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Building Confidence: A Pillar of Well-Being

Build Confidence

By Rick HansonWe have natural needs to feel seen, understood, recognized, included, and valued. There’s nothing wrong with this! Having these needs fulfilled, particularly during childhood has a variety of positive consequences:

  • secure attachment
  • resilience
  • self-regulation
  • optimism
  • self-worth
  • exploration.

The resources that fulfill these needs are sometimes called “healthy narcissistic supplies.”

On the other hand, not meeting our interpersonal needs can lead to insecure attachment, reactivity, poor self-control, pessimism, inadequacy, and withdrawal.

Whether positive or negative, these traits often carry over from childhood to adulthood.

There is a place for healthy remorse in a moral person. But for most people, the shame spectrum of feelings is far too prominent in their psychology – typically not so much in terms of feeling chronic shame, but in terms of how they pull back from fully expressing themselves to avoid the awful experience of a shaming attack.

Some of these feelings include:

  • Inadequacy – Sense of being unfit, useless, not up to the task, inferior, mediocre, worthlessness, less than, one down, devalued
  • Humiliation – Embarrassment, disgrace, degradation, loss of face, slap in the face, comedown
  • Guilt – I did something bad; [I know it]
  • Shame – I am something bad; [they know it]
  • Remorse – Contrition, regret over wrong-doing, feeling abashed, self-reproach, conscience-stricken

These are powerful, sometimes crippling, even lethal emotions (e.g., people killing themselves for the blots they think they placed on their family’s honor).

“Confidence” in the deepest sense is an umbrella term referring to a sense of worth in your core – that you are loved and lovable, giving and contributing, valued, and a good person. Building confidence requires us to repeatedly internalize a sense of worth. This enables us to go for the gold, knowing that there’s a goodness inside that we can rely upon in times of trouble.

Shame is a very primal emotion, it grew and evolved with us through millions of years of evolutionary history, and as such it can be a difficult feeling to combat. To fight against it we need to develop a deep reservoir of inner resources which we can draw upon in a time of need.

Cultivate Inner Allies

In effect, we grow strong “inner allies” that protect us from our “inner critics.” To function in life, we need to learn from our experiences, and that requires feedback. We have to look in the mirror and see if there’s some spinach stuck in our teeth. We need that internal evaluator continually registering: that worked and that didn’t; that helped and that hurt.

As long as the evaluator is clear-eyed and friendly, that’s a wonderful internal resource. But if it grows harsh – often through absorbing the emotional residues of the anger and contempt of others, or the meanings derived from social exclusions – it can become a terrible monkey on your back. That’s the inner critic.

The process of growing inner strengths is the focus of my new online course The Foundations of Well-Being, which covers the 12 Pillars of Well-Being including Self-Caring, Mindfulness, Learning, Vitality, Gratitude, Confidence, Calm, Motivation, Intimacy, Courage, Aspiration, and Service.

To grow inner strengths – particularly the key inner strengths that will help the most with an issue – consider the four questions below. You can use them for yourself or explore them with others. Throughout, it’s good to have an attitude of curiosity, kindness toward oneself, and resourcefulness.

  1. What’s the issue?

Pick an issue. (Maybe you’re the rare person with just one.) Try to be reasonably specific. “Life sucks” could feel unfortunately true, but it doesn’t help you focus on resources or solutions.

If the issue is located in your world or body, be mindful of how it affects you psychologically. Sometimes we just can’t do anything about a condition in the world or body, but at least we can do something about our reactions to it.

  1. What psychological resource – inner strength – if it were more present in your mind, would really help with this issue?

This is the key question. It can be interestingly difficult to answer, so an initial confusion or struggle with it is common. Clues toward an answer could come from exploring these questions:
• What – if you felt or thought it more – would make things better?
• What – if you had felt it more as a child, or whenever the issue began – would have made a big difference?
• Does the issue ever get better for you – and if so, what factors in your mind (e.g., perspectives, feelings, motivations) help it be better?
• Deep down, related to this issue, what does your heart long for?
There could be more than one resource, of course, but for simplicity and focus, it does help to zero in on just one or two key resources at a time.

