mindfulness

Activating WONDER

Activating WONDER 2068 1438 SageRiver Consulting LLC

As part of SageRiver’s study of how wonder can inspire strategy, SageRiver’s founder, Susan Heinzeroth, sat down with author and management consultant Judy Goldberg. Following a cancer diagnosis in 2017, Judy realized that skills she spent a lifetime developing were helping her effect positive changes despite the health challenges she faced.  Wanting to share those tools with others, she developed a newly published resource, titled “Wake Up and Wondershift: Five Themes and 50 Exercises Designed to Activate Wonder and Create Lasting Shifts.”

SageRiver (SR): Thank you for being with us, Judy. Let me start with a basic question. What do you mean by wonder?

Judy Goldberg (JG): When I speak of wonder, I’m referring primarily to the wonder within our own control or influence. My focus is on the wonder that runs through our bodies and gives us hints at what we should pay attention to next, or the wonder that challenges us to leave our comfort zones or bring new ideas to life.

SR: So, your book is about the personal shifts and personal wonder we can cultivate in ourselves?

JG: Yes, it’s about waking up to the wonder that’s within us. Because I believe it’s within all of us. We all have a voice that whispers, “I wonder if I…” or “I wonder when I can?” I want to help people wake up to that wonder and do something about it.

SR: The subtitle of your book suggests that activating wonder is essential to making lasting shifts. Why do you think we need to activate wonder?

JG: Because it’s linked to our goals and objectives and what we want out of life. At the same time, activating wonder requires intentionality. It means that we’re actively engaging in our experiences, situations and ideas in new ways. And if we’re not activating wonder, then we might be closing ourselves off to possibilities and going after the wrong goals and objectives.

SR: I couldn’t agree more. In fact, SageRiver’s tagline is Illuminating Possibility. Igniting Change. We chose that tagline because we want to help our clients see the larger landscape and imagine a broader range of capability. Do you find that it’s difficult for some people or teams to do that?

JG: Yes, and there are myriad reasons why. One is people will say there’s no time, right? Other people have a cognitive bias that relies on familiar patterns and experiences. I think people also have a fear of the unknown, or fixed mindsets or simply limited exposure to diverse experiences that enable them to imagine possibilities.

SR: So how do you help them break through those barriers?

JG: It needs to be intentional and incremental because there’s been so much research that shows that throwing people in a room and asking them to brainstorm on the spot is probably the worst thing you can do.

Instead, we need to help people practice creative thinking and expose them to new experiences. For example, I ask people to read different reviews on a topic and bring people together to then engage in a debate. That helps them shift their thinking into seeing two sides of a question. Another strategy I’ve tried is to take people on a field trip to somewhere they’ve never been. Little things like field trips can be eye-opening and help people imagine possibilities.

SR: Those are great suggestions. Within our own firm, we make it a practice to inspire and invest in the curiosity and wonder of our staff. Even if the connection to our work isn’t immediately obvious, we find that by following our wonder, we bring back new ways of thinking that infuse our strategy work.

JG: Exactly!

SR: You included the word “shift” in the title of your book. Can you briefly describe the five themes in your book that help us wake up to wonder and make positive shifts in our lives?

JG: I use S.H.I.F.T. as an acronym as well as an outcome. Each letter stands for a different theme that I explore in a section of the book.

  • S is for Shape, which is about the power of mindset in forming our lives.
  • H is for Harmony, which is about achieving inner harmony as well as harmony with others.
  • I is for Imagine. This is where we let loose and let our imaginations run wild.
  • F is for Focus, which is where we cut through the world of distractions and zoom in on what’s important to each of us.
  • T is for Team, which helps us curate the team we need to make the shifts we desire.

SR: That’s a wonderful blueprint, and I highly recommend the exercises within your book and the creative thinking they spark. Before we close, is there one thing you’d like people to take away from our conversation about the value of wonder?

JG: I’ll share one of my favorite quotes: “A year from now, you will wish you had started today. So cross that threshold because your wonder awaits.”

