognize their roles in the relief of suffering in organizations.
The Relief of Suffering
Like suffering, its relief can take many forms. Many organizations have policies and procedures in place to help relieve the suffering of organizational members. Employee assistance programs, health insurance and counseling availability, and plain, old-fashioned personal interest are excellent ways to help relieve individual suffering. Managing with compassion and gentle accountability creates an environment in which people understand that it is okay to suffer and that there are ways to relieve their suffering. Encouraging organizational members to seek help when it is needed and to offer the time for them to do so must be a part of your Middle Way Management practice. Helping people change habits and behaviors by applying the Middle Way Management practice methodology can help move people into a new thought space that relieves their suffering on several levels.
Regardless of the method(s) you choose, the relief of suffering at the individual and organizational levels is a crucial part of developing your Middle Way Management practice. You will find that relieving the suffering of others with compassion and empathy increases your own happiness and makes working at your organization a more fulfilling and rewarding experience.
In my next post, I will consider the role of humility in your Middle Way Management practice.
Until then...go now, and manage with compassion!
Onward! Darin
Copyright © 2009-2012, Darin R. Molnar, PhD. All rights reserved.
Friday, January 14, 2011
Middle Way Management and Freedom
In my last post, I discussed three prevailing views accessible to us in the Western world today: premodern (ancient), modern (scientific), and postmodern. Recognizing your dominant worldview at any point in time is crucial to mindfulness and critical to creating and maintaining a successful Middle Way Management™ practice. In this post, I consider freedom in the context of Middle Way Management.
What does it mean to be truly free?
In the Buddhist traditions, freedom from desire is the ultimate goal of all believers; yet, what does it mean to be truly free in a world that values above nearly all else aggressive behaviors and the accumulation of more wealth than one could possibly spend in a lifetime? Buddhists think about freedom in two basic ways. First, they consider freedom from desire to be one of the main pursuits of practitioners. This sort of freedom is a psychological benefit that includes the ability to say "no" to desires as they arise in the mind. In this way, they break the intellectual and psychological bonds holding them to a course that is potentially disastrous. Often, this takes the form of restraint - restraint of thought, speech, and action - that pushes them into a new reality.
Second, freedom can be represented by choosing to say "yes" to something as it arises. For instance, a behavioral restraint is almost always accompanied by an alternate choice that substitutes an incongruous behavior with a congruous one, resulting in a triumph over prejudicial thought. A choice is made that leads to right speech and right action, both fundamental behavioral characteristics of the practicing Buddhist. Because these efforts take place in the mind, is it not possible for someone to let go of desire, a psycho-intellectual longing, in favor of release from wanting? In this way, even someone who is unfairly incarcerated can achieve a freedom and internal peace that might not be possible if s/he were living in the outside world.
Freedom in the Workplace
Because the practice of compassion in the workplace is the primary goal of the Middle Way Manager™, freedom is a building block on the road to achieving that goal. The Middle Way Manager has a special responsibility to help people earn freedom from oppression, subjugation, exploitation, and needless worry in the workplace. Of course, how this is accomplished can take any one of an endless number of forms. Can a Middle Way Manager help someone achieve complete freedom from desire? Most probably not. Can a Middle Way Manager help someone shift perspective or change a habitual behavior in favor of one that produces a more desirable outcome (for both the individual and the organization)? Most certainly.
As with mindfulness and compassion in general, the Middle Way Manager's practice must begin with the self. Self-compassion, compassion, and mindfulness cannot be taught by someone who does not already practice them. Not only would this be hypocritical, it would be fruitless because it would be tantamount to allowing, say, me to teach someone how to run the particle accelerator at CERN. Not a good idea - at all. My lack of knowledge and experience would surely result in catastrophe. Likewise, a Middle Way Manager who practices and manages hypocritically is inviting disaster into his or her own life, the lives of those they manage, and the organization at large.
