Tag: aging

A Question About Meditation

meditationI like to read about meditation – the shelf on my night-table is filled with books by Pema Chodron, Mark Epstein, and various other Buddhist-inspired meditation teachers, whose words and ideas I find soothing, especially before bed. But actually sitting on a cushion and meditating every day? Not so much.

I like meditating in groups, and I’ve enjoyed going to various meditation centers in New York City, which has plenty of them. But I can’t always get myself to a group sitting, and I’ve been especially reluctant this winter.

Meanwhile, I keep seeing new studies studies touting the benefits of meditation – to treat insomnia, reduce stress, improve creativity, even prevent brain shrinkage as we age. So lately I’ve been thinking I really ought to be more serious about doing it.

What I love about the books is learning about Buddhist philosophy and psychology, and its application to daily life. I’ve found the practice of mindfulness incredibly helpful, for example, in getting me to really pay attention to, and appreciate, what I’m doing at any time. I also think it’s invaluable for coaching – encouraging clients to slow down and experience the moment they’re in, or an event or emotion they’re struggling with, has immense benefits and can be really important to the ability to make lasting change.

But I’ve still found it hard to just sit for 20 or 30 or 40 minutes a day with my eyes closed, or staring at the floor, depending on the particular style of meditation involved. I sometimes meditate on the subway, which is always calming, and I’ll practice that kind of one-pointed concentration on the breath or on my movement when I’m running or at the gym or doing yoga, at least for short periods. I even use it to take a nap in the afternoon or fall asleep at night. It’s the sitting still part – and staying awake – that I have trouble with.

I imagine it’s because all my life, I’ve had the feeling that I’m supposed to be doing something – often, something other than what I’m doing. I remember in college, if it was a beautiful day outside and I was in the library studying, I’d feel like I should be doing something outdoors. If I was outside, say, hanging out with friends or going for a run, I would feel like I should be in the library studying.

Now, when I sit down to meditate, that struggle comes up constantly. I immediately think of all the other things I have to do. Within minutes I’ll find myself jumping up and making a to-do list.

I remember being on a weekend meditation retreat once at a retreat center in the picturesque Hudson Valley, and telling the meditation teacher in my interview that I was wondering the whole time why I was sitting on the floor inside all weekend, when I could be outside doing something. He just smiled his wise smile, and told me that was okay, I can just let myself feel that. That sort of helped.

I know it’s in part the way I was raised – in a very traditional, achievement-oriented Jewish immigrant family, where we were always expected to be doing something aimed at achieving some concrete, demonstrable result – studying or practicing the piano, for example. That attitude helped us get into good colleges and graduate schools and landed us professional degrees and accolades, but I think both my brother and I still have a hard time settling down – accepting and appreciating things as they are — just being, as the Buddhists would say. Which is a problem. Because we can’t, and we won’t, always be achieving something. And even if we are, we likely won’t be achieving it as much or as well as we want to, or we’ll be thinking we really ought to be achieving something else.

One of the cornerstones of Buddhism is that life is filled with a “pervasive feeling of unsatisfactoriness,” as the Buddhist psychoanalyst Mark Epstein describes it in his book, Going on Being: Buddhism and the Way of Change, about his own exploration of Buddhism and psychology. “We want what we can’t have and we don’t want what we do have; we want more of what we like and less of what we don’t like.” Seeing this clearly is part of the point of meditation – to illuminate how our minds work and cause us suffering. The idea is that if you see your mind doing this – and as in my retreat, it will start doing this pretty quickly when you sit to meditate – we’re able to recognize those as just thoughts, not necessarily “truths” – and create some space around them, lessening their grip. I understand and appreciate the theory, and it’s helped me become more aware of my thoughts (including the absurd and dysfunctional ones), which has been really helpful. But I still can’t get myself to sit down and meditate every day.

What are other people’s experiences with this? Do you need to have a formal practice of daily sitting meditation to truly incorporate mindfulness and its insights into your life? I’d really like to know.

by Daphne Eviatar, coaching & consulting

What if Competence is Just a Mindset?

mindset-for-achieving-goalThere are a lot of reasons I love this recent story by Bruce Grierson — What if Age is Nothing But a Mindset? — that ran in the New York Times Magazine a few weeks ago.  If you missed it, it’s worth a read, if only for how it reinforces the power of our minds over our bodies and our perspectives on our lives and possibilities.

But there’s also this mention in there of a previous study by the psychologist Ellen Langer, the subject of the piece, that really struck me. Here’s Grierson’s description:

Langer gave houseplants to two groups of nursing-home residents. She told one group that they were responsible for keeping the plant alive and that they could also make choices about their schedules during the day. She told the other group that the staff would care for the plants, and they were not given any choice in their schedules. Eighteen months later, twice as many subjects in the plant-caring, decision-making group were still alive than in the control group.

I find this fascinating, not just for what it says about how we treat the elderly, but also for the implications in the workplace.  I hear repeatedly from clients — and have seen firsthand — how employers undervalue their employees, fail to recognize their talents and skills, and therefore fail to give them adequate responsibilities and work that challenges them.  The result is not only employers who waste time and money hiring outsiders to do the job their own employees can already do, but the rapid demoralization and incapacitation of the employees themselves.

Margaret Wheatley and Deborah Frieze talk about this in their book, Walk Out, Walk On.  I’ve quoted parts of this before, but I think it’s worth revisiting in light of the Langer study.  Wheatley and Frieze write that rigid hierarchies and “command-and-control” leadership — “the most common form of leadership worldwide” — actually “smothers basic human capacities such as intelligence, creativity, caring and dreaming…. When it doesn’t work, those in power simply apply more force…. People resist the imposition of force by withdrawing, opposing and sabotaging the leader’s directives…. This destructive cycle continues to gain speed, with people resenting leaders and leaders blaming people.”

“This cycle not only destroys our motivation, it destroys our sense of worth,” they write. And it’s why people stuck in rigid hierarchies “can’t remember when they last felt good about themselves or confident in their abilities.”

“Power of this kind,” they continue, “has a predictable outcome: it breeds powerlessness.  People accept the message they’ve heard so consistently, that they’re helpless without a strong leader. They become dependent and passive, waiting for a leader to rescue them, and their growing dependency leaves leaders with no choice.  They must take control if anything is going to get done.”

I’ve seen this happen repeatedly in organizations. Leaders get so caught up in their top-down command models that they end up creating zombie employees who will do just enough to get by but not more, because they’re “not authorized” or that’s “above their pay grade.” And they come to believe that they’re not capable of more, either.

Being treated as incompetent can also leave employees seething. But if you find yourself in this situation, the key is to channel that energy into something productive rather than letting it eat you up inside and fuel that destructive cycle.  Even if for now you have to follow the rules at the organization you work for, keep reminding yourself what you know you’re capable of, because that will eventually help you leave the organization, act outside of it or change it.  To remember your own talents and abilities, try reflecting on a time when you were in a position to act on them and what you were able to accomplish (recall a “peak experience” when you felt empowered, for example), and find supportive people around you (such as a friend, family member or coach) who can remind you of those times and of your strengths.

Ultimately, as Langer tells Grierson, it all comes down to being aware of what’s going on around you, and not giving in to the labels, judgments or expectations someone else may have slapped on you or on a situation that have little to do with reality.

“If people could learn to be mindful and always perceive the choices available to them,” Langer says, “they would fulfill their potential and improve their health.”

Grierson, quoting Langer, sums it up:  “When we are ‘actively making new distinctions, rather than relying on habitual’ categorizations, we’re alive; and when we’re alive, we can improve.”

by Daphne Eviatar, coaching & consulting