It's an Inside Job

Mindfulness for Resilient Living: Insights from Samantha Amit.

March 04, 2024 Season 5 Episode 10
Mindfulness for Resilient Living: Insights from Samantha Amit.
It's an Inside Job
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It's an Inside Job
Mindfulness for Resilient Living: Insights from Samantha Amit.
Mar 04, 2024 Season 5 Episode 10

In this episode, leadership coach Samantha Amit takes centre stage to delve into the concept of resilience through mindfulness. Samantha, an advocate for self-awareness and being present in one's internal experience, introduces mindfulness as a powerful tool in her coaching work. 

The dialogue probes the common spiral into negative thoughts and advocates for grounding routines to regain balance. Samantha highlights the importance of support networks and self-understanding, illustrating mindfulness's pivotal role in emotional management and resilience building.

Central to the conversation is the Mindful ACT Leadership Model, focusing on self-awareness, relationship building, and understanding broader impacts within organizations and society. Thriving instead of mere survival becomes the mantra, emphasizing the necessity of embracing discomfort and uncertainty.

Later in the episode, the Samantha shares a personal journey of collaboration on a book, initially apprehensive due to the partner's non-mindfulness background. Yet, the experience enriched their mindfulness practice, echoing the message of incorporating mindfulness into daily life for effective leadership.

Samantha's insights underline mindfulness not just as a practice but as a potent tool for resilience, well-being, and equanimity. In times of flux, mindfulness stands as a guiding beacon, empowering individuals to navigate life's intricacies with clarity and purpose. The episode concludes with an invitation for listeners to explore Samantha's online mindfulness course, enriching their journeys toward resilience and mindful leadership.

Samantha Amit' contact info:

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Show Notes Transcript Chapter Markers

In this episode, leadership coach Samantha Amit takes centre stage to delve into the concept of resilience through mindfulness. Samantha, an advocate for self-awareness and being present in one's internal experience, introduces mindfulness as a powerful tool in her coaching work. 

The dialogue probes the common spiral into negative thoughts and advocates for grounding routines to regain balance. Samantha highlights the importance of support networks and self-understanding, illustrating mindfulness's pivotal role in emotional management and resilience building.

Central to the conversation is the Mindful ACT Leadership Model, focusing on self-awareness, relationship building, and understanding broader impacts within organizations and society. Thriving instead of mere survival becomes the mantra, emphasizing the necessity of embracing discomfort and uncertainty.

Later in the episode, the Samantha shares a personal journey of collaboration on a book, initially apprehensive due to the partner's non-mindfulness background. Yet, the experience enriched their mindfulness practice, echoing the message of incorporating mindfulness into daily life for effective leadership.

Samantha's insights underline mindfulness not just as a practice but as a potent tool for resilience, well-being, and equanimity. In times of flux, mindfulness stands as a guiding beacon, empowering individuals to navigate life's intricacies with clarity and purpose. The episode concludes with an invitation for listeners to explore Samantha's online mindfulness course, enriching their journeys toward resilience and mindful leadership.

Samantha Amit' contact info:

Support the Show.

Sign up for the weekly IT'S AN INSIDE JOB NEWSLETTER

  • takes 5 seconds to fill out
  • receive a fresh update every Wednesday


[0:00] Music. 

Introducing It's an Inside Job podcast with Jason Leim

[0:09] Welcome back to It's an Inside Job podcast. I'm your host, Jason Liem.
Now, this podcast is dedicated to helping you to help yourself and others to become more mentally and emotionallyresilient, so you can be better at bouncing back from life's inevitable setbacks.
Now, on It's an Inside Job, we decode the science and stories of resilience into practical advice, skills, and strategies thatyou can use to impact your life and those around you.
Now, with that said, let's slip into the stream.

[0:37] Music. 

