The Mind at the Heart of Leadership, Part II

Perhaps no one in recent times has done more than Daniel Goleman to show that the mind at the heart of leadership is more than just intellectual smarts. In fact his work makes the case that success in business leadership is more highly correlated with EQ (emotional intelligence) than IQ (intellectual intelligence). EQ includes one’s ability to experience empathy (seeing from another’s point of view), sensitivity to organizational and political dynamics, and the ability to influence and inspire others, etc. (Emotional Intelligence, Primal Leadership)

Consistent with the four layers described in The Clarion Group’s Foresee (Capabilities, Characteristics, Capacities, and Core Motivations), in this blog we will explore additional aspects of the mind that are critical to leadership success that likewise expand beyond the typical narrow understanding of IQ, or analytic thought. There are a range of additional mental activities that are encompassed in this broader understanding of the mind. It is also relevant to know that this broader understanding of mind is likewise embraced by Buddhism.

Before I go further down that path, let me explain that The Clarion Group’s advisory work in business is not grounded in Buddhist philosophy or practice. Most of us have mainstream executive experience in large business organizations (IBM, Aetna, Microsoft, etc.); some come out of careers with prominent consulting firms (Accenture, Ernst & Young, etc.). While we are an eclectic group in academics (mathematics, chemistry, psychology, business, etc.) and professional experience, I am the only partner who has a background in religious studies and Buddhist meditation. The parallels I outline in this blog are my own exploration.

That said, the Buddha tradition is a profound study of the mind, far preceding the development of psychology in the west. Centuries ago, the Buddhist had outlined very subtle mental distinctions, including a clear awareness of the conscious and unconscious aspects. Buddhists developed three different aspects of mind: the instrument of thinking or cognition; the instrument of affect, or feeling, both emotional (heart) and sensory; and a deeper sense of cognition and consciousness that is at times correlated with psychic knowing .

Two weeks ago I participated in a retreat at IMS (Insight Meditation Society) with Daniel Goleman, Tara Bennet-Goleman and Joseph Goldstein. The three friends first met in Bodhgaya, India, in the late 60’s, where Joseph was practicing Buddhist Meditation with Munindraji. IMS has been my “spiritual home” since I participated in the first three month retreat offered in 1976 with Joseph, Sharon Salzberg and Jack Kornfield, shortly after IMS was founded.

It might surprise some business executives who have been deeply influenced by Goleman’s work to know that he has been a student of Buddhist meditation for these many years, but it is so. Daniel reiterated that mindfulness practice is a foundation for developing emotional intelligence. And Joseph mentioned that it was Munindraji’s extremely logical and pragmatic words that motivated him to practice Buddhist meditation initially. Munindraji said, “if you want to understand the mind, sit down and observe it.” So simple, so logical, yet almost completely overlooked in the Western cultures of the world. We study and observe many things, mostly external objects; rarely the inner workings of our own minds.

The mind at the heart of leadership is the full sense of the mind, as described in The Clarion Group’s Foresee and in the Buddhist framework. And the foundation of Buddhist meditation is enormously pragmatic, even scientific: use the instrument of the mind to observe the nature of the mind.