Calm mind is the quintessence of wisdom

When one is being blindfolded by our own defilements such as greed, hatred and delusion, one's ability to see things differently and to see the bigger picture of a job role, of a strategic plan, of an operational routine, of a quality policy, or of a project, wil be hidden deep within us. According to Noel Tichy, leaders do two things differently from others:

 (1) They see reality - that is, they perceive the need for change,

       when others don't.

 (2) They mobilize the appropriate responses to respond effectively.

In addition, leadership is not only an affair of the head but equally important is an affair of the heart. Meditation is both a means and a mental quality that opens up our heart, comprehensively penetrates into the nature of our heart and mind, so that we can use them rightly and effectively, for the benefits to ourselves and also to our organizations and the communities.

As the former US Army Major General John H. Stanford once said:

  "The secret to success is to stay in love. Staying in love gives you the fire to ignite other people, to see inside other people, to have greater desire to get things done than other people. A person who is not in love doesn't really feel the kind of excitement that helps them to get ahead and to lead others to achieve."

We share the same research and experiential findings of Prof. Noel Tichy that to be successful, one must have change-embracing attitude and committed to take responsive actions. In organizations, we often talk about getting our employees to take ownership of change. Without that, nothing of consequence happens.

Unfortunately, most people resist change due to fear, and that is why meditation that meditating into the inner self and its mental nature is important, as it brings about their awareness to the inevitable nature of change and by bringing them to the attention that to transform, one has to embrace change.

On the contrary, imposing change on people never succeeds. They come to work with their brains and their egos and their emotions and their self-concepts, and they tend to do things that make them feel good about themselves, not things that satisfy the needs and objectives of someone else but do nothing for them personally. They decide what they will do differently and how they will do it.

In other words, they act on their behavioral disposition and its mental quality root. Meditation has to drill deeper and broader into their mental domains, so that they see the interrelationship between their inner roots and their outer behaviors, and thus performance.

However, for organization to succeed in this challenging meditational program, organization should make an effort to create a positive context or environment to welcome the activities. Organization should not use meditational progress in evaluational terms, but as measures that provide informational aspects or domains of learning as feedback to the individual employees.

The word 'evaluation' is really composed of three component parts: 'e', 'value', and 'action'. The central element of the concept of evaluation is value. When you evaluate, you place a value on whatever you are evaluating. Most people don't mind measuring, or even being measured; they just don't like being measured upon. And that is what most evaluation is - having a value placed by an external agent on us and our performance. This judgmental activity is in contradictory to the direction and purpose of meditation - that is, to de-judge, and instead, use factual information and our mental sharpness to guide our decisions, without emotion.

Corporate mediation programme that works on the inner core of the individuals is very important, which is often neglected by the organizations.

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Most organizations work straight on strategies or their design rather than on the preconditions and the foundations that give rise to the effective strategic and operational plans and actions.

The preconditions that could give rise to creative and productive strategic and operational plans and actions are instead being neglected and naively considered as wastes. However, without getting into the inner core of the individuals, wastes are the realities embedded in organizational processes, product design, plans, routines, systems, and structures.