Introducing Samantha Amit, a Mindful Leadership Coach

[0:45] Well, welcome back, folks, to It's an Inside Job. I'm your host, Jason Liem. Thank you for allowing me to be part ofyour week.
This week, we are going to hop all the way over to Israel, where we will meet today's guest, Samantha Amit.
Now, Samantha's mission as a leadership coach is to introduce mindfulness tools to corporate and organizationalmanagers, aiming to empower teams, foster resilience, and encourage strategic thinking.
Samantha coaches in over 30 countries, experiencing alongside her clients the complexities and high demands thatmanagers face daily.
Having worked under such pressure for 20 years in a senior management position with international software companies,Samantha's personal transformation with mindfulness tools ignited her passion for bringing conscious leadership trainingto companies and organizations.
Witnessing her clients undergo transformation as well, Samantha developed the Mindful Leadership Digital Course.
Now, this online program provides managers and corporate leaders, regardless of their location, access to the MindfulACT Leadership Model, now ACT for A -C -T, for incorporating mindfulness into their work and personal lives.
The framework challenges and encourages individuals to think and act purposely, making meaningful impact with theirteams, across teams and within the broader ecosystem.
And this is what we talk about today. We go deep into the woods looking at what mindfulness from a practitioner's pointof view.
We're going to get very nuts and bolts here, very concrete. So now let's...

[2:15] Music. 

[2:32] Conversation by you introducing who you are and what you do.
So, hi, everybody. Nice to meet you.
Listening in, I'm Samantha Amit. I grew up in South Africa.
I have been living in the Middle East. I live in Israel for the last 27 years and I'm a leadership coach.
I'm a mindfulness practitioner and mindfulness forms a huge part of my work and of my life.
I was wondering, maybe we could start there and understand what mindfulness is.
Perhaps you could sort of operationally define it, how mindfulness shows up in your business and how you work whenyou work with organizations and leaderships or as a coach.
Yeah, thanks for the question. So mindfulness has been defined by John Kabat -Zinn, who's one of my teachers andmentors, as present moment awareness purposely.
Now purposely is very important and not judgmentally.

[3:37] And so it's really being awake in your life from moment to moment with purpose.
So our brain tends to wander. We know from research that 50 % of the time, our brains are on automatic pilot and theywander around.
And so mindfulness is a practice that we have to intentionally bring into our day and bring into our moment to bepurposefully present.
It's very much needed in leadership today.

[4:10] And so I have specific ways that I practice it that I'd love to share during our interview today. Yeah, sure.
So dive a little deeper. What do you mean by purposely present?
I know present in the here and now, but is it to actively be cognizant that right now I need to be present with myself withwhatever's going on?
Is that what you mean or is it an extended definition?
For sure, there's an extended definition.

[4:39] So with mindfulness, there's your inner experience, what's going on for you within.
What's going on with you within is what's happening with my thoughts right now, where's my mind, how are myemotions, what am I feeling right now, and what's going on in my body.

Mindfulness: Inner and Outer Experience

[4:57] The more we're aware of what's going on for us internally, I like to call it our internal landscape, or the weatherwithin, the more it can actually give us so much ability to be better as a leader, to show up better in our connections withour direct reports.

[5:18] And so mindfulness is first of all, an inner experience of what's going on for me within and for me to be able to payattention to that.
So it's that paying attention to what's going on within, but it doesn't stop there. it's also what's going on, like me noticingwhat's going on with you and, you know, the outer experience as well.
So the reason why I asked you is that I noticed your hand going up while you were speaking to me and I thought you wereasking me to pause.
So that's what made me ask before.
What I love about mindfulness is that whenever you meet yourself, first of all, you meet something new because youknow energy's shifting all the time, everything's changing so you never meet the same thing and, It's been such awonderful journey to unpack being more mindful in the moment, and coaching leaders to be more mindful.

[6:20] It grows actually courage, which is something that only recently I've really noticed because a lot of the leaders thatI'm coaching, I use mindfulness within the coaching sessions in order to actually kind of give them the experience andthen they start using it as well in their life.
And so it builds courage because if you stop for any moment into, let's say you drop into stillness, which is one of themindfulness practices, it's like a meditation, you're gonna notice, you're gonna notice your internal state.
So you'll notice your thinking, you'll notice maybe emotions or what's going on in your body And some people don't likethat.
And so it's hard to stop and notice your thinking, especially if it's negative thinking.
But it's the biggest actually gift we can give ourselves because the minute we start noticing that, that's when we actuallycan self -correct, when we can self -regulate.

