And so any of us who leads, or wishes to lead others, could do well to study ourselves closely through taking up (1) some kind of mindfulness meditation practice which brings us into repeated and sustained contact with our inner world, and (2) through taking up a reflective journalling or writing practice.
It’s simple, really. Until we start to know ourselves we’re mostly on automatic pilot, hardly a way to powerfully and responsively bring ourselves to what matters.
To be clear about what I am saying here: developing self-knowledge is really very different from using mindfulness or reflective practices as a way of tuning out, numbing ourselves, staying calm, trying to have a transcendent experience, or training ourselves to put up with the status quo without complaining too much – all of which seem to be fuelling the current hype around mindfulness at work.
Getting to know ourselves well is not easy to do, mostly because when we stop our busyness we quickly come into contact with our own inner turmoil which we’d rather get away from. But it’s necessary if we are to know our reactions and responses well enough to have them rather than be had by them.
And we also need to do this because it’s only by knowing the contours of our own inner worlds that we can get a glimpse of what others’ inner worlds are like. Until then, we just see others’ behaviour without any real idea of what they might be experiencing. In this way developing self-knowledge builds the foundations for the compassion and deep understanding that any of us need in order to work well with, cooperate with, take care of, and stay in productive and creative relationship with other people.