Sometimes we need to grow an intermediate resource (e.g., capacity to tolerate feeling rejected, so that we are willing to risk experiencing that feeling) in order to get at the key resource we need to develop inside (e.g., inclination to ask for love).

  1. How could you have experiences of this inner strength?

In other words, how could you activate it in your mind so that you can install it in your brain? (This is the first step – Have – of the HEAL process; you can learn more about it in my book, Hardwiring Happiness, or in this video on Taking in the Good.)

It could be that the resource is already present and you just need to notice it (e.g., the feeling that the body is basically alright right now). But often, you need to deliberately create it (e.g., call up a sense of determination from the emotional/somatic memory of times you pushed through a difficulty). In Hardwiring Happiness, I go through 16 ways to have (to activate) a beneficial experience, and you could draw upon one or more of these methods.

  1. How could you help this experience of the inner strength really sink in to you?

In other words, how could you enhance the installation, the neural encoding, of this experience to grow this resource inside yourself?

This involves the second and third steps of the HEAL process: Enrich and Absorb.

If you like, you can be aware of both the resource (e.g., feeling determined) and one or more psychological aspects of the issue (e.g., feeling helpless) so that the resource starts associating with and helping with these aspects of the issue.

Build Confidence

The Foundations of Well-Being program uses the power of positive neuroplasticity to hardwire more happiness, resilience, self-worth, love, and peace into your brain and your life.

This yearlong, online program is taught by Rick Hanson, Ph.D. – a neuropsychologist and Senior Fellow of the Greater Good Science Center at the University of California, Berkeley, and the New York Times bestselling author of Hardwiring Happiness, Buddha’s Brain, Just One Thing, and Mother Nurture.

Sign up for the course today.

Additional resources from Rick Hanson:

Managing the Caveman Brain in the 21st Century – The human brain evolved in three stages: reptile, mammal, and primate. Each stage has a core motivation: avoid harm, approach reward, and attach to “us.” Modern life challenges these ancient neural systems with bombardments of threat messages, the endless stimulation of desire, and social disconnections and tensions of industrial, multicultural societies. This talk from the Bridging the Hearts and Minds of Youth Conference will explore brain-savvy ways to cultivate mindfulness in young people, and then use that mindfulness to internalize a greater sense of strength and safety, contentment, and being loved.

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Meditation: Breathing New Life into an Ancient Practice

California has always been open to the next new thing, whether a technology, a vintner’s innovation, or what the cultural winds blow in from over the Pacific. That’s how I first tried meditation, back when I was a student at the University of California in Berkeley, then the epicenter of the try-any-new-thing attitude.

As a competitive undergrad, my first impression of meditation was that it eased my worries. I used it as an anti-anxiety measure. Like a pill, I took it morning and evening. Those late in the day sessions proved another benefit: as a chronically sleep-deprived sophomore, I would nod off for a nap as soon as my meditation started.

When I went on to study psychology at Harvard, I did my doctoral research on how meditation helps us recover from stress. But I was ahead of the curve in my interest; my professors thought I was a bit batty to take a serious interest in what was then an exotic method.

Now, though, the meditation story has changed. Several decades of research, including state-of-the-art brain imaging, reveal that this simple method trains the mind and shapes the brain, with a basket of benefits that ranges from sharpened concentration to lower blood pressure. Medical clinics routinely teach meditation to patients with chronic diseases from arthritis to diabetes to help them live better with their symptoms. And businesses are offering their employees the chance to learn meditation in order to improve performance.

Meditation refers to a range of techniques, from mantra repetition to mindfulness, which all share a common cognitive method. It boils down to retraining attention. Research at Harvard has found that our minds wander on average 50% of the time, that is, when we’re trying to focus, our minds are elsewhere.