[7:23] And so for me, mindfulness is like ABC of life, of living.
It's like truly, truly being awake to life. And obviously, you're not going to be mine for every moment, because our mindstend to drift.
But the more we can access that, the more we can bring it into the present moment, then we really have more control overour life, because we're noticing what's going on within.
And then we can choose in the moment and say, Okay, what now?
Okay, so I want to get a little more nuts and bolts here, Samantha.
So I'm going to challenge you here.
So as you said, you know, what's happening internally, as you described it is an internal weather system.
And that internal weather system will shift. I mean, depending upon, it's very situational.
What would you say the aspects of the internal weather system is?
You said it's thoughts, emotions, and I guess it's some physical sensations that we may be feeling.
Are there other elements to this internal weather system that people in this practice of stillness become aware of?

[8:31] So what I was referring to is, when I said the internal weather system, I was referring to a check -in that I do.
So it's a mindfulness practice that I do, that almost like a little method that we check in, I have an online course.
And so within the online course, we start every day with this check in and it's like a, you can do it in 30 seconds, whereyou really scan what my thinking is, what's, you know, going on in my heart, what's going on in my body.
And so these aren't the only aspects, but this is like one way that you can practice mindfulness.
And so it's like, you know, 123, scan your thinking, scan your your emotions, scan what's going on in your body, so thatyou can get like a pulse on how am I right now.

[9:22] So I won't say it's the only aspects, but it's a start.
Because another thing you said is that mindfulness is being presence being to the here and now and sort of understandwhat's going on in an internal environment as you just kind of articulated.
And when the mind is kind of wandering, for me, from a neuroscience perspective, that's something they've discoveredcalled the default mode network.
And that's when we can sometimes get wrapped up in ourselves, how's the world affecting me? How?
What's my, what's my relationship with everything around me?
We're not cognizant to this. This is just that's why they call the default network, right? It just kind of comes back to inthat.
But a lot of of the times, especially if we are in a stress or a conflicted state, that can drive anxiety that can drivedepression that can drive negative thinking or rumination or overthinking.
Is this something you experience as a mindfulness coach?
Not yourself but with clients?

[10:22] Thank you for the question. Absolutely. This is exactly what I experience, John Kabat -Zinn again, who I'mrepeating his name because he really brought mindfulness to the Western world.
And, and so he wrote a book, I think it's called Wherever You Go, There You Are.
And basically, the idea of the book is that you're going to meet yourself, according to however you are in the moment.

Introduction to the Practice of Mindfulness

[10:54] And that's okay. It's really okay because if you're meeting yourself, then you can practice the different aspects ofmindfulness, which we started speaking about purposely, because mindfulness is, you know, it's huge. There's layers to it.
So, the attitudes that you can bring up, for example, you can bring compassion in. So, let's say you meet that anxiety.
Let's say you meet that anxious state because you've stopped and you pause for a moment.
What can you do to regulate yourself to bring yourself back to center.
And so mindfulness is actually not about fixing yourself.
It's not about it's not about being happy all the time, because what we know is that happiness comes and goes.
And so it's not about any expectation, but just actually the simple practice of meeting yourself where you are right now,and just noticing that, and then that's the check in. And then you can say, Okay, now what?
Let's say you meet anxiety, let's say you meet overwhelm.

[12:12] What for you, like the person listening to us now, what helps you?
So for some people to get back to center, it may be, you know, going for a walk, getting into nature.
It may be, you know, watching a movie just to distract from that stress, to get out of that rumination, which happens tosome of us when we get very anxious. So I think it's very helpful.
First of all, the mindfulness piece is just to meet ourselves where we are.
And then, okay, from there, then then I could bring in the coaching aspect, which we're both coaches is what can we donow?
What what can we do? What do we want to do with what we've just noticed.

