Chade-Meng Tan

Buddhist practises with monks have become key feature of employee training in most cos – Economic Times

(The vision behind wisdom…)

The un informed visitor at Googleplex may find himself perplexed when he sees the presentation room filled with techies perched in half-lotus position, meditating. His confusion is justified since it is hard to imagine that the corporation that prides itself in thinking ahead of tomorrow is now looking back at centuries-old traditions to bring out the best in its employees.

Google is embracing Buddhist meditative practices in a big way. Zen masters and monks routinely tour the campus, the company has instituted self-awareness courses like Search Inside Yourself, Neural Self-Hacking and Managing Your Energy, designed to teach people to manage their emotions through meditation, and Googlers are signing up for these classes in droves.

No, Google isn’t renouncing its worldly searches. Quiet contemplation is the new buzzword in Silicon Valley, with the region’s heavyweights like Twitter and Facebook jumping aboard the neo-spiritual bandwagon.

Contemplative practices and meditation sessions has become key features of employee training in most firms. As in all things in the Valley, the centuries-old practices has been innovated to suit the Valley’s goal-oriented culture. Forget Nirvana, the not-so-lofty aim of these endeavours is all about training the brain to unleash productivity.

Research suggests that meditation can rewire the brain’s response to stress and helps improve memory and executive functions. Exercises in ‘ mindfulness’ – paying close, nonjudgmental attention – help understand a coworkers’ motivations and cultivate emotional intelligence. In the hyper-kinetic Silicon Valley, these self-regulation practices strengthen emotional resilience, and is a better coping mechanism than fast-food therapy.

Chade-Meng Tan, a Google employee and creator of the Search Inside Yourself programme, defines it as the Zen of Google. The course is a series of meditation exercises wrapped in the package of emotional intelligence. “The other-centricity that meditation breeds can boost your trajectory,” says Meng ,who believes that in a place like Google, where there is no dearth of high intelligence quotient, the differentiating factor that sets you apart from the rest is having high emotional intelligence.

Frustrated by his divorce, work stress and twitter addiction, Soren Gordhamer wrote a book – Wisdom 2.0: Ancient Secrets for the Creative and Constantly Connected. The book was no bestseller, but its message of living mindfully, wisely and compassionately in the digital age set off ripples of introspection in the tech community that culminated in the launch of the annual conference Wisdom 2.0.

The event serves as a connector of the technology and contemplative communities. The vision behind wisdom being, tapping our inner wisdom even as we integrate more and more technology into our lives, and keep them from taking over.

Wisdom 2013 drew huge crowds and the attendees included headliners like Jeff Weiner, Twitter co-founder Evan Williams, and, Arianna Huffington, who describes the event as her version of Disneyland.

Meditation therapy is growing deep roots in the Valley which is no stranger to New Age fad cycles. The tech biz is taking periodic pauses in the rat race, trying to connect the dots between spirituality and technology, to find the bigger picture.

Global India Newswire

via Buddhist practises with monks have become key feature of employee training in most cos – Economic Times.

The Morality of Meditation [Research]-

The Morality of Meditation

Olimpia Zagnoli
Published: July 5, 2013

MEDITATION is fast becoming a fashionable tool for improving your mind. With mounting scientific evidence that the practice can enhance creativity, memory and scores on standardized intelligence tests, interest in its practical benefits is growing. A number of “mindfulness” training programs, like that developed by the engineer Chade-Meng Tan at Google, and conferences like Wisdom 2.0 for business and tech leaders, promise attendees insight into how meditation can be used to augment individual performance, leadership and productivity.

This is all well and good, but if you stop to think about it, there’s a bit of a disconnect between the (perfectly commendable) pursuit of these benefits and the purpose for which meditation was originally intended. Gaining competitive advantage on exams and increasing creativity in business weren’t of the utmost concern to Buddha and other early meditation teachers. As Buddha himself said, “I teach one thing and one only: that is, suffering and the end of suffering.” For Buddha, as for many modern spiritual leaders, the goal of meditation was as simple as that. The heightened control of the mind that meditation offers was supposed to help its practitioners see the world in a new and more compassionate way, allowing them to break free from the categorizations (us/them, self/other) that commonly divide people from one another.

But does meditation work as promised? Is its originally intended effect — the reduction of suffering — empirically demonstrable?