The Ultimate Goal
Regardless of how the Middle Way Manager chooses to promote freedom among those s/he manages, and there are many ways, the end result must be an increase in the level of compassion at the individual and organizational levels. An organizational member whose mind is free of fear, uncertainty, and doubt (the FUD Factor) is one who can offer creative and innovative solutions, rather than create more chaos around an issue in the workplace. The truly free organizational member operates at top capacity with love, energy, and excitement. This is the person who gets up in the morning excited about what the day holds at work. Just remember that you can create this energetic environment simply by helping the people you manage achieve some level of intellectual and psychological freedom in the place where they spend a majority of their waking time - your workplace.
In my next post, I will consider boundaries and how a healthy respect for your own boundaries, as well as those of others, can help make your Middle Way Management practice more vibrant and productive.
Until then...go, and manage with compassion!
Onward! Darin
Copyright © 2009/2010, Darin R. Molnar, PhD. All rights reserved.
What does it mean to be truly free?
In the Buddhist traditions, freedom from desire is the ultimate goal of all believers; yet, what does it mean to be truly free in a world that values above nearly all else aggressive behaviors and the accumulation of more wealth than one could possibly spend in a lifetime? Buddhists think about freedom in two basic ways. First, they consider freedom from desire to be one of the main pursuits of practitioners. This sort of freedom is a psychological benefit that includes the ability to say "no" to desires as they arise in the mind. In this way, they break the intellectual and psychological bonds holding them to a course that is potentially disastrous. Often, this takes the form of restraint - restraint of thought, speech, and action - that pushes them into a new reality.
Second, freedom can be represented by choosing to say "yes" to something as it arises. For instance, a behavioral restraint is almost always accompanied by an alternate choice that substitutes an incongruous behavior with a congruous one, resulting in a triumph over prejudicial thought. A choice is made that leads to right speech and right action, both fundamental behavioral characteristics of the practicing Buddhist. Because these efforts take place in the mind, is it not possible for someone to let go of desire, a psycho-intellectual longing, in favor of release from wanting? In this way, even someone who is unfairly incarcerated can achieve a freedom and internal peace that might not be possible if s/he were living in the outside world.
Freedom in the Workplace
Because the practice of compassion in the workplace is the primary goal of the Middle Way Manager™, freedom is a building block on the road to achieving that goal. The Middle Way Manager has a special responsibility to help people earn freedom from oppression, subjugation, exploitation, and needless worry in the workplace. Of course, how this is accomplished can take any one of an endless number of forms. Can a Middle Way Manager help someone achieve complete freedom from desire? Most probably not. Can a Middle Way Manager help someone shift perspective or change a habitual behavior in favor of one that produces a more desirable outcome (for both the individual and the organization)? Most certainly.
As with mindfulness and compassion in general, the Middle Way Manager's practice must begin with the self. Self-compassion, compassion, and mindfulness cannot be taught by someone who does not already practice them. Not only would this be hypocritical, it would be fruitless because it would be tantamount to allowing, say, me to teach someone how to run the particle accelerator at CERN. Not a good idea - at all. My lack of knowledge and experience would surely result in catastrophe. Likewise, a Middle Way Manager who practices and manages hypocritically is inviting disaster into his or her own life, the lives of those they manage, and the organization at large.
The Ultimate Goal
Regardless of how the Middle Way Manager chooses to promote freedom among those s/he manages, and there are many ways, the end result must be an increase in the level of compassion at the individual and organizational levels. An organizational member whose mind is free of fear, uncertainty, and doubt (the FUD Factor) is one who can offer creative and innovative solutions, rather than create more chaos around an issue in the workplace. The truly free organizational member operates at top capacity with love, energy, and excitement. This is the person who gets up in the morning excited about what the day holds at work. Just remember that you can create this energetic environment simply by helping the people you manage achieve some level of intellectual and psychological freedom in the place where they spend a majority of their waking time - your workplace.
In my next post, I will consider boundaries and how a healthy respect for your own boundaries, as well as those of others, can help make your Middle Way Management practice more vibrant and productive.
Until then...go, and manage with compassion!
Onward! Darin
Copyright © 2009/2010, Darin R. Molnar, PhD. All rights reserved.