[13:05] We could be high energy, we could be, you know, we have a lot of energy.
And then we could say, okay, I'm noticing this in me now, maybe the task that I was planning to do right now, I couldpostpone for later, because I have all this energy, maybe it's the energy now for for doing sales calls for, you know,something specific, maybe I'm feeling very focused because I drop into silence, I do a meditation practice, and I'mnoticing how clear my brain is, how focused I'm feeling.
That's a really good feeling. So when I noticed that I can tap into it and change my calendar because I'm very much coachleaders in the moment to be adaptive.
And how we can be adaptive is first of all noticing what's going on for us right now. And saying, Okay, what do I need?
Or what do I want to choose? That's it intentionality? What I choose now in the moment.

Mindfulness as a Tool for Team Leaders

[14:06] And so very much very much like for team leaders, and people leading multiple teams to do this kind of practicebefore they go into a meeting, for example.

[14:19] So what I find really interesting, Samantha, is that as you said, you know, mindfulness can become a practice.
It's something you can build as a routine. For example, get up in the morning and the first thing you do is sit with yourself,do a stillness practice and understand what's going on. Just checking in with yourself.
Now, we've talked about rumination and overthinking, you're saying, and as you said, is to be adaptive in the moment.
Let's say someone's at work, going about their day, and all of a sudden they get some hard news.
Something's gone wrong, something's gone, got derailed.

[14:51] And all of a sudden they go down the rumination tunnel. They go down the rabbit hole.
And like most of us, if we haven't trained, we continue down that rabbit hole and all of a sudden we're in a warren oftunnels and we can't find our way out. But how does someone.

[15:06] In that moment, pull themselves out to become present of the narrative that they're telling itself to become presentof what's going on in their internal environment.
Because for me, that has always been one of the most difficult nuts to crack. If you have a routine.
Yeah, six o 'clock in the morning, this is what I do fine. It's you you have a scheduled time for that.
But in as you said, adaptive in the moment, I just like to explore that.
I'll encourage someone to kind of Yeah, yeah, yeah. Be present.
So it's a brilliant, brilliant question. First of all, anybody listening, I wanna encourage you to start somewhere.
You need to have mindfulness practice or some kind of practice to be able to catch yourself in those moments where youderail.
And so to expect yourself to be able to come back to center where you don't have practices, it's so much harder.
So it's much easier first of all to practice when things are quieter, when life is a bit easier than when you're in a storm.
And I'm gonna get to answer your question but I just wanna give a little bit of background.
So it's important to have, you know, as part of your daily habits, let's call it, some habits that help you calibrate what'sgoing on with yourself, that you first of all notice that you've derailed.

[16:34] So you can call it a mindfulness pulse, you can call it a check -in, because as you say, we often don't notice thatwe've derailed.

[16:42] So people that like to work with checklists and I work with highly effective, highly, you know, high achievers.
And so it really helps to have systems in place.
Because when you have systems in place, then you can tap into something.
Let's even talk about something as simple as a checklist.
The minute you have a checklist, you can have a number of different ideas of what you can do when you have derailed.
So, one of the things that's really helpful is the minute you notice you've derailed is to know what helps you.
So, Jason, you are different to me. What helps me is not going to help you, and maybe it will, but what I like to do withmy clients is help them to learn more about themselves and help them help their team members.
You know, we've all got all the spectrum of colors.
We all are similar, but we're also different.
And so, if we can create for ourselves and know ourselves to know what works for us, that's really, that's what makes us,you know, like top leaders.

Knowing Yourself: Individualized Approaches to Regulation

[17:48] Because we know ourselves well, we know how when we derail to get us back, but then we need to have systemsin place to know we've even derailed.
And sometimes we do want to sit in the misery, we want to sit in the rumination of whatever, and that's also okay.
But give yourself a time limit.

[18:09] What often helps is getting together with somebody else.
Sometimes we can't regulate by ourselves when we've derailed.
So it helps having a coach, having a therapist, having a mentor, having a resonant colleague that you know can be therefor you with whatever you're going through.
And it doesn't matter what it is.
It can be something small and can be something big, but for you, it's enough that it's derailed you.

