The New York Times published an article this week about Aetna’s CEO  and his efforts to incorporate mindfulness personally, professionally and, now, organizationally following a near-death skiing accident.  While his journey to mindfulness is likely more dramatic, and traumatic, than some, Mark Bertolini appears to be gracefully managing his newfound urge to share personal presence-based practices while also honoring the beliefs and reservations of the other professionals at Aetna.  The result?  The long term result of Bertolini’s efforts may not be known for several years .  But, the immediate results are apparent- including cutting-edge data and scientific advancements in organizational development on the impact of utilizing presence-based practices to lower cortisol, the stress hormone, while on the job and also a long-awaited pay increase for the lowest paid professionals in the Aetna community.  How can centering or mindfulness practice support you and both the people and the work of your organization?
http://www.nytimes.com/2015/03/01/business/at-aetna-a-ceos-management-by-mantra.html?_r=1

Recent studies show that managers and business leaders spend as much as 50% of their time dealing with conflict and interpersonal issues, especially during times of change or transition. Whether a team member needs help achieving personal or professional goals; communicating or problem-solving with team-members; or, refraining from conduct that is damaging or costly to the organization; an investment in either coaching or training in this area for an individual or a group is well worth the investment of time and resources. The cost of conflict is high for organizations both in terms of retention, lost productivity, lowered morale, loss of intellectual property, reduced decision-making quality, employee theft and much more. The Circle Center provides a cutting edge cost of conflict assessment tool for organizations. Contact the Circle Center if you are interested in learning about your organization’s “brand” when it comes to conflict and if the conflict costs you are incurring could pay to increase the conflict competency and culture at your organization.

Almost 80% of Fortune 500 Companies have mentoring programs. Benefits to mentees, mentors and organizations are well researched and documented for all to see. Yet, studies show that many women are still reluctant to help other women coming along professionally and in their workplaces. Why is that? What would make a difference? One important shift might include viewing opportunities for women as being more abundant and available, as opposed to being limited and hard to come by. Writer Margaret Morford talks about this phenomena in her recent article “3 Hurdles Women Put In the Way of Their Own Advancement.” “(V)ery few successful women reach down and help other women. I often see an attitude of ‘I had to claw my way to the top, so they should too,'” says Morford. What are you and your organization doing to help shift this perspective in women business and organization leaders? If you want to develop a sustainable, meaningful mentoring culture in your organization, paying attention to this dynamic is important.