Sunday, December 19, 2010
Middle Way Management and Three Worldviews
In my last post, I discussed respect, or the lack thereof, and how it is both essential for the practice of and a result of Middle Way Management™ efforts. Another excellent way to practice respect is to understand your own worldviews, even as they are compartmentalized and manifest in different ways during your busy daily practice.
Western Worldviews
In the Western world, we have three worldviews at our disposal: Premodern (Ancient), Modern (Scientific), and Postmodern. These predominant views span specific time frames of Western history, yet all are in active practice today. How you compartmentalize them and how they affect your practice of Middle Way Management are the primary concerns of this post. Be assured: you will view the world in different ways throughout your busy management day.
We can hold all views simultaneously, depending on context:
Premodern (Ancient)--->Modern (Scientific)--->Postmodern
The Premodern (Ancient) Worldview
Premodernism spans the time from the dawn of humans (alternately 200,000 years or 6,000 years depending on your premodern belief system) to the Age of Enlightenment period that ended roughly in the late 18th century. The Premodern period is characterized by a belief in a higher power that controls our destinies and interacts with us through supplication (on our part) and reward for good behavior (on the higher power's part). This has historically taken the form of a cosmic contract type of worship that includes rituals such as worship, sacrifice, and prayer, among others. Organized religion is a recent development in the history of humans, which has acted as a formalization of these practices and has guided our premodern beliefs even through the modern and postmodern periods.
The Modern (Scientific) Worldview
Modernism began with the development of the Scientific Method as a way to test and verify the assumptions we make about the world. This is strikingly different than accepting edicts handed down from religious leaders who we believe represent a higher power with ultimate knowledge. The Scientific Method is accretive and progressive so that we truly do create knowledge upon the shoulders of giants, or at least those who have gone before us. This Modern viewpoint took root during the Age of Enlightenment and is, like Premodernism, still quite active today. We see this in the language we use including words such as scientific, experimental, and hypothesis, to name but a few.
The Postmodern Worldview
Postmodernism really took off after World War II and reflects a viewpoint that recognizes neither a higher power nor a scientific approach to how we view the world. Postmodernism understands that each person has a unique, complete story and that individual phenomena offer as much, if not more, analytical value than aggregate observations. Postmodernism values complexity and chaos and non-deterministic outcomes. Postmodernism offers critical assessment intended to not only describe and explain difference, but to hold it in the highest regard; it teaches us that objective and subjective reality exist only as paradoxes based upon modernistic understanding and that there is a different way for us to think about the world that is grounded in an acceptance of ultimately not finding all of the answers we seek.
Why Do These Matter to Middle Way Management?
The three worldviews are important to Middle Way Management because they affect how we manage people and processes in an organizational context. Since we are rationalizing creatures by nature (based on that pesky big brain), we all practice these worldviews throughout the day. For instance, a manager might offer up a quick prayer to the Christian God on the way in to work: "Oh, Lord, let today be a good one and help me make it through this latest downsizing exercise." Once at work, he analyzes the data and decides upon variables to be used for the downsizing efforts. Then, while meeting with people to lay them off work, he tries to offer personal assistance by actively listening to them, valuing what they have to say, and working with them to "understand that unknown outcomes are okay, too, and that this is a transition period to something better." That something better is, of course, never really defined.
This is a simplistic example, yet it illustrates how we can compartmentalize our worldviews as we interact with people and do our best to fulfill organizational goals and objectives. Because the single driving goal of the Middle Way Manager™ is the relief of suffering at the individual and organizational levels, it is imperative you understand your worldview(s) as you develop your practice. This understanding and recognition speaks to congruence and integrity, both of which are necessary for compassionate practice and gentle accountability, all hallmarks of the true Middle Way Manager. So, as you navigate your busy management day, remain ever mindful of the worldview you are bringing to your practice - it may just determine your success as a Middle Way Manager.
Onward! Darin
Copyright © 2009/2010, Darin R. Molnar, PhD. All rights reserved.