[18:42] And so having systems in place understanding so what i understand is like it's understood is to understand how youreact in certain situations and what that means for you it's sitting with your emotions to understand what those emotionsare communicating to you so you're better able to deal with information because it may just be miss information you maybe over reading or overcooking the situation.
But what I also hear is that by doing this, by having a backup system, when you feel your derail, because you've beenpresent with yourself, then it becomes much more easier to watch yourself back from the abyss or back from the edge.
Is that what I understand? So it's about in good times is to be mindful of how you are, or a little stressful times, lowhanging fruit.
So when the crisis or the tsunami hits, the maelstrom hits, we've already prepared.
Is that what I understand?

[19:38] Absolutely. And I want to say a couple of things.
First of all, anybody that's listening, we're calling this mindfulness, but call it whatever you want.
Just have systems in place to support you. We want to, as leaders, always be challenging ourselves to grow ourselves andto grow our team and to grow the business.
On the other side, we want to have systems in place that can support us when we derail, when we go off center, when wefeel bad.
And the thing is.

Recognizing the need to address and manage anger

[20:16] If we can bring that, if we can get back to center quicker, we're all going to derail. That's normal. That's humannature.
So I just want to give you an example of my own practice.
I won't go into the why, but I used to walk around Jason angry for a whole week.
Can you imagine carrying anger within you for a week?
Now, anger doesn't start with anger. It starts with frustration, or annoyance, or disappointment, or hurt, and it quicklyturns to anger.
And what happens is, holding that in my body, it's not a nice way to live.
Because I could, on the outside, be, you know, I was passive aggressive, so on the inside, I was holding all that anger.
On the outside, everybody thought, oh, I was great, I was a superwoman, and I brought this anger back home into myhome and I had two small kids.

[21:22] And I just, you know, I didn't have patience for them. So that's mindfulness builds patience.
And so I knew that was my story. I had to change myself because I was actually a great leader.
But at the end of the day, I just didn't, I couldn't contain myself anymore.
I didn't have patience for two young kids because I didn't have help at home.
My husband was also in high tech. I was in high tech. And so that's how I came to mindfulness.
And then, so I was in high tech in software for many years and then eventually I realized how much, you know,mindfulness is supporting me and I realized I need to make this change.
So that's why I became a coach. I need to make this change to help others as well.
And you know what? It doesn't matter whether you have anger for three hours, that's three hours that you're suffering.
And so what if you can bring that down from three hours to two hours to one hour to a half an hour?
Anybody that's listening in that has a tendency to get angry, first of all anger is a good emotion.
We want to be angry, we want to have all the range of emotions.
So when we are checking in with ourselves and we notice that we're angry, great, that's fantastic.

[22:41] And we can breathe into that and notice, okay, what's happened?
Because when we're angry, we often are mindless, like we are in that like, it's almost like being in, you know, like in thewater being in, you know, like, almost like drowning.
We don't even realize it. And so if we have these checkings during the day, as you named it, to have the full range ofemotions, start noticing what I'm really feeling, what emotion is present.
Then we can start saying, okay, what actually happened? And we can start tracking out there, what happened? Like, whyam I feeling like this?
And mindfulness isn't about fixing it. You can decide, yeah, I don't wanna be angry anymore.
Let me see what I wanna do about it. But first of all, notice what's going on.

[23:35] And then you have these systems in place and then which help you come back to center.
So because I practice, and I have this practice that I practice, my practice is sitting every day for 30 minutes, but forsomebody else, they may not be able to sit.
So maybe it's going yoga, maybe it's journaling.
There's so many things you can do to notice what's going on, what's your internal state like, because the more you'reaware of yourself, the more you manage better, the more you show up as a better leader, the more you can empower andencourage your team.
I just want to come back to the anger because I agree with you.
Anger is a good emotion if used right.
You know, for any intense emotion, it's like trying to keep an intense weather system.
That's not going to happen. Like an intense anger, it rises and falls pretty fast, right?