Meditation trains attention by having us focus on one target (such as a mantra or the breath). Then comes the crucial difference between meditation and other ways to relax, whether exercising or spacing out online: in meditation, when we notice our minds wandering, we bring them back to a mental target and keep them there. Then when it wanders again, repeat. And again and again.

Brain imaging studies of this simple mental process, done at Emory University, find that the mental circuitry for focusing on what’s important becomes stronger. Attention is a mental muscle, and every time we repeat this cycle it’s like lifting a weight: each repetition makes us just a bit stronger. And focusing on what’s important is what every leader, student, coach – anybody – needs to thrive.

The research shows that this mental gym pays off after the session, throughout our day: meditation enhances people’s ability to concentrate, to keep their minds from wandering too much, and to focus in general. “Every time my mind wanders off during a business meeting,” one executive told me, “I ask myself, What opportunity did I just miss?”

A bonus here is that the same strips of neurons that help us focus also are crucial for managing our distressing emotions. The longer people have been meditators, the better their bodies become at recovering from the agitation of stress.

The biological advantages from a faster physiological recovery from upsets include a stronger immune system, lower blood pressure, and more stable blood sugar levels, just to mention a few.

When researchers at the University of Wisconsin taught mindfulness to stressed-out workers at a biotech startup, they found remarkable changes after eight weeks (average daily practice time: 30 minutes). Mindfulness led to a shift in the centers that control moods: they went from anxious and stressed to upbeat and enthusiastic. Spontaneously, they recalled what inspired them about their work. And, to the researchers’ surprise, their mindfulness also resulted in a boost in immune effectiveness.

A caution, though, if you’re thinking of starting meditation. Many people expect that they will somehow experience a high during the session. But the practice is more like going to the gym: at first it can be a struggle, though it gets easier over time. Many first-timers report, for instance, that their minds are more wild than ever during meditation, actually a sign that they are finally paying attention to how often our minds wander.

The real payoffs come during your day, not necessarily during the meditation session. Don’t expect miracles; the changes are gradual and can be subtle. Dan Harris, the ABC news anchor, calls it “ten percent happier” in his account of why he meditates. But the improvements are real, as research studies verify.

The CEO of a construction firm, a meditator himself, asked me to share these methods with those working at his headquarters. Understandably many were dubious. But I approach the method as a way to train the mind, not as some woo-woo magic, and the science behind it brought people around enough to give it a try. The CEO later told me the most enthusiastic person turned out to be his head of HR; she organized an ongoing meditation group there. And she was initially one of the skeptics.

Now that I’m in my 60s, the finding I like best comes from Harvard Medical School: some parts of the brain that shrink with aging actually seem to grow larger and their neurons more densely connected in meditators!

This article originally appeared in The Private Journey Magazine.

Additional resources:

The Meditative Mind: The Varieties of Meditative Experience

Relax: 6 Techniques to Lower Your Stress

Working with Mindfulness CD

Working with Mindfulness Ebooks

Training the Brain: Cultivating Emotional Skills

Bridging the Hearts and Minds of Youth 2012 and 2013 Conference Videos

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IQ or EQ? You Need Both

IQ versus EQ

The CEO of one of the world’s largest financial companies told me, “I hire the best and brightest – but I still get a Bell Curve for performance.” Why, he wanted to know, aren’t the smartest MBAs from top schools like Stanford, Harvard, and Wharton all highly successful on the job?

The answer lies in the interplay between IQ and emotional intelligence – and explains why you need both for high performance.

More than a century of research shows IQ is the best predictor of the job you can get and hold. It takes a high ability level in handling cognitive complexity to be in a profession like medicine, a C-suite executive, or a professor at one of those prestigious business schools.

The more your job revolves around cognitive tasks, the more strongly IQ will predict success. A computer programmer, accountant, and academic will all need strong cognitive skills to do well.

Then why the dismay of that CEO?