Western Worldviews
In the Western world, we have three worldviews at our disposal: Premodern (Ancient), Modern (Scientific), and Postmodern. These predominant views span specific time frames of Western history, yet all are in active practice today. How you compartmentalize them and how they affect your practice of Middle Way Management are the primary concerns of this post. Be assured: you will view the world in different ways throughout your busy management day.
We can hold all views simultaneously, depending on context:
Premodern (Ancient)--->Modern (Scientific)--->Postmodern
The Premodern (Ancient) Worldview
Premodernism spans the time from the dawn of humans (alternately 200,000 years or 6,000 years depending on your premodern belief system) to the Age of Enlightenment period that ended roughly in the late 18th century. The Premodern period is characterized by a belief in a higher power that controls our destinies and interacts with us through supplication (on our part) and reward for good behavior (on the higher power's part). This has historically taken the form of a cosmic contract type of worship that includes rituals such as worship, sacrifice, and prayer, among others. Organized religion is a recent development in the history of humans, which has acted as a formalization of these practices and has guided our premodern beliefs even through the modern and postmodern periods.
The Modern (Scientific) Worldview
Modernism began with the development of the Scientific Method as a way to test and verify the assumptions we make about the world. This is strikingly different than accepting edicts handed down from religious leaders who we believe represent a higher power with ultimate knowledge. The Scientific Method is accretive and progressive so that we truly do create knowledge upon the shoulders of giants, or at least those who have gone before us. This Modern viewpoint took root during the Age of Enlightenment and is, like Premodernism, still quite active today. We see this in the language we use including words such as scientific, experimental, and hypothesis, to name but a few.
The Postmodern Worldview
Postmodernism really took off after World War II and reflects a viewpoint that recognizes neither a higher power nor a scientific approach to how we view the world. Postmodernism understands that each person has a unique, complete story and that individual phenomena offer as much, if not more, analytical value than aggregate observations. Postmodernism values complexity and chaos and non-deterministic outcomes. Postmodernism offers critical assessment intended to not only describe and explain difference, but to hold it in the highest regard; it teaches us that objective and subjective reality exist only as paradoxes based upon modernistic understanding and that there is a different way for us to think about the world that is grounded in an acceptance of ultimately not finding all of the answers we seek.
Why Do These Matter to Middle Way Management?
The three worldviews are important to Middle Way Management because they affect how we manage people and processes in an organizational context. Since we are rationalizing creatures by nature (based on that pesky big brain), we all practice these worldviews throughout the day. For instance, a manager might offer up a quick prayer to the Christian God on the way in to work: "Oh, Lord, let today be a good one and help me make it through this latest downsizing exercise." Once at work, he analyzes the data and decides upon variables to be used for the downsizing efforts. Then, while meeting with people to lay them off work, he tries to offer personal assistance by actively listening to them, valuing what they have to say, and working with them to "understand that unknown outcomes are okay, too, and that this is a transition period to something better." That something better is, of course, never really defined.
This is a simplistic example, yet it illustrates how we can compartmentalize our worldviews as we interact with people and do our best to fulfill organizational goals and objectives. Because the single driving goal of the Middle Way Manager™ is the relief of suffering at the individual and organizational levels, it is imperative you understand your worldview(s) as you develop your practice. This understanding and recognition speaks to congruence and integrity, both of which are necessary for compassionate practice and gentle accountability, all hallmarks of the true Middle Way Manager. So, as you navigate your busy management day, remain ever mindful of the worldview you are bringing to your practice - it may just determine your success as a Middle Way Manager.
Onward! Darin
Copyright © 2009/2010, Darin R. Molnar, PhD. All rights reserved.
Thursday, November 4, 2010
Middle Way Management and Respect
In my last post, I considered the role courage plays in your Middle Way Management™ practice. It takes an enormous amount of courage to stick to your commitments and Middle Way Managers™ can act courageously because they have considered the ramifications of their own words and actions. In this post, I consider how respect affects Middle Way Management and vice versa.
Where, oh where, has all the respect gone?
