Close site search

Simply start typing to search Changeboard and then press enter

How to be more mindful through actions and words

Posted on by

When managing others – it’s sometimes difficult to manage yourself. Dr Dalton Kehoe has some insightful tips on how to stay calm when the pressure is on through some helpful exercises:

Emotional self management exercise:

Take a conscious, calming breath. Find your adult voice. It’s the sound of mindful dialogue. Pause. Make a choice to focus on the here and now. Be mindful and choose to move from hot to cooler feelings.

In the process you‘ve focused yourself on:
 
Understanding first: Asking before telling. Seeking information first to fully appreciate the situation. This is the purpose and mindset of mindful dialogue talk.

You’ve shifted the sound of your voice and your problem-solving mindset from critical to appreciative and prepared yourself to enact the only form of talk that’s driven by the rider (conscious mind) not the elephant (unconscious): the conscious talk that keeps you connected in difficult situations. 

Then get to the heart of matter

Since you’re seeking understanding, move to the “heart of dialogue” by asking the right questions and listening accordingly.

Ask appreciative questions

Seek others’ information, perceptions, views, ideas by asking the – “who, what, where, when, how and how much” questions but not “why?” In face-to-face talk, we have been trained since childhood to hear “why” as the search for blame rather than information. If you want to know why something happened, start by asking how it happened, and when, etc.  You’ll be able to infer the “why” as their answers flow.

Ask with the emotion of positive anticipation. Be interested. Open the door to their information.

Don't attack. Ask

Even in the face of what you think of as a faulty conclusion about, or incorrect description of, a situation by another, Calm yourself and ask:

  •     How did you reach your conclusion? 
  •     How do you think this will work under various conditions? 
  •     Have you considered other aspects of the situation (that don't seem obvious in their words)? 

If their thinking is incomplete, it’ll become obvious to both of you as they respond. Then you can make your points. If they’re thinking is fine, you’ll also hear it. You then can back off gracefully (having done your due diligence, of course).

Listen more

Listen Actively: Honour them with your undivided attention and understanding feedback. Consciously work at discovering their meanings and understanding their story. 

Periodically reflect their ideas in your words to show understanding:  “Let me see if I have this” or “So, I heard you say…is that right? If you are in disagreement, look for implied offers, partial agreement.

Get in the present – don’t live in the past

When it’s your turn to speak, remember that the elephant produces a flood of instant, past-centered judgments for you to speak as if you were talking about what's going on in front of you. Stop. Remember, from the previous post, our rider-focusing question, “What’s really going on here?” In that phrase, here is the operative word. Wake up and use present-centered, Descriptive, I-messages.

Descriptive language. No judgment. You assume as little as possible as you describe the data you see and hear. Present the situation or the “facts” as you understand them - in neutral language - “This is how it looks to me...” by using:

Open acknowledgement: Use descriptive “I-messages” to recognise their story, concerns or feelings – “I hear what you’re saying…” or the situation you both share: “I can see what's going on…” or  “This is a difficult one…” or validate their reactions: “If I had been in your situation, I would have felt the same way.” Build bridges by showing understanding.

Genuine support: Affirm the other’s right to disagree and see things differently. Support the other’s efforts to resolve. Affirm the other person’s humanity. Compliment - appreciate - them for good work when appropriate.

Using this mindful dialogue, you make conscious choices about what to do and say next in response to the other, because you have chosen to pay attention to what’s happening right in front of you. 

The elements of dialogue talk are often presented as separate techniques to improve communication; however, when people learn them like that, they can’t remember where and when to use them. I’ve found that the dialogue acronym makes them easier to remember and permits the creation of easily understood guidelines to follow in difficult moments.

Behind the techniques of dialogue talk is a larger ethical commitment. You are committing yourself, as well as encouraging the other, to speak in a way that’s safe. Dialogue Talk begins with the elements of descriptive language, because when you begin your sentences with  “I” or “This is…,” you choose to put your thoughts out into the safe space between you rather than violate the other’s sense of self. 

Speaking to this space allows others to listen to you and stay connected when you talk. It invites them to give you the information you need to help them solve the problem that’s disconnecting you both. They can speak safely and give you “good information” - their relevant, truthful, complete, and clear perceptions, opinions, and understanding about “what’s actually going on.” Put your story out into the safe space between you, and they’ll reciprocate with their story.

The whole truth will emerge. 

You get what you lead

Mindful dialogue talk is the harder, but higher, road to leadership because it compels you to take responsibility for your words and your self. It forces you to deal with reality right here, right now - with how things are rather than how you think they should be. 

When you do choose mindful dialogue, you establish a safe space between you and the other, where you can always respond to their unspoken question - “Can I be treated as valuable, competent, and influential in this moment?” - with a resounding “Yes.” 

Choosing mindful dialogue allows you to rise above the constant clatter of control talk in your mind and life. You make the hard choice to avoid using criticism and contempt and instead offer respect and sustained connection in difficult moments. You demonstrate your leadership, your ability to create the elusive state that every employee looks for - and needs to find - to be truly engaged in their work: trust! 

Dr Dalton Kehoe

By Dr Dalton Kehoe

Dr Dalton is a senior scholar of communication studies at York University www.communicateforlife.ca

Content by email

Thanks! You have been subscribed to receive emails about the following subjects.

Get more with Changeboard

Changeboard is a global HR jobs site, career advice resource and events platform to help HR and recruitment professionals find the perfect job to progress their careers. We're here to help you change the way you work.

Register now

Changeboard Magazine

Changeboard is read by more than 22,000 senior leaders in print and 85,000 online.

  • Get Changeboard Magazine
    online

  • Get Changeboard Magazine
    on mobile

  • Get Changeboard Magazine
    in print

Subscribe to Changeboard today for:

  • Engaging and relevant decision-support content
  • Exclusive interviews with CEOs & HR leaders
  • In-depth profiles, case studies & insights from progressive senior HR & resourcing practitioners
  • Stimulating career advice, delivered in bitesized chunks to help busy professionals advance their careers efficiently.
Get the Changeboard magazine
Get Changeboard Magazine
Loading

Job search saved

Your search has been successfully saved.

Register or log in to manage job alerts.