The more your success on the job depends on relating to people – whether in sales, as a team member, or as a leader – the more emotional intelligence matters. A high-enough IQ is necessary, but not sufficient, for success.

Just as is true for IQ, there are many models of emotional intelligence. In mine there are two main parts: self-mastery and social intelligence. The purely cognitive jobs require self-mastery – e.g., cognitive control, the ability to focus on the task at hand and ignore distractions.

But the second half of emotional intelligence, social adeptness, holds the key to that CEO’s question. As long as those super-smart MBAs are working by themselves, their IQ and self-mastery makes them high performers. But the minute they have to mesh on a team, meet clients, or lead, that skill set falls short. They also need social intelligence.

Claudio Fernandez-Aroaz, former head of research at Egon Zehnder International, spent decades hiring C-level executives for global companies. When he studied why some of those executives ended up being fired, he found that while they had been hired for their intelligence and business expertise – they were fired for a lack of emotional intelligence. Though they were smart, they were bullies or otherwise inept at people management.

Along the same lines, my colleague Richard Boyatzis, a professor at the Weatherhead School of Management at Case Western University, has found that the vast majority of leadership competencies that predict the performance of sales leaders are based on emotional and social intelligence – not cognitive intelligence (like IQ).

Then there’s a brand new meta-analysis of 132 different research studies involving more than 27,000 people, which I heard reported on by a co-author, Ronald Humphreys, a professor at Virginia Commonwealth University. That yet-to-be published analysis concluded that emotionally intelligent leaders have the most satisfied employees – if you like your boss, you’re more likely to like your job (just contemplate the opposite, morbid reality).

And reviewing all peer-reviewed research to date, the same study says emotional intelligence has been found to boost:

And then there’s general life satisfaction and the quality of your relationships.

So even though some academic studies seem to show emotional intelligence matters little for success in a job like sales, I’m skeptical.

 

ADDITIONAL RESOURCES

LMC-TG-300x

Put theory into practice with the Leadership: A Master Class Training Guide. Each module offers individual and group exercises, self-assessments, discussion guides, review of major points, and key actionable takeaway plans. The materials allow for instructor-led, self-study or online learning opportunities. Includes over 8 hours of video footage with George Kohlrieser, Bill George, Teresa Amabile and more.

What Makes a Leader

What Makes a Leader: Why Emotional Intelligence Matters presents Daniel Goleman’s groundbreaking, highly-sought Harvard Business Review and Egon Zehnder International articles compiled in one volume. This often-cited, proven-effective material has become essential reading for leaders, coaches and educators committed to fostering stellar management, increasing performance, and driving innovation.

FURTHER READING

Let’s not underrate emotional intelligence

It’s not IQ part 2

Leader spotting: 4 essential talents

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Three ways to introduce focus-related learning

Daniel Goleman recently spoke with CASEL (Collaborative for Academic, Social and Emotional Learning) about his latest book with Peter Senge, The Triple Focus: A New Approach to Education.

Triple Focus

In the discussion, Dr. Goleman offers several ways to incorporate focus-related learning into the classroom:

  • Treat students and teachers as co-learners. Foster students learning with and from one another, and encourage them to develop responsibility for their own learning.
  • Use the real-life situations that students care about to foster reflection and growth, both emotionally and cognitively.
  • Choose teaching tools that are specific for these applications. The attention-training methods being tried in classrooms today offer a well-tested way to help children enhance their cognitive control, which is central to self-mastery. Adding a focus on enhancing empathy and concern for others adds a fresh emphasis that should lead to better relationships and teamwork. And systems learning offers constructs that can help SEL students better understand relationships, families, schools, and organizations. All three together offer an invaluable increase in the life skills learning that is part of SEL.

We’ve also put together a collection of resources for educators, school administrators, and parents to introduce the triple focus to students.

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Bridge the gaps: what are your emotional intelligence strengths and limits?

How’s your emotional intelligence?