To put the question to the test, my lab, led in this work by the psychologist Paul Condon, joined with the neuroscientist Gaëlle Desbordes and the Buddhist lama Willa Miller to conduct an experiment whose publication is forthcoming in the journal Psychological Science. We recruited 39 people from the Boston area who were willing to take part in an eight-week course on meditation (and who had never taken any such course before). We then randomly assigned 20 of them to take part in weekly meditation classes, which also required them to practice at home using guided recordings. The remaining 19 were told that they had been placed on a waiting list for a future course.

After the eight-week period of instruction, we invited the participants to the lab for an experiment that purported to examine their memory, attention and related cognitive abilities. But as you might anticipate, what actually interested us was whether those who had been meditating would exhibit greater compassion in the face of suffering. To find out, we staged a situation designed to test the participants’ behavior before they were aware that the experiment had begun.

WHEN a participant entered the waiting area for our lab, he (or she) found three chairs, two of which were already occupied. Naturally, he sat in the remaining chair. As he waited, a fourth person, using crutches and wearing a boot for a broken foot, entered the room and audibly sighed in pain as she leaned uncomfortably against a wall. The other two people in the room — who, like the woman on crutches, secretly worked for us — ignored the woman, thus confronting the participant with a moral quandary. Would he act compassionately, giving up his chair for her, or selfishly ignore her plight?

The results were striking. Although only 16 percent of the nonmeditators gave up their seats — an admittedly disheartening fact — the proportion rose to 50 percent among those who had meditated. This increase is impressive not solely because it occurred after only eight weeks of meditation, but also because it did so within the context of a situation known to inhibit considerate behavior: witnessing others ignoring a person in distress — what psychologists call the bystander effect — reduces the odds that any single individual will help. Nonetheless, the meditation increased the compassionate response threefold.

Although we don’t yet know why meditation has this effect, one of two explanations seems likely. The first rests on meditation’s documented ability to enhance attention, which might in turn increase the odds of noticing someone in pain (as opposed to being lost in one’s own thoughts). My favored explanation, though, derives from a different aspect of meditation: its ability to foster a view that all beings are interconnected. The psychologist Piercarlo Valdesolo and I have found that any marker of affiliation between two people, even something as subtle as tapping their hands together in synchrony, causes them to feel more compassion for each other when distressed. The increased compassion of meditators, then, might stem directly from meditation’s ability to dissolve the artificial social distinctions — ethnicity, religion, ideology and the like — that divide us.

Supporting this view, recent findings by the neuroscientists Helen Weng, Richard Davidson and colleagues confirm that even relatively brief training in meditative techniques can alter neural functioning in brain areas associated with empathic understanding of others’ distress — areas whose responsiveness is also modulated by a person’s degree of felt associations with others.

So take heart. The next time you meditate, know that you’re not just benefiting yourself, you’re also benefiting your neighbors, community members and as-yet-unknown strangers by increasing the odds that you’ll feel their pain when the time comes, and act to lessen it as well.

David DeSteno is a professor of psychology at Northeastern University, where he directs the Social Emotions Group. He is the author of the forthcoming book “The Truth About Trust: How It Determines Success in Life, Love, Learning, and More.”

The Morality of Meditation –

Why Mindfulness and Meditation Are Good for Business – Knowledge

You don’t need a personal guru or a trip to India to bring you inner peace. Perhaps you simply need to learn from Mirabai Bush, co-founder of the Center for Contemplative Mind in Society. Bush has worked with several businesses to teach people about the benefits of meditation and contemplative thinking. She has helped individuals improve their listening skills, their teamwork abilities and their anger management at corporations such as Google, Monsanto and Hearst. In addition, Bush has worked with non-profits, lawyers and educators, among others.

In this interview with Knowledge@Wharton, Bush spoke with Katherine Klein, vice-dean of Wharton’s Social Impact Initiative, to discuss how individuals can bring meditation and “mindfulness” into their everyday lives. (It’s not as difficult as you may think.)

An edited version of the conversation appears below. 

Katherine Klein: The broad topic we want to explore is how businesses, organizations, nonprofits and for-profits turn to contemplative practices, such as meditation. But first, let’s start with the challenge many people face with fitting meditation into their lives.

Mirabai Bush: Pretty much everybody thinks it’s difficult to fit meditation into their lives. But we say, “You’re not too busy to brush your teeth or to eat breakfast.” Once you experience “mindfulness,” which is an umbrella term for meditation and some other practices, you begin to realize its benefits, and then you can incorporate it into your life. Don’t think of it as a big deal, but rather as a short practice each day that really makes a big difference.