At the risk of sounding like a grumpy, old curmudgeon, I'm going to take some space here to lament the general lack of respect I see in the world today. From a "no problem" response, rather than a simple "thank you" from a service worker, to the political turmoil and complete lack of respect for any public office we see every day in the news media, a lack of respect has infected our society and is threatening our very existence. How can Middle Way Management help solve such a pandemic? By providing the guidelines and tools for injecting respect back into our daily lives.
The link between respect and compassion is a clear and solid one. Before we can show compassion for others, we must engage in healthy self-compassion, and so it goes for respect. Whenever I observe a lack of respect in action, I consider how much the person really respects him/herself. I also consider how that person is respected by everyone above him in the chain of command. A surly employee almost always means they are treated that way by their supervisors and managers. The good and the bad both run downhill in American-style business.
Compassion in Action
Showing respect for others is what I call "compassion in action." Because compassion is a term packed with meaning, one of the nuances we can draw from it is how we treat others in our daily lives. This is not relevant only to the workplace. We should not compartmentalize the respect we show to others, we should share it freely all day long with everyone in our busy lives. Only by respecting others enough can we begin to empathize with them. Only through empathy and understanding can we begin to practice compassion. Only by practicing relentless compassion can we call ourselves true Middle Way Managers.
The Compassion Challenge
Today, I challenge you to practice a single instance of respect. Practice it anywhere - in the workplace, at home, in a public place. Respect someone on your commute home. Respect someone who shows you none. Respect yourself. You will find that it becomes easier and more natural with practice. You will begin to view everyone you meet in a new way and out of this new viewpoint will spring compassion on a level you did not think possible. Rise to the challenge - I know you can do it!
Go now, and manage with compassion!
Onward! Darin
Copyright © 2009/2010, Darin R. Molnar, PhD. All rights reserved.
Where, oh where, has all the respect gone?
At the risk of sounding like a grumpy, old curmudgeon, I'm going to take some space here to lament the general lack of respect I see in the world today. From a "no problem" response, rather than a simple "thank you" from a service worker, to the political turmoil and complete lack of respect for any public office we see every day in the news media, a lack of respect has infected our society and is threatening our very existence. How can Middle Way Management help solve such a pandemic? By providing the guidelines and tools for injecting respect back into our daily lives.
The link between respect and compassion is a clear and solid one. Before we can show compassion for others, we must engage in healthy self-compassion, and so it goes for respect. Whenever I observe a lack of respect in action, I consider how much the person really respects him/herself. I also consider how that person is respected by everyone above him in the chain of command. A surly employee almost always means they are treated that way by their supervisors and managers. The good and the bad both run downhill in American-style business.
Compassion in Action
Showing respect for others is what I call "compassion in action." Because compassion is a term packed with meaning, one of the nuances we can draw from it is how we treat others in our daily lives. This is not relevant only to the workplace. We should not compartmentalize the respect we show to others, we should share it freely all day long with everyone in our busy lives. Only by respecting others enough can we begin to empathize with them. Only through empathy and understanding can we begin to practice compassion. Only by practicing relentless compassion can we call ourselves true Middle Way Managers.
The Compassion Challenge
Today, I challenge you to practice a single instance of respect. Practice it anywhere - in the workplace, at home, in a public place. Respect someone on your commute home. Respect someone who shows you none. Respect yourself. You will find that it becomes easier and more natural with practice. You will begin to view everyone you meet in a new way and out of this new viewpoint will spring compassion on a level you did not think possible. Rise to the challenge - I know you can do it!
Go now, and manage with compassion!
Onward! Darin
Copyright © 2009/2010, Darin R. Molnar, PhD. All rights reserved.
Sunday, September 19, 2010
Middle Way Management and Courage
In my last post, I discussed the role integrity plays in Middle Way Management™. A Middle Way Manager's™ practice must be both integral and congruent, or it is nothing at all. In this post, I consider courage and how it both affects and is an outcome of practicing Middle Way Management.
If I Only Had Some Courage...
