4 strategies for effectively implementing a mindfulness program
FOR LASTING CHANGE, THINK LONG TERM
As with buying a gym membership—you actually have to go to the gym and work out regularly to see benefits—mindfulness training has to be ongoing.
Anne Brafford, author of Positive Professionals: Creating High-Performing Profitable Firms Through the Science of Engagement, says, “To be effective, programs designed to build complex people skills like mindfulness can’t end with a single training session. This train-and-go approach is popular among organizations—with the result that billions of dollars are wasted annually because trainees end up using only about 10 percent of what they learn.”
For a mindfulness training to stick, Brafford says, “organizations will want to provide ongoing support for learning. This includes, for example, providing opportunities or encouragement to apply the new skills, reinforcement learning with feedback and reminders about its relevance and importance, supervisor and peer support, and opportunities for ongoing development.”
THE IMPORTANCE OF WHO IS TEACHING AND HOW
Sometimes mindfulness can be presented in a way that is off-putting to lawyers, who tend to overly value their logic while shying away from emotions or anything that is “touchy-feely.” Presenting mindfulness in a way that focuses on the skill development, enhancement of one’s productivity and well-being tends to be more effective.
It is important to find a mindfulness facilitator who will resonate with the lawyers at your firm. According to Clayton Cook of the University of Minnesota Department of Educational Psychology, “People who come off as humble, humorous, easy to connect with and credible are more likely to impact people’s intentions to implement whatever they’re receiving training or support to do.” Additionally, it is helpful for the facilitator to understand the lives of the lawyers and to be able to speak to specific challenges they face.
TRANSFER TRAINING INTO ACTION
Offering a mindfulness program should be part of an overall strategy to create a better work environment. This requires buy-in from everyone. Firm leaders can lead by example by modeling mindful behaviors: having an understanding of self, being aware of their own emotions and staying committed to personal well-being.
Integrating wellness in a manner where it counts toward, and not against, the almighty billable hour would represent a true firm cultural buy-in.
Another factor to consider is the delivery mechanism. In-person workshops tend to encourage engagement but are costly to implement. I’ve found that a combination of live training and online, on-demand content is best. This helps to create a sense of community, gives an opportunity to practice the skills and ask questions, and also offers to deepen one’s practice through online modules. (Hear audio versions of my guided meditations at jeenacho.com/wellbeing.)
Finally, lawyers may have the intention to participate in the program, but carving out time for mindfulness practice can be challenging. Firms can increase participation and success by offering incentives and a goals structure, as well as by identifying barriers and planning solutions to overcome them (if-then plans). Additional behavior-change techniques that can facilitate training transfer include peer accountability partners; prompts, reminders and nudges; self-monitoring forms; and leadership support.
Jeena Cho consults with Am Law 200 firms, focusing on strategies for stress management, resiliency training, mindfulness and meditation. She is the co-author of
This article was published in the May 2018 issue of the ABA Journal with the title “Changing Minds: 4 strategies for effectively implementing a mindfulness program.”