Just as for IQ, there are several theoretical models of emotional intelligence, each supported by its own set of research findings. Daniel Goleman’s model, which has fared well in predicting actual business performance, looks at a spectrum of EI-based competencies that help leaders to be more effective.

Here are some questions that will help you reflect on your own mix of strengths and limits in EI. This is not a “test” of EI, but more of a “taste” to get you thinking about your own competencies:

  1. Are you usually aware of your feelings and why you feel that way?
  2. Are you aware of your limitations as a leader, as well as your personal strengths?
  3. Can you manage your distressing emotions, such as by recovering quickly when you get upset or stressed?
  4. Can you adapt smoothly to changing realities?
  5. Do you keep your focus on your main goals, and know the steps it takes to get there?
  6. Can you usually sense the feelings of the people you interact with and understand their way of seeing things?
  7. Do you have a knack for persuasion and using your influence effectively?
  8. Can you guide a negotiation to a satisfactory agreement and help settle conflicts?
  9. Do you work well on a team, or do you prefer to work on your own?

In addition to a self-evaluation, it can be helpful to solicit honest feedback from peers, either in the form of anonymous written critiques or in a group setting with people who know you and can  give you feedback about your behavior.

You can also investigate the 360-degree Multi-Rater Assessment, a process that Daniel Goleman helped to develop. Here’s how it works: a certified coach asks your bosses, peers, direct reports, clients, and sometimes family members to critique your emotional and social intelligence abilities. Using this feedback, you can then start to understand the gaps in your EI abilities and look for ways to improve your performance.

No matter which approach you take, chances are you’ll receive some negative feedback. Try not to to focus on your EI shortcomings though; they’re just as important in order to fully understand your strengths.

emotional intelligence mattersLearn more about developing your emotional intelligence in Daniel Goleman’s book, What Makes a Leader: Why Emotional Intelligence Matters. The book presents Goleman’s groundbreaking and highly-sought after articles from the Harvard Business Review as well as his Egon Zehnder International articles compiled in one volume. This often-cited material is proven-effective and has become essential reading for leaders, coaches, and educators committed to fostering stellar management, increasing performance, and driving innovation.

Consider your “deepest values and loftiest dreams.” How would these be part of your daily life? – See more at: http://www.success.com/article/the-leadership-secret-to-supercharging-your-team#sthash.szPKo2h8.dpuf

To figure out which aspects of emotional intelligence need work, Goleman’s What Makes a Leader suggests “imagining your ideal self” five to 10 years from now. What would your typical day be like? Who would be there? What sorts of relationships would you have with them? Consider your “deepest values and loftiest dreams.” How would these be part of your daily life?

Next: Learn how your ideal self compares with your current self. Goleman recommends answering such questions as:

• Are you usually aware of your feelings and why you feel that way?
• Can you manage your distressing emotions well””e.g., recover quickly when you get upset or stressed?
• Can you usually sense the feelings of the people you interact with and understand their way of seeing things?
• Do you have a knack for persuasion and using your influence effectively?

Don’t just introspect. You also need to find out how you make others feel and how they see your leadership style. This can be tough to glean, of course, especially from employees. One possibility is to solicit anonymous written critiques. You also might form or join a support group in which peers who know you well (perhaps outside your company) give you frank opinions about your behavior.

Then there’s “360-degree Feedback,” a process Goleman helped develop. In 360, a certified coach would have bosses, peers, direct reports, clients and sometimes family members critique your “social intelligence”””the empathy and social-skills part of EI. Among other things, they would consider your sensitivity to people’s needs, your mentoring style, your interest in others’ opinions and your tendency (or lack thereof) to bring out the best in people.

Once the feedback rolls in, resist the temptation to dwell only on your EI shortcomings. It’s “just as important, maybe even more so, to understand your strengths,” Goleman writes. He finds, for instance, that most entrepreneurs are resilient and innovative. “Knowing where your real self overlaps with your ideal self will give you the positive energy you need to move forward to the next step in the process””bridging the gaps.”