In the past, I behaved much like the Cowardly Lion in the workplace. In the face of fear, I would simply curl my tail between my legs and slink off to lick my wounds under the fluorescent light of my gray cubicle. Sometimes, the fear was held only in the space between my ears, at other times is was a nearly-visceral reaction to vicious and unrelenting criticism from a manager. Most of the time, I did not live and work by the courage of my convictions, choosing, instead, to accept any and all forms of fear as a consequence of working in an American-style organization. I held no one accountable for their words and actions nor did I hold myself accountable to the high standards of Middle Way Management.
Now, times are different, and I am different. Today, I am a Middle Way Manager. I face difficulty with a quality of mind and spirit that help me overcome my fears. Some consider this sort of courage to be synonymous with bravery. I consider it a way of being and a framework for action in the context of Middle Way Management practice. In this way, we must practice self-compassion first. Without self-compassion, we cannot give ourselves the space and respect necessary to have compassion for others. Without practicing inner compassion, we are doomed to withhold our empathy, patience, kindness, and abiding love for others. Practice compassion for yourself first, only then will it come naturally for others.
Courage in the Workplace
Because courage is a response to fear, it is sorely needed in today's American-style workplace. People are scared; they are scared of losing their jobs and they are scared of their salaries being cut or their benefits being reduced. People are scared of where the economy and their organization are headed and where they will end up when it comes time for blessed retirement (if there is light at the end of that tunnel at all). They must all act professionally in this fear-charged atmosphere and some simply do not know how to do that because fear has gotten the better of them and they are engaging in acts that are not representative of their true characters. They know they are not their behaviors, yet they catch themselves behaving in ways they do not understand, resulting in disappointment and even self-loathing.
It takes courage to break this negative cycle of fear and reaction, this organization-based suffering. Middle Way Managers must sometimes practice the approach without the institutional support of their superiors and organization. This is possible because the understanding, mindful awareness, and way of being that is Middle Way Management can be practiced within a larger organizational context without the organization's "official" sanction. In fact, this is one of the most effective ways Middle Way Management will gain notoriety over the long term. It takes courage to execute a management approach when others are ridiculing it or simply do not understand your motivations. Charge ahead and let the results speak for themselves - and for you.
Courage from Your Position
The idea of leading from one's position has gained increasing traction over the last few years. The good news is that it's absolutely true: Anyone can lead from their particular organizational position. This takes a certain amount of courage because leadership requires decision-making and action-taking, which are inherently risky endeavors. Organizations that encourage leading from one's position must allow organizational members the freedom to make mistakes in order to learn from missteps. In today's business environment where crisis management has become something of a norm, this sort of freedom may not always be allowed. If this is the case within your organization, you must decide how much risk you are willing to shoulder while remaining true to your Middle Way Management practice.
At the end of the day, your single, driving goal as a Middle Way Manager must be the practice of mindful awareness that leads to the reduction of suffering at all levels of the organization. Accepting this mission can be a courageous act on its own. Conventional American-style business wisdom tells us that informed self-interest and the accumulation of vast wealth are the only worthy goals of our pursuits. When you practice true Middle Way Management, your sphere of concern extends beyond yourself. This may be viewed by some in your organization as a "weak" approach, which they will then project upon you. Are you willing to take this risk? Are you willing to create a positive ripple effect that will cut across the organization and across time? Are you willing to be a Middle Way Manager?
In my next post, I will consider three views that shape the way we view the world and our place in it.
Until then, go, and manage with compassion!
Onward! Darin
Copyright © 2009/2010, Darin R. Molnar, PhD. All rights reserved.
If I Only Had Some Courage...
In the past, I behaved much like the Cowardly Lion in the workplace. In the face of fear, I would simply curl my tail between my legs and slink off to lick my wounds under the fluorescent light of my gray cubicle. Sometimes, the fear was held only in the space between my ears, at other times is was a nearly-visceral reaction to vicious and unrelenting criticism from a manager. Most of the time, I did not live and work by the courage of my convictions, choosing, instead, to accept any and all forms of fear as a consequence of working in an American-style organization. I held no one accountable for their words and actions nor did I hold myself accountable to the high standards of Middle Way Management.