Seeing WONDER

Seeing WONDER 2000 1333 SageRiver Consulting LLC

As part of SageRiver’s study of how wonder can inspire strategy, we sat down with photographer Tom Riggs. He has built his career around exploring landscapes with wonder to find the story, emotion and meaning in the world around him. His insights can help leaders understand how to open their eyes more fully to see possibilities that would otherwise stay hidden.

Trillium Lake. Published by permission of Tom Riggs Photography.

SageRiver (SR): You’re known for your astounding landscape photography, and it’s often difficult to get to the locations you photograph. Why do you do it? Are these images for you? Or, are you taking them as a gift to others, in the hope the pictures will resonate with them?

Tom Riggs (TR): I take the photographs for myself and process them how I remember the scene. And if that resonates or strikes a chord or an emotion or a memory in someone else, then that’s just the joy of connecting with your audience through your work.

SR: How do you decide what you’re going to photograph?

TR: If I’m out in nature, I’ll have something already in mind that I want to use as my main subject. That will anchor the picture and be what draws you or me to that specific scene. As I look at that, I try to satisfy my need for why I was there in the first place. I make sure I satisfy that curiosity first, and then I’ll look for other things that you can’t see. I’ll look around and explore other angles or a different subject matter or perspective. I may get down on the ground or get an overhead view to capture an idea I was wondering about while I was traveling to that location.

SR: When you look at a scene, how do you compose the photos you take?

TR: Usually, when I come upon a scene, I’m immediately looking for some sort of composition. I don’t know if that’s something inherent or something that is trained, but it seems to come relatively easy to me. I just notice how the eye reaches and flows and focuses around a certain landscape item. I notice the scene itself, as well as how my eye responds to it.

SR: I’ve heard you speak about drawing attention to or eliminating information from the picture. Those feel like strategic choices, and I’m wondering if you can describe the process.

Sol Duc Forest, Olympic National Park. Published by permission.

TR: If I have a subject or an anchor for the photo, I want to decide where to put it in the picture. And it’s usually not smack dab in the middle. It’s usually best to begin with some of the general rules of photography, such as the rule of thirds. That means dividing your frame into horizontal and vertical thirds to create four points where those lines intersect. Typically, it’s a good idea to put your main subject in one of those four intersections. It doesn’t mean you’re locked into that. It just means that’s a good place to start.

Then, I consider how my eye moves around that frame. Do I need to crop out details that pull the eye away from my anchor? Or if I’m walking on a trail, for example, and it leads up to a mountain peak, my eye will naturally follow the trail. If I’m aware of that and use that detail in my composition, it will help give the photograph some depth that leads the viewer into the picture toward my main subject.

SR: Are you conscious about evoking emotion in your composition process?

TR: I think that’s the deepest part of a photograph for me. And the emotion might come from the entire experience I’ve had in capturing the photo. That might mean how I got to that location. It might mean that I waited out a storm for the clouds to clear, and then, miraculously, a beautiful scene reveals itself. Emotion to me is the very essence of a photograph.

SR: Can you tell me about an experience you’ve had like that?

TR: There was a time in Oregon when I wanted to photograph a remote mountain lake at sunrise (see the picture of Trillium Lake, pictured at top). So, I drove there and tried to sleep in my car overnight. I was rewarded with one of the most incredible sunrises—a crystal clear lake with a mirror image of the mountain in the background. It was pitch dark when I got there. I had no idea what the morning would bring. But I made the effort, and it was incredible.

There was only one other photographer there, and we just looked at each other with wonder. It was almost as if we were saying to each other, “I can’t believe we’re visualizing this incredible sunrise and nobody else is around.” The emotion comes out of the whole process. It doesn’t always work out the way I hope, but I have to be open to the possibility. The voice in my head always tells me, “Well, if you don’t go, you’ll probably miss the best sunrise that’s ever been made.”

SR: So, the lesson is to embrace all aspects of the experience as part of the wonder that you’re creating in your life through photography.

TR: Yes. I’d also say that you join a community through those experiences. Most photographers are happy to help with instructions and tidbits about what they’ve learned. Rarely do you find someone who is not forthcoming with helpful information.