– See more at: http://www.success.com/article/the-leadership-secret-to-supercharging-your-team#sthash.szPKo2h8.dp

To figure out which aspects of emotional intelligence need work, Goleman’s What Makes a Leader suggests “imagining your ideal self” five to 10 years from now. What would your typical day be like? Who would be there? What sorts of relationships would you have with them? Consider your “deepest values and loftiest dreams.” How would these be part of your daily life?

Next: Learn how your ideal self compares with your current self. Goleman recommends answering such questions as:

• Are you usually aware of your feelings and why you feel that way?
• Can you manage your distressing emotions well””e.g., recover quickly when you get upset or stressed?
• Can you usually sense the feelings of the people you interact with and understand their way of seeing things?
• Do you have a knack for persuasion and using your influence effectively?

Don’t just introspect. You also need to find out how you make others feel and how they see your leadership style. This can be tough to glean, of course, especially from employees. One possibility is to solicit anonymous written critiques. You also might form or join a support group in which peers who know you well (perhaps outside your company) give you frank opinions about your behavior.

Then there’s “360-degree Feedback,” a process Goleman helped develop. In 360, a certified coach would have bosses, peers, direct reports, clients and sometimes family members critique your “social intelligence”””the empathy and social-skills part of EI. Among other things, they would consider your sensitivity to people’s needs, your mentoring style, your interest in others’ opinions and your tendency (or lack thereof) to bring out the best in people.

Once the feedback rolls in, resist the temptation to dwell only on your EI shortcomings. It’s “just as important, maybe even more so, to understand your strengths,” Goleman writes. He finds, for instance, that most entrepreneurs are resilient and innovative. “Knowing where your real self overlaps with your ideal self will give you the positive energy you need to move forward to the next step in the process””bridging the gaps.”

– See more at: http://www.success.com/article/the-leadership-secret-to-supercharging-your-team#sthash.szPKo2h8.dpuf

To figure out which aspects of emotional intelligence need work, Goleman’s What Makes a Leader suggests “imagining your ideal self” five to 10 years from now. What would your typical day be like? Who would be there? What sorts of relationships would you have with them? Consider your “deepest values and loftiest dreams.” How would these be part of your daily life?

Next: Learn how your ideal self compares with your current self. Goleman recommends answering such questions as:

• Are you usually aware of your feelings and why you feel that way?
• Can you manage your distressing emotions well””e.g., recover quickly when you get upset or stressed?
• Can you usually sense the feelings of the people you interact with and understand their way of seeing things?
• Do you have a knack for persuasion and using your influence effectively?

Don’t just introspect. You also need to find out how you make others feel and how they see your leadership style. This can be tough to glean, of course, especially from employees. One possibility is to solicit anonymous written critiques. You also might form or join a support group in which peers who know you well (perhaps outside your company) give you frank opinions about your behavior.

Then there’s “360-degree Feedback,” a process Goleman helped develop. In 360, a certified coach would have bosses, peers, direct reports, clients and sometimes family members critique your “social intelligence”””the empathy and social-skills part of EI. Among other things, they would consider your sensitivity to people’s needs, your mentoring style, your interest in others’ opinions and your tendency (or lack thereof) to bring out the best in people.

Once the feedback rolls in, resist the temptation to dwell only on your EI shortcomings. It’s “just as important, maybe even more so, to understand your strengths,” Goleman writes. He finds, for instance, that most entrepreneurs are resilient and innovative. “Knowing where your real self overlaps with your ideal self will give you the positive energy you need to move forward to the next step in the process””bridging the gaps.”

– See more at: http://www.success.com/article/the-leadership-secret-to-supercharging-your-team#sthash.szPKo2h8.dpuf

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The Triple Focus: A New Approach to Education

Consider this: most American children have never known a world without the Internet. And in more and more parts of the world, most children have never known a time when there wasn’t a handheld device they could tune in to, and tune out from the people around them. Kids are now growing up in a world that’s incredibly different from just a generation ago,and it’s a world that will change even more as technology evolves.

