Editor’s note: This is the second in a series of articles about leadership by Robert Mulhall, CEO of the Kripalu Center for Yoga and Health. The first is available here.
“Always say ‘yes’ to the present moment… Surrender to what is. Say ‘yes’ to life – and see how life starts suddenly to start working for you rather than against you.” – Eckhart Tolle
As leaders of organizations, we have so many things crossing our desks and filling our inboxes that it can feel like an avalanche that will never stop. This can lead to us feeling disconnected from the day to day, and people can perceive us as not being present or aware of their realities. All of this can create a real sense of internal pressure for a leader, causing internal doubts to arise: “Am I good at this?… Can I even do this?… Are they right? Maybe I should do something that has less responsibility?” All of these questions can get us caught in an internal loop that can be hard to escape. It can creep up on us when we try to fall asleep, or on our drive home or when we are playing with our kids.
One of the greatest ways to break this cycle is to replace it with one simple question “What is needed here?” This question cuts through so much noise and centers us back to this moment, to the reality that we are facing. It allows us to let go of the self-referencing questions that doubt causes us to ask (“Am I doing a good job?”), and brings our attention back to what is in front of us.
This question forces us to listen, to listen to ourselves, to our staff, to the land we are on (yes, it wants to be heard), to our investors, donors etc. This act of listening can be incredibly humbling, affirming, confronting but ultimately liberating. When we are brave enough to ask the question and listen with our whole selves, then we can begin to see with new eyes and sense in new ways. Listening is an act of great courage and when we avoid or refuse to listen, we can set ourselves up for unnecessary suffering and hardship.
Here are some steps leaders can take to practice deeper listening:
- Hold regular open office hours for staff to come with questions and ideas;
- Conduct an annual “listening tour” of all your stakeholders, including staff. When you have a large staff, it can be best to do this by department. This creates an opportunity for them to ask their questions, raise ideas and concerns. You can clarify on the spot and then return with answers in the coming weeks;
- Ask your leadership team, “What am I not hearing?”, and allow yourself to soften as you receive their answers;
- Sit at your desk and ask yourself “What do I need?” Be radically honest;
- Walk on the land your organization is placed on, if this applies, and simply ask the land “What do you need?” You will be surprised at what you might hear.
When in doubt, come back to “What is needed here?” It is a question that can anchor your way of leading in deep listening and sensing.
