The Mindful Leader

5 BUSINESS VIEW MAGAZINE VOLUME 9, ISSUE 11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Vertical development for leaders and their teams. At scale. Michael Bunting +61 401 359 250 | mbunting@themindfulleader.com www.themindfulleader.com engagement with their organisation is directly linked to the behaviour of those leading them- we know that proper leadership is important. The question is, how do we become better leaders? It is all about changing behaviours. You can give a manager or executive all the tools, skills, and resources they need, but if their behaviour doesn’t change, it simply isn’t going to make a difference within their organisation. The seven practices we have highlighted are essential in creating sustainable changes to behaviour. Three in particular are core intrapersonal skills that leaders must develop. Most industry leaders have no idea how to identify, apply, or assess these skills properly. “The first thing we look at when we want to know how to foster behavioural change in an individual is their intrinsic, or internal, motivation. Most people use external forces as their primary motivator, which is not sustainable. When we ask leaders what they stand for, less than 1% have a clear answer. They are unable to ‘walk their talk’, so to speak, because they don’t even know what their talk is. We then look at accountability- something we are very, very good at is rationalising our behaviour and placing