But the changes go beyond technology. Children are also growing up in a culture facing unprecedented social and emotional challenges that they’ll need to address. The Triple Focus is your guide to help prepare them.

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What are the tools that we can give kids today that will help them on this journey?

In The Triple Focus, Peter Senge and Daniel Goleman describe the three types of focus needed to navigate a fast-paced world of increasing distraction and endangered person-to-person engagement.

Dr. Goleman makes the case for teaching children the first two types of focus: self-awareness and self-management; along with empathy and social skills. He offers case studies and research proving how these skills benefit both personal development and academic performance. He also shares examples of how some schools are already teaching their students these vital skills.

Dr. Senge explains systems thinking: analyzing the dynamics of when I do this, the consequence is that, and how to use these insights to enhance learning. He also reveals the innovative systems thinking skills being taught in schools today, and what this reveals about the innate systems intelligence of children.

Order your copy here.

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3 Techniques to See the World Differently

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Taking photos and sharing them on our social media feeds has become second nature. Even an office coffee run can somehow turn into a photo shoot.

While it’s enjoyable, our snap-happy habits can lead us to live our lives through a small screen. And that’s no fun. How can we break the cycle?

One of the many benefits of mindfulness is how easily we can incorporate a present-minded awareness into any daily activity – including using your camera phone.

Last week Mindful.org guest curated our MindfulFilter feed. They offered exercises to help you stay in the present moment while using your camera phone. Three contemplative photography assignments were oriented toward you, the perceiver. They directed you to your experience of perception, not to the objects that are perceived. They did this by asking you to recognize the basic elements of your world.

Give it a try. Focus on one of these elements the next time you photograph something. Tag #mindfulfilter on Instagram, and briefly tell us what the experience was like.

Color

Shooting color gives you something to look for that will align your eye and mind. When you work on this assignment, be patient.

• Just look for color. Don’t try to shoot something interesting or worry about composition. Your intention will become vague.

• Avoid getting caught up in thoughts of colorful things. It’s the simple experience of color you’re looking for.

• When you see a flash of color, get in close. Look on your viewfinder for just what stopped you.

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Texture

Everything has texture, so it’s easy to recognize. Yet, it can be difficult to think about. Beyond smooth and rough, we don’t have many conceptions about it. Texture is less prominent than color and requires us to dig a little deeper into the experience of seeing.

• Begin each session by clearly forming an intention to recognize texture. Take an inventory of the types of textures around you: rough pavement, smooth glass, coarse tree bark, soft cat fur.

• Notice how the quality of light affects your perception of texture. Rough surfaces will look one way on an overcast day, another on a bright, sunny morning, and still another in the late afternoon.

• When you see an interesting texture, imagine you are also touching it. Let sight and touch come together. Try this for a little while without using your camera.

• When you do take a photo of texture, fill the viewfinder with just the textured element that stopped you.

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People

With people we know well, we often only see our version of them””“my boss,” “my child”””and not as they are, in that very moment. We don’t look beyond labels to see the fleeting expressions on their faces, or how they’ve combed their hair that day. This practice helps us cultivate a fresh way to see people as they are beyond our subjective view.

• Start with people you know well. If you keep things low-key, the camera will soon lose its novelty and you and your subjects will be able to relax.

• You’ll face challenges in this assignment. People being photographed might try to project images of what they think will make them look good, and this strained effect will show up in the final image. You may have to wait them out to get fresh expressions.

• Confront ideas in your mind about people. If you try to take a picture of “my friends having fun at Bob’s birthday party,” rather than photographing a strong visual perception, you will end up with a snapshot.

• Just like a mindfulness practice, consider taking time to photograph regularly””say, once a week””to get comfortable with the practice of photography.

TerryBell_people

Below are some of our favorite contributions from our followers:

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