Now, times are different, and I am different. Today, I am a Middle Way Manager. I face difficulty with a quality of mind and spirit that help me overcome my fears. Some consider this sort of courage to be synonymous with bravery. I consider it a way of being and a framework for action in the context of Middle Way Management practice. In this way, we must practice self-compassion first. Without self-compassion, we cannot give ourselves the space and respect necessary to have compassion for others. Without practicing inner compassion, we are doomed to withhold our empathy, patience, kindness, and abiding love for others. Practice compassion for yourself first, only then will it come naturally for others.
Courage in the Workplace
Because courage is a response to fear, it is sorely needed in today's American-style workplace. People are scared; they are scared of losing their jobs and they are scared of their salaries being cut or their benefits being reduced. People are scared of where the economy and their organization are headed and where they will end up when it comes time for blessed retirement (if there is light at the end of that tunnel at all). They must all act professionally in this fear-charged atmosphere and some simply do not know how to do that because fear has gotten the better of them and they are engaging in acts that are not representative of their true characters. They know they are not their behaviors, yet they catch themselves behaving in ways they do not understand, resulting in disappointment and even self-loathing.
It takes courage to break this negative cycle of fear and reaction, this organization-based suffering. Middle Way Managers must sometimes practice the approach without the institutional support of their superiors and organization. This is possible because the understanding, mindful awareness, and way of being that is Middle Way Management can be practiced within a larger organizational context without the organization's "official" sanction. In fact, this is one of the most effective ways Middle Way Management will gain notoriety over the long term. It takes courage to execute a management approach when others are ridiculing it or simply do not understand your motivations. Charge ahead and let the results speak for themselves - and for you.
Courage from Your Position
The idea of leading from one's position has gained increasing traction over the last few years. The good news is that it's absolutely true: Anyone can lead from their particular organizational position. This takes a certain amount of courage because leadership requires decision-making and action-taking, which are inherently risky endeavors. Organizations that encourage leading from one's position must allow organizational members the freedom to make mistakes in order to learn from missteps. In today's business environment where crisis management has become something of a norm, this sort of freedom may not always be allowed. If this is the case within your organization, you must decide how much risk you are willing to shoulder while remaining true to your Middle Way Management practice.
At the end of the day, your single, driving goal as a Middle Way Manager must be the practice of mindful awareness that leads to the reduction of suffering at all levels of the organization. Accepting this mission can be a courageous act on its own. Conventional American-style business wisdom tells us that informed self-interest and the accumulation of vast wealth are the only worthy goals of our pursuits. When you practice true Middle Way Management, your sphere of concern extends beyond yourself. This may be viewed by some in your organization as a "weak" approach, which they will then project upon you. Are you willing to take this risk? Are you willing to create a positive ripple effect that will cut across the organization and across time? Are you willing to be a Middle Way Manager?
In my next post, I will consider three views that shape the way we view the world and our place in it.
Until then, go, and manage with compassion!
Onward! Darin
Copyright © 2009/2010, Darin R. Molnar, PhD. All rights reserved.
Tuesday, September 7, 2010
Middle Way Management and Integrity
In my last post, I discussed how shared vision is a moral imperative of the Middle Way Manager™. In this post, I consider the role of integrity in your Middle Way Management™ practice.
Both Integral and Congruent
As I reflected on what I would say about management integrity for this post, I thought immediately of several characteristics that represent a manager without integrity! We all have these examples in our heads. Rather than dwell upon what it means to conduct yourself without integrity, I'd much prefer considering the role it plays in a positive, integral management approach. By this, I also mean a congruent approach able to produce the types of consistency and equanimity that are hallmarks of a true Middle Way Manager.
As you walk your Middle Way Management talk, you actively engage in truthful, candid, compassionate, and empathic accountability with the singular goal of relieving organizational suffering at all levels in your workplace. When you do this in a congruent way so that the various characteristics of your practice are never in conflict, you are a manager of integrity. For instance, what sense would it make to be truthful, candid, compassionate, and empathetic, yet never hold anyone in your organization accountable for their words and actions? A lack of integrity in this way will not only damage the efficacy of your Middle Way Management practice, it will result in significant organizational suffering - all created by you!