[24:29] But what I hear, what you're saying that got you into mindfulness, Samantha, please correct me if I'm wrong, it wassort of this low simmering anger.
It's just kind of cooking away for a week, for a day.
And as you said, you could handle things on you just get up, you would work professionally, you could handle things thatwas going on.
But the end of the day, you're at your end of your tether.
And there was not much you're just kind of burning on fumes.
And then two little kids are demanding, like any other human being, we would collapse under that weight.
But what I hear what you're saying is that anger, there's anger in and there's anger out.
This is what a neuroscience scientist taught me a while back.
He says, anger in tends to be that that that anger that sits with us and just gnaws at us because we don't really do anythingwith it.
But anger out, it becomes a vessel, it cleans the vessel because anger out is when you take that frustration or thatagitation, as you said, and you do something about the situation constructively, of course, constructively to deal with thesituation where you use the anger in the outwards manner to as a tool to deal with the circumstances and in a constructiveway or as the constructive as you can because I understand like low simmering anger I think everyone's experienced thatwe're just kind of eats and grinds at us is this have I kind of got what you're saying absolutely absolutely.

[25:55] What I fully agree with you is that we want to be able to have all the emotions, particularly anger, because angercan tell us that we're in conflict with something that's happened.
It could be a relational, could be a task conflict, hopefully it's a task and not relational conflict.
But so it really helps us to understand that we've been triggered.
And so, again, the check in to just notice, oh, I've been triggered. And then what? Now what?

[26:35] And I think that's very important what you said, because anger, as you said, if we get off center, or if we get offkilter, just knowing that we're kind of starting to get agitated and irritated, if we have practiced this, if we've created thesesupport systems, as you said, then these, these, uncomfortable emotions actually become the trigger for us to address like,okay, something I've derailed here.
And I'll just continue derailing unless I deal with this.
Yeah. And so I want to take the conversation actually into a new direction, because you've inspired me.
What I want everybody to know on the call today is if we all know what our values are and we live in our integrity by ourvalues.
Many of the times you will be mindful just by practicing that, by living your values every day.
Now, we don't want to come back to center. We want to use the anger when there's a situation that is not okay. So let's takean example.

[27:41] Let's say you're a manager and you're leading your team and something goes on in another team.
Let's say somebody's speaking about one of your team members and it's even been rudely, maybe even an email goes off,you know, blaming, okay.
There's blame, let's say in the culture and they're blaming one of your great team members.
And a leader's role, first of all, is to back up and look after their team.
That's their number one.
And so if a leader actually does get triggered by that, that's really good because it's normal. So you get triggered, younotice that immediately.
And then that leader's role, they can use the anger to approach whoever wrote that email and say, that is not okay.
And you use your tone and you tell them quite directly, that is not gonna happen again. You have a problem, you comeand speak to me.
And so we wanna use the anger. And if you don't, And if you don't live in your integrity, if you don't back up your, yourteam members, which is your number one role as a leader, you're not going to feel equanimity, you're not going to feelwell being because you're gonna, you know, be living in your integrity.
You're not going to be using your strengths as a leader.

[29:05] I think it comes back to what you said, you know, when you have an emotional, you know, you can't stop emotions,emotions is just arise based upon what triggers you. And you can't stop it.
So it arises, but I think what you said, Samantha, is that you need to be present.
You need to notice what you're feeling and understand, okay, this is what I'm feeling.
I think just in that in itself is just asking yourself that one simple question, what am I feeling right now?
And then what's triggered this emotion? What that does, that puts you on top of the emotion.
So instead of the emotions ruling you, you are ruling the emotions because you're using those emotions as information tomake more cognizant choices or decisions to constructively deal with a conflict, a situation, a conundrum, what have you.
So I think that's so important to understand that emotions, you know, they're just information.
But what do you want to do with that information? If it's crap or misinformation, then maybe put it aside and gather more.

[30:03] Music. 

