On being bold: Finding courage in mindful leadership
Written by Catherine Koverola, PhD
Along with compassion and gratitude, being a mindful leader requires boldness. It's about having courage. Years ago, I was interviewed for a Dean position. During the interview, the faculty group asked if I had the courage to stick up for faculty and defend programs with low enrollment.
Later, the school's Provost asked me if I had the courage to fire people and cut programs if necessary. I told each group what they wanted to hear and then promptly decided I didn’t want the job, pulling out of the search! Not evidence of courageous, bold leadership on my part there, I suppose.
But this experience made me question what bold leadership looks like in the changing landscape of higher education. Is boldness about firing, cutting and staying within budget? Or is it about defending programs and resources that aren't in demand?
In reality it's neither. Bold leadership is about believing in something and taking risks. It’s about having a vision that may sometimes lie in the margins of what's "mainstream." It’s about believing in that vision and figuring out how to see it through. It’s about engaging in dialogue with people who have opposing views and building an exquisite mosaic of contrasting positions and ideas. It’s about collaborating and embracing opposites.
I often think of the color wheel and how incredible artistic masterpieces are created when artists like Van Gogh combine those contrasting colors–the vibrant yellows and blues–to create something bigger and beautiful.
A mindful leader isn’t afraid of conflict and opposing views and mindsets. A mindful leader can be present with people of disparate views. A skillful and mindful leader facilitates dialogue and kindness. A mindful leader believes in the best of everyone at the table.
A few words on gratitude
An outgrowth of mindful, intentional leadership is gratitude–gratitude for all that is, not just the good stuff but the challenges too.
The first time I went to Africa, I had the privilege of spending time in Malawi. I traveled with a group of medical and mental health practitioners as we visited mobile clinics, orphanages, and schools, and performed home visits in rural villages.
I’ll never forget that amidst extreme challenges, the Malawian people greeted us with joy and a level of gratitude I had never before experienced. I was deeply moved by individuals who were so present in the moment as they expressed profound gratitude. The smiles and the clasping of hands have stayed with me every day since.
A leader often has to make tough decisions about resource allocations. Approaching decision-making from a place of being present with those who are impacted does, I believe, lead to wiser and more benevolent action. When we practice mindfulness, gratitude and compassion spring forth.
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