We’ve seen all the research on the various benefits — from stress reduction to health and cognitive benefits, including an increase in attention and creativity and so on. So once you begin to practice mindfulness, you begin to think of it as just part of your life. And there are some ways to make it easier to incorporate into your life. First of all, keep it really simple; brief practice is fine. Just focus on your breathing for a few minutes, and each time you’ll be reminded of how calming and quieting it is.

Klein: In addition to meditation, are there other beneficial practices that you think people might want to consider squeezing into their days?

Bush: On The Contemplative Mind website there is The Tree of Contemplative Practices. We designed that tree after talking to people from 80 different organizations that have incorporated some contemplative practices into their work. We simply asked them if they were doing any contemplative practices to calm and quiet the mind and increase awareness. People in businesses, nonprofits, law firms and educational organizations gave us a long list of different practices. I think in the workplace, the practice of “mindful walking” is a good thing [to do] when you’re walking from place to place. Instead of sitting at your desk and focusing on breathing, when walking from place to place — which you’re naturally doing — you can bring your awareness to the sensation of walking.

We once taught mindful walking to a group of environmental canvassers. They were walking from house to house, and in between their appeals to people, they were paying attention to their walking and letting go of all other thoughts. They reported back that they were much more effective because when they got to where they were going, they were fully present in that moment with whoever opened the door. So walking’s a great practice for mindfulness.

Recently we’ve been looking at the practice of looking. In museums or with books of artwork, people do … what is sometimes called “beholding” whatever is in front of them. Just looking at what’s there and letting go of all other thoughts, opinions and pre-judgments can be useful.

Klein: As you speak, I’m struck by the challenge to these practices presented by our cell phones and iPhones. Whenever there’s a moment of pause, we automatically pull out our cell phones.

Bush: Years ago, I lived in a monastery in India. I remember there were always lots of lines for everything. As young Westerners, we were always impatient. I remember one day we were complaining, and a teacher said to us, “Waiting is being.” I still think of that in those situations. We all check our email or Facebook or whatever while we’re waiting. But it’s possible, while waiting, to use that as a way to just calm, quiet and stabilize the mind. That calms and quiets all of our physical systems, as well. Even a few moments of that really helps us to feel better and be more present in the moment.

Klein: Can you tell us about the benefits you’re seeing in the workplace when people engage in mindfulness or contemplative practices? One clear benefit for individuals is that they feel less stressed and sleep better.

Bush: I’ll tell you about some experiences of mine. Let’s start with Google: Chade Meng-Tan wanted to host a mindfulness-based stress reduction class and expected Googlers to sign up. He posted information about the class and nobody signed up. He was very disappointed and wasn’t sure what to do next. Someone encouraged Meng to call me, so we came together and started by looking at who worked at Google. We recognized that Googlers are very young, very smart and very competitive. They come from the top of their class at the best universities and mostly sit in front of their screens. They’re generally really good at algorithms, but needed better self-awareness and better awareness of others. Although they may be great in front of their screens, most of their work involves teamwork. They needed help relating to one another.

Furthermore, Google’s employees are about one-third Chinese, one-third Indian and one-third everybody else, so there were cultural misunderstandings. We recognized that they needed better ways to relate to others and build awareness of others. We could see that the employees would recognize this as well. So we engaged Daniel Goleman, who wrote Emotional Intelligence, and we used the same practices that were being offered in mindfulness-based stress reduction classes, but we emphasized interactive practices. We re-framed the classes to focus on mindfulness and emotional intelligence. Within the first four hours of posting, 140 people signed up. We taught them how to improve their communications with others, we taught them mindful e-mailing and we taught them about dealing with negative emotions. In general, we helped them with communicating and working together in teams. [For more details about the Google program, Search Inside Yourself, see Knowledge@Wharton’s interview with Chade Meng-Tan.]

Klein: I’m intrigued by the idea of dealing with negative emotions. This is obviously a challenge for people. Give me an example of how to cope with this.

Bush: At Google, we started by asking people to remember a time when they were angry and allowed that anger to arise in them. We taught them to be mindful of the sensations in the body as negative emotions arose, and then pause and recognize that they can have various responses to that anger. They can choose to not let the anger drive them, but rather, have awareness of the anger and assess what the options are for response.