SR: And the experience doesn’t stop after you snapped the picture, does it? You also have the opportunity to edit the photo to bring out the wonder of what you saw when you were in nature.

TR: Yes, and the individual expression you can bring to it. It’s interesting that you can have two people who are side by side taking the same photograph, but they will come up with completely different final images. That’s what makes it so exciting.

Becoming Mindful: Unlocking Innovation by Awakening to the Present

Becoming Mindful: Unlocking Innovation by Awakening to the Present 800 533 SageRiver Consulting LLC

During a yoga session one day, my instructor encouraged us to “take an inversion of your choice.” These upside-down poses increase flexibility and circulation and allow us to view the world from different angles. She returned to the idea with a parting question.

mindfulness-yoga

“Where do you have opportunities to welcome new perspectives?” she asked.

It’s a question I pose in my strategy work with clients. Some organizations struggle to execute their strategies because of embedded aspects of their cultures. They may focus on the “way things have been done,” think in top-down terms or instinctively move away from unfamiliar ideas.

Mindfulness can help us shift to generative ways of thinking and experiencing situations.

Stopwatch at 90 Seconds

Mindfulness is a tool I employ with clients at all levels. It’s especially important for leaders, as it supports their focus and stress management. Leaders live demanding lives, and they need tools to help them stay grounded and awake to new possibilities.

Mindfulness works by helping us create space between a stimulus and our response. Research shows that an initial feeling lasts for about 90 seconds. The impact depends on the meaning we assign to our feelings and the resulting decisions we make.

Through a daily mindfulness practice, we can learn to focus our attention on the thoughts, feelings and sensations we are experiencing in the present moment. As thoughts enter our minds, we simply observe them, allow them to move through our consciousness, consider them, honor them and let them go. As we detach and observe, we open ourselves to curiosity and learning, rather than judgment.

Positive Contagions

A mindfulness practice also helps leaders set a positive tone for their organizations. As researchers from Harvard Medical School and the University of California at San Diego have demonstrated, people “catch” positive or negative emotions from others. That means a reactive leader can produce anxious, rigid teams. Conversely, open leaders can help their teams interact in more inclusive, collaborative and creative ways.

work-mindfulness-leadershipAt SageRiver, we harness the power of mindfulness in team strategy, as well as executive coaching, sessions. We often begin our sessions with a mindfulness exercise to help participants let go of whatever stresses or demands they experienced that day. By grounding them in the moment and encouraging them to observe, welcome and honor thoughts and feelings, we set the tone for the work to come.

This simple practice pays dividends for the team. As we map their strategic landscapes and illuminate possibilities, we welcome divergent ideas without judgment. We listen with curiosity, seeking first to understand, and then consider what that contribution can add to our thinking.

This curiosity-driven approach creates space for everyone to contribute to and embrace the widest range of potential solutions. As we sift through ideas, we find new connections and possibilities, which create opportunities for innovation and break-through thinking.

Kiss the Earth

mindfulness-practices-walking

It takes practice to become mindful, and I consider myself a student learning alongside my clients. Day by day, however, I see the benefits in my own work and life and enjoy watching others experience greater focus, creativity and calm as they begin their own mindfulness practices.

You can start today by trying this mindfulness exercise:

  • Find a place where you can take a quiet walk (where you can also practice social distancing)
  • Take a moment to stand in place and focus on your breath
  • Notice the rise of your chest and expansion of your abdomen
  • Feel the passage of air as you inhale and exhale
  • Begin walking as though your feet are kissing the earth
  • Notice how the ground feels against your toes and heels
  • Describe the trees, grass, skies and birds (facts not judgment)
  • Connect with your senses and fully experience your surroundings
  • If thoughts intrude simply observe, allow, consider, honor and let them go

After you’ve spent a few minutes walking, stop and take note of how you feel. Repeat this practice every day for a week and notice the difference in your focus and ability to manage stress.

Then, contact us to take the next step in bringing the power of mindfulness to your team and your strategic planning process.