In the often overwhelming world of modern work, the ability to consistently return to the present moment is a crucial skill for effective leadership.

Mindfulness may not be for everyone. In fact, I find many actively resist it. But I find it’s a crucial skill for leaders particularly, as it can be transformative, both for them personally and for their team.

Let’s explore this a little further to understand why.

Mindfulness and decision-making 

One of the core advantages of mindfulness is its impact on decision-making. We are running at a cracking pace and as a result it is hard to remain in the present, and we all know that is where the power is, particularly when we are facing challenging situations.

When we remain in the present it helps us to make well-considered choices rather than reacting impulsively. But how does this work? We know that when we are not in the present, which is approximately 50 percent of the time, we are five times more likely to be thinking of the negative rather than the positive.

Our brains don’t realize that these thoughts are not happening in reality, so they respond accordingly with the stress response. As a result, we are more likely to act from our amygdala rather than our prefrontal cortex, leading to emotionally-driven reactions rather than well-thought-out responses. I think we can agree, this is not where we want to be making our decisions from. 

Being equipped with mindfulness tools allows us to come back into the present, drop that stress response and place ourselves in a better position to explore solutions for whatever issues we are facing.

Of course, what I often emphasize to clients is that mindfulness does not take our concerns away, but it does just what I have described – positively position us to tackle what is ahead. By working on mindfulness, leaders can focus on long-term consequences and the outcomes they are seeking. 

Emotional regulation and team dynamics 

A regular mindfulness practice also enables leaders to regulate their own emotional climate. In high-pressure situations, a leader’s emotional state can significantly influence the mood of the team, or what I like to call the ‘temperature’.

By embedding mindfulness into their day, leaders learn to manage their stress and maintain an even ‘temperature’, setting a positive tone for the entire team. 

Most of us have seen this done well and have also experienced the feeling of being on an emotional roller coaster with a manager or leader at our workplace.

Let’s face it: the work we do is complex and demanding, so we do not need to expend extra energy riding this roller coaster.

Mentoring and stress management 

Mindful leaders are in a better position to mentor their teams. They can recognize early warning signs of stress and burnout, both in themselves and their team members. By modeling emotional regulation and setting the ‘general temperature’ for the team, they create a stable environment.

They can also teach their team members mindfulness techniques, sharing examples from their own practical experiences. We all love hearing stories about how others manage through tough times, rather than just discussing theories that lack the nuance of lived experience.

This practical guidance helps team members reset and manage their own stress effectively. This not only improves individual wellbeing but also enhances overall team performance. 

So you might now understand why I think mindfulness is a key leadership skill. It equips leaders to consider the long-term consequences of the situations they encounter and not be hijacked by their amygdala.

It allows them to stay balanced in a world where change and transition are the norms. It also helps them model and mentor these skills for their team, ensuring the team is healthy and well-equipped to act in complex times.

You can now see why mindfulness needs to be a core component of your leadership development program.