Then we asked them, in the beginning, to pause and take a few deep breaths before noticing the sensations in their body. Just that little exercise really helps people to not react immediately to anger and unpleasant emotions. They report that it’s really helpful for their relationships with others.

Klein: So interesting. We’ve heard about Google but I wonder if you have examples from other companies or organizations that you have worked with.

Bush: We did a short, one-day program with the electric company National Grid. They were bringing together all of their diversity officers in the Northeastern [U.S.], and they wanted to do something that would help them appreciate diversity even more among themselves. The program involved people bringing food from their family traditions. We did some mindfulness practices to help people become calmer, quieter and more stable when they arrived.

We did a practice called “just like me.” This was one of the first times that I did this practice with a business group, and these were very mainstream, corporate people. We had them stand in two lines facing a partner across from them. The person who was guiding the practice started by saying various phrases and then [asked participants] to repeat them silently [to themselves while] looking into the eyes of the other person. You can see that the person across from you is a human being with thoughts and emotions, just like you. The guide goes on to say, “This person has been sad in his life, just like me. This person has done things he regrets, just like me.” And then it goes through a range of things. “This person wants to be loved, just like me.”

I took part as well. The person across from me was a regional manager from Buffalo, N.Y. He was wearing a suit and tie. He was a white, working class, Buffalo guy. When the practice was over, it was so touching. I just thought, “Oh my God, I’m going to have to stay with this person forever. I’m in love with him. I’m never going to be able to leave him.” It was really powerful.

Now we do this practice with lots of different kinds of groups. I did it last week with a group of university professors. It’s very powerful. It’s all about compassion, which is so helpful when you’re working with difficult people. Once you do this practice, then you can do it silently to yourself before you go into a meeting, or as you’re listening to someone whom you’re having a hard time with. You can think, “This person wants to be happy just like me.”

We also worked with Monsanto in the late 1990s, when they had a new CEO and they were making their shift toward agriculture. Bob Shapiro was their new director. He was a really creative thinker, and he had just inherited this 100-year-old chemical company. He wanted to see what they ought to be doing for the future. (I’m reserving judgment on their decision.) He was interested in the creativity of his top executives. He invited us for a retreat with the top 18 executives, and we did a four-day, three-night silent retreat off-site.

Klein: Wow.

Bush: Yes. It was really intense. I can only imagine a few corporate groups committing to that. But Bob was a real risk-taker, and it was very powerful. After that, for several years, we did off-site retreats and on-site day-long programs. They put meditation rooms in many of their buildings.

In terms of feedback, the vice president of organizational management development said this: “The most noticeable change in the largest group, which included scientists and some of the foundation team, was a shift from cynicism to hope. When people talk about what happened to them or how it’s changed them, they talk about how they went from being negative, pessimistic and cynical to being hopeful, being more centered.”

There’s another quote from a project coordinator. He said, “Mindfulness helps clear all the chatter that goes on constantly in your head, and you begin to find out what’s real for you in your life. What makes this program so great is that it can effect long-term evolution in individuals, and therefore, in the organization. It’s provided more purpose and meaning to what I’m doing at work.”

Klein: That’s great. But when I think about meditation, most of it focuses on the individual. When you encounter organizational issues, should you focus on helping the individuals or should you focus on teamwork techniques?

Bush: Well, yes — either or both. For example, when we worked with employees at Marie Claire, they were stressed. These are young women in New York in a very competitive world, working against deadlines all the time. They were all stressed. Our program focused on individual mindfulness meditation to achieve a calmer state. While this was very individually focused, they did it as a group. They came together once a week for two hours and were led in practice by someone. Even though we didn’t emphasize the group dynamic, people appreciated each other more. They felt a deeper bond because they were going through something together. Being there and going through this process with other people and knowing that they’re doing the same thing and they’re feeling vulnerable helped build an appreciation of other people.

But then there are also ways to work with teams. At Google, we paired people off for listening exercises, and they would mindfully speak and listen to each other. People were instructed to let go of other thoughts and emotions as they would listen to the speaker. Then we’d sit in a circle and discuss the experience of listening and speaking in pairs. People revealed that they usually didn’t listen in that way, and they hadn’t realized how much judgment was going on when they were listening. This can give you an appreciation for how these practices can affect a group process.

Klein: I want to go back to your discussion of Monsanto. You mentioned the positive benefits of mindfulness and contemplative practice. But I wonder if this leads people to make different decisions as a company.

