As I step down from a formal leadership role in The Mindfulness Network (the MN), I look back on my three years with some joy and satisfaction. It has been an exciting adventure, and in many ways the adventure continues, even if my specific responsibilities have changed. I have learnt so much in the role, made so many wonderful friendships, and learnt many new skills.
I’ve been fortunate, for most of my career, to be able to work in roles where there was some meaning beyond just earning a living. Ten years ago I was able to retire, in the sense that I could draw a pension that paid the bills and I could choose what I wanted to do without worrying about income. That is how I became a mindfulness teacher, ultimately found myself volunteering for the MN, and three years ago taking on the role of executive director.
What have I learnt in these three years?
Firstly, working for an organisation that has a clear vision and values is something that has enabled us to survive the many trials of the last seven or so years. I have worked for organisations where the vision and values were explicit in some document or on the website, but never one that really lived those values. In the MN every decision is framed by our values; a prime example is the way we handle safeguarding issues where any raised issue is explored in depth. That can be challenging at times when a value meets a challenge to the survival of the charity, but such challenges are often short-lived and the longer-term benefits of adhering to values outweigh short-term decisions.
A key value is our putting collaboration ahead of competition. The finest example of that was the ICM2024 conference. Collaboration means that we focus on what is best for the wider community, before we focus on what is best for the organisation. Of course we need to take care of the interests of the charity, and there is a degree of healthy rivalry with similar organisations, but reaching out the hand to peer organisations has benefited all parties I believe. Over my three years I have made a point of connecting with other organisations and openly sharing.
Another key value is courage. In changing times we need to respond, and sometimes we will make mistakes. Courage builds on our other values. It means making decisions when information is incomplete, accepting mistakes, and learning from them. It means not blaming people when things go wrong. It means daring, when the easiest thing is to continue doing the same things the same way. Courage means embracing failure. learning and moving on.
Most important of all, though, is caring for the wellbeing of others. Over the last three years individuals in the organisation have had great personal challenges, and we have done all we can to support them through that. Our policies have developed to support that kindness, for staff, associates and participants in our courses. The reward for kindness is usually kindness back, and that has been a core value in all my time with the MN.
In a world that seems to value money above people, profit before planet, it has been wonderful to work inside an organisation that works the other way round. So my biggest learning is to see how a values-led organisation can not only survive but can thrive. One of the most encouraging affirmations of this was one of our trustees in public saying that “this organisation really walks the talk”, reflecting on some of our work around equality, diversity and inclusion. It isn’t always easy, and it isn’t always comfortable, but it is rewarding.
Should we be surprised that a mindfulness organisation works that way? We teach the importance of being and how it must counter-balance doing. Our values are what shape our being in the world, our goals shape our doing. When values and goals are out of harmony, when our behaviour does not reflect our values, then trust is eroded. Organisations depend on the commitment of all stakeholders, and trust is hard to build and easily eroded.
So, after three years in my post, I am pleased with the many things we have achieved in the face of great challenges, but most of all I am delighted with how we have done that. And that is why I may be stepping down from the role of executive director, but it is why I want to continue to serve in some way to help the charity continue to thrive and to face the many challenges that a rapidly changing world present. I am deeply grateful for being part of the adventure and being able to lead in some way this charity. As I pass the baton on, a deep bow to all my colleagues in the MN, and a huge thank you to all who have made this such an important charity.