A Way Out of Organizational Suffering
The practice of Middle Way Management offers a way out of organizational suffering. In fact, it's the third tenet of my adaptation of the Four Noble Truths of Buddhism:
1. Organizational suffering exists,
2. Organizational suffering is caused by the habits and behaviors of managers,
3. There is a way out of organizational suffering, and
4. The practice of Middle Way Management is a way to end organizational suffering at all levels.
As you practice Middle Way Management, you must constantly remain mindful of your habits, behaviors, and actions to ensure your own integrity. As you find chances for improvement, you will work with another to deploy the methodology I've described in other posts. This will offer an excellent example for those you manage. If you can monitor your own habits and behaviors and adjust them when necessary, the people you manage will be more inclined to do so when you ask them to monitor and change theirs.
An Integral Management Practice
So, start today - as you engage with others, particularly the people you manage, check to see if your practice is integral and congruent. A great way to do this is to take some quiet time early in your day to reflect on how things have gone to that point and to visualize how you want them to go for the remainder of your busy day. If things have not gone in an integral way up to that point, it is your opportunity to change them and move into a more positive, productive space. In the end, you must ask: Do I want to be an honest, candid, empathetic and compassionate leader/manager or do I want to be something else? As a practicing Middle Way Manager, the answer to this question is nearly rhetorical and easily discovered.
Go now, and manage with compassion!
Onward! Darin
Copyright © 2009/2010, Darin R. Molnar, PhD. All rights reserved.
Both Integral and Congruent
As I reflected on what I would say about management integrity for this post, I thought immediately of several characteristics that represent a manager without integrity! We all have these examples in our heads. Rather than dwell upon what it means to conduct yourself without integrity, I'd much prefer considering the role it plays in a positive, integral management approach. By this, I also mean a congruent approach able to produce the types of consistency and equanimity that are hallmarks of a true Middle Way Manager.
As you walk your Middle Way Management talk, you actively engage in truthful, candid, compassionate, and empathic accountability with the singular goal of relieving organizational suffering at all levels in your workplace. When you do this in a congruent way so that the various characteristics of your practice are never in conflict, you are a manager of integrity. For instance, what sense would it make to be truthful, candid, compassionate, and empathetic, yet never hold anyone in your organization accountable for their words and actions? A lack of integrity in this way will not only damage the efficacy of your Middle Way Management practice, it will result in significant organizational suffering - all created by you!
A Way Out of Organizational Suffering
The practice of Middle Way Management offers a way out of organizational suffering. In fact, it's the third tenet of my adaptation of the Four Noble Truths of Buddhism:
1. Organizational suffering exists,
2. Organizational suffering is caused by the habits and behaviors of managers,
3. There is a way out of organizational suffering, and
4. The practice of Middle Way Management is a way to end organizational suffering at all levels.
As you practice Middle Way Management, you must constantly remain mindful of your habits, behaviors, and actions to ensure your own integrity. As you find chances for improvement, you will work with another to deploy the methodology I've described in other posts. This will offer an excellent example for those you manage. If you can monitor your own habits and behaviors and adjust them when necessary, the people you manage will be more inclined to do so when you ask them to monitor and change theirs.
An Integral Management Practice
So, start today - as you engage with others, particularly the people you manage, check to see if your practice is integral and congruent. A great way to do this is to take some quiet time early in your day to reflect on how things have gone to that point and to visualize how you want them to go for the remainder of your busy day. If things have not gone in an integral way up to that point, it is your opportunity to change them and move into a more positive, productive space. In the end, you must ask: Do I want to be an honest, candid, empathetic and compassionate leader/manager or do I want to be something else? As a practicing Middle Way Manager, the answer to this question is nearly rhetorical and easily discovered.
Go now, and manage with compassion!
Onward! Darin
Copyright © 2009/2010, Darin R. Molnar, PhD. All rights reserved.
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