Bush: Yes. That’s the big question, of course. Monsanto is a great case study for that. We worked with Monsanto for four years and during that time they became really involved in genetically modified foods. The environmental movement was revving up in response to this, and we were, at the same time, working with the Green Group, which was a group of CEOs of national environmental organizations. We were working with two groups that were radically opposed to one another. Our job was simply to teach these groups practices related to questioning, mindfulness and inquiry. This helped people look at the connection or lack of connection between personal and corporate values.

Inside Monsanto they were studying population predictions for the next century, and they really felt that they were going to contribute to increasing yields and feeding the world for the 21st century. It was hard for them to entertain that what they were doing wasn’t a good thing. But after a while, they were getting so much resistance that Bob Shapiro decided to invite the president of the Rockefeller Foundation to their board meeting. At this point, the Rockefeller Foundation was leading some of the research and the resistance to the development of genetically modified foods.

They had a long discussion at their board meeting, which led to some changes within Monsanto. It obviously didn’t lead to the end of their commitment to genetically modified foods. But at the time, it led them to let go of some of what Rockefeller considered their worst practices. [The president of the Rockefeller Foundation] convinced them that if they didn’t let go of this one terrible product, which I think was labeled “terminator technology,” everything else that they were doing would be “tarred with the same brush.” He convinced them that it was to their own advantage to let go of what he considered the worst product. Ultimately, Monsanto became more open to listening to opposing arguments and different perspectives. I saw a movement toward that while I was working with them. So yes, I saw changes.

Unfortunately for us, Bob stepped down as CEO, and somebody else came in. The new CEO did away with anything that had to do personally with the former CEO. He got rid of our program. But all these years later, I still see people who say that the program really changed them and that they took those benefits with them wherever they went in the corporate world.

After that, we did a rethink about our work in the corporate world, and we focused on a number of smaller programs. It wasn’t until Google came along that I really felt like there was an opportunity to do a company-wide program that really could have a big effect, which I think it is doing.

Klein: I have one final question. Early in the interview, I jotted down some words that you mentioned. You said something about “non-judgmental presence.” On the one hand, I think the notion of non-judgmental presence is important, and it’s linked to listening and compassion. But at the same time, you’re working with people who need to make judgments and decisions. I was struck by that duality of non-judgment and judgment. Can you expand on this?

Bush: I think it is the hardest thing to grasp. This is very philosophical. The present moment is here. It’s here in front of us. It is what it is. The important thing in mindfulness is to see the present moment as it is and not to bring pre-judgment to it.

To explain my point, let me give an example relating to some work we’ve done with lawyers. A group of judges asked us to do a special workshop on mindfulness and emphasizing non-judgmental awareness. They wanted to do this because they said that when people arrived in front of the bench, they would find that their minds leapt to judgment based on people’s appearance, and they knew they shouldn’t be doing that.

This example relates to business because it’s about seeing the situation as it is. It’s about making decisions without … pre-conceived notions. It doesn’t mean that we don’t make judgments, choices and decisions. It’s about making better choices by seeing what’s actually there in front of us.

Another important issue relates to distraction, which is increasing all the time with our advances in electronic information. Mindfulness really increases our attention and takes us beyond distraction. Distraction keeps us from being productive, and I think it leads us to not look deeply at situations, to stay at the superficial level. Mindfulness will help us stay focused on what really matters and help us make better decisions for the future.

Why Mindfulness and Meditation Are Good for Business – Knowledge@Wharton.


Flynn Coleman: Yoga, Meditation and Mindfulness: “Trends” That Could Change Everything

I have a not-so-modest proposal: Mindfulness can change the world.

Okay, I’ll pause here, because I know what you’re thinking. Yes, I’m from California. Yes, actually, I have spent a little time in the “People’s Republic of Berkeley.” Okay, a lot of time. And yes, you guessed it, I do teach mindfulness, yoga and meditation seminars to all types of organizations, from corporations to schools. All of which is to say that, on this topic, I’m biased. But that doesn’t mean I’m wrong.

Let me rephrase: I believe that we can find ways to improve our own lives that directly benefit the lives of others, from the people in the next cubicle to the people in places that we can’t find on a (non-digital, non-search assisted) map. We can bring more clarity and joy to our own lives and, by doing so, bring joy to others. We can start small, by paying more attention to the present moment. Next, we can get a bit more ambitious, and make mindfulness a part of our educational programs and our daily lives. In short, we can change the world by fostering greater “mindfulness” — attentive awareness that promotes focus, creativity, and compassion — and we can do it at every level: personal, institutional, societal, and global.

Maybe, before we go further, I should tell you a bit more about myself. I’m an attorney and an entrepreneur. I first became serious about yoga as a college soccer player. Then, I thought of it as just another form of exercise. It was only during my sometimes-very-stressful years as a law student and a big-firm lawyer that I came to understand the incredible power of yoga and meditation to transform and improve virtually every aspect of my life. With time, I saw that this power also offered remarkable benefits for my professional life.

It’s no wonder, then, that everyone seems to be catching on. Yoga, meditation, and mindfulness, foundational elements of ancient Eastern beliefs and practice, have become certifiable modern “trends.” Wisdom 2.0, the non-conference-like conference (think tribe talks, yoga lounges, and nap time in the Google Chill Lounge) drew thousands of us together to discuss integrating mindfulness into business, technology, and society. From Padmasree Warrior, CTO of Cisco, to HuffPost’s own Arianna Huffington, modern thought leaders are integrating mindfulness into their lives and their institutions, and it’s working.

For individuals, mindfulness is exciting because it helps us to discover new and powerful dimensions of ourselves. For groups and organizations, mindfulness is exciting because it can lead to better communication, greater empathy, and a culture of creativity and innovation.

Dynamic corporate cultures have witnessed how mindfulness and social awareness are important components of an effective modern business strategy. Consider one of the most prominent business trends to emerge in recent years: “conscious capitalism.” From Patagonia’s “Common Threads” program to Warby Parker’s “Buy a Pair, Give A Pair” strategy, to my own company’s “OM for OM” initiative, this movement underscores the growing connection between businesses, consumers, mindful practices, and social good.

It’s because Yvon Chouinard, founder of Patagonia, spends his years outdoors that he works to protect the environment that inspires his designs. He is also pioneering the industry by challenging his customers to recycle more and buy less of his merchandise. As Joseph Campbell, the great mythologist, would say, Chouinard found his bliss (being outside and protecting nature), and remains true to it. In turn, millions of others remain true to his brand. This is the authenticity and compassion that mindfulness can help us find.

So how can organizations adapt to a rapidly evolving digital landscape while also promoting social good? Well, amid dramatic technological advancements and the ever-increasing proliferation of access to information, business practices are being revolutionized. In the new “connection economy,” amidst an increasingly crowded marketplace, companies must tell their stories, attune their messages, and operate with genuine authenticity to connect with consumers. This is what moves people to buy, work with you, and believe in you. Building these connections with others starts with knowing yourself. This principle is as salient for institutions as it is for individuals.

As Dan Pink says in his book, To Sell Is Human: The Surprising Truth About Moving Others, on the new art of selling: “Make it personal and make it purposeful.” Sales today, as Dan describes them, are about being attuned, buoyancy, and clarity. Do these words sound yogic to anyone else? Yep, they do. Turning inward is how we begin to find clarity and harmony, which allow us to be more productive, communicative, and innovative. Finding this sense of balance is vital for becoming personally effective. And instilling widespread balance and focus among employees should be a foundational goal for all companies serious about competing in this new landscape.

It’s what Bill George, former legendary CEO of Medtronic, said was the key to effective leadership: going from “I” to “we,” and why Google’s Chade-Meng Tan thinks the greatest companies have compassionate leaders. After all, to inspire means “to breathe into.” And the fact that yoga, meditation, and mindfulness all come back to the breath is no coincidence.

And mindfulness at work doesn’t mean trading suits and spreadsheets for peacock-patterned leggings and kombucha tea (though I’m a fan of both). It simply means finding ways to become more aware, tapping into our reserves of creative leadership and compassion, and then practicing these skills. Because it’s always a practice.

Mindfulness is not only “on-trend.” It’s an ancient principle, as relevant today as it was thousands of years ago. It can help us grow more attentive, creative, resilient, and successful. In doing so, it can create ripples of awareness and positivity that will reverberate through our communities, our society, and our world. This is why mindfulness is not only cool, but crucial for the future of our society. As Richard Branson says, “Let’s do business like there is a tomorrow.” But to create a better tomorrow, we must start by being more mindful today.

Flynn Coleman: Yoga, Meditation and Mindfulness: “Trends” That Could Change Everything.