Understanding Mindfulness and Self-Exploration

[30:10] In the first part of the conversation with Samantha, she provides a comprehensive understanding of mindfulness,defining it as a purposeful and non -judgmental awareness of the present moment.
She underscores the importance of acknowledging and exploring our thoughts, emotions, and bodily sensations,emphasizing that encountering oneself in various situations leads to the discovery of new facets of one's identity.

[30:32] Samantha also discusses the fluidity of our mindset, emphasizing that it's constantly evolving in response toexternal circumstances and life events.
This recognition serves as a foundation for her approach to mindfulness, where individuals are encouraged to observe andaccept their mental states without judgment.
The concept of self -compassion emerges as a central theme as Samantha prompts individuals to inquire, what can you doto regulate yourself back to center?
This question reflects a commitment to nurturing a compassionate relationship with ourselves, particularly duringchallenging moments.
The emphasis is not on fixing inherent flaws or achieving constant happiness, but on cultivating a mindful awareness ofone's current state.
Moreover, Samantha highlights the significance of managing crisis through systematic training.

[31:23] She advocates for the development of a structured approach to mindfulness, which can be honed in simpleeveryday moments.
The idea is to establish a habitual mindfulness practice that can be readily applied in times crisis, enabling us to navigatechallenges with greater resilience and clarity.
Using the example of anger, Samantha illustrates how emotions can serve as signals, indicating a connection with certainaspects of our experience.
Rather than succumbing to or suppressing our emotions, instead she encourages individuals to consider how they want torespond to these signals.
This proactive approach empowers us to choose mindful and intentional responses to our emotions, fostering emotionalintelligence and well -being.
So now let's slip back into the.

[32:08] Music. 

Discovering Personal Values through Mindfulness Coaching

[32:20] Talking about values, you know, and coming back to your values.
And we talked about values in corporations all the time and organizations.
But if we come back to our personal values, are there certain exercises you do as a mindfulness coach with the with yourclientele to help them discover their values?
Yeah, thank you for the question. So there are a number of ways, there are a number of exercises that many coaches use.
A classic exercise is to go and actually interview people that are really close to you, because they'll know you and they'llknow what your top values are, so you can do that.
What I like to do also when I'm in a coaching session with someone, you notice their values by the stories they tell.
You notice, you know, who has a value of support or who has a value of responsibility.

The Clash of Values in Life's Trade-offs

[33:24] And if there's somebody that's ambition, and you know, within ourselves, by the way, we have a conflict within ourown value system.
So somebody may have a value of ambition, but they may also have a value of family. And so those often come intoconflict.
And when you just check in, you notice that, you notice that there's, let's give a classic example.
I have a call at the end of the day that all the senior managers are gonna be on.
Let's say it's at 7 p .m. That's dinner time.
That's dinner time in our family.

[34:03] We try not to be on those calls. And so leaders have this all the time.
When we're living, you know, everybody's working in cross teams that I work with leaders in 30 different countries.They're all working in cross teams.
Sometimes, you know, three different continents easily, three to five different continents.
And so time zones is a big issue and that causes a lot of triggers.
Know what your top values are. Know that we get triggered ourselves, no one else on the outside.
We get triggered by our own values because I am ambitious. I want to be on that court.
It's a chance for me to show up as a leader, to contribute. Maybe that's important for me to contribute.
And at the same time, maybe, you know, I have a family dinner.
Maybe it's even, I don't know, an occasion, a birthday of somebody. How can I miss that?
You know, and so you have this whole internal struggle going on.
So you breathe, you notice what's going on, then you need to choose.
You need to choose, okay, am I going to be on that call or am I going to show up, you know, at the birthday party?
Sometimes you can't do both.

[35:15] And so mindfulness is about being present with that inner struggle and also knowing that you can choose.
And then as a coach, what I encourage, you know, the leaders that I'm coaching is to be okay with your choice, becausecan you imagine that you choose to show up.

[35:35] Let's say on the meeting, and then you feel really bad about not being at the birthday party.
It's okay also to feel bad and to bring compassion into that.

[35:45] But it's difficult. It's difficult to be human.
So never mind what's going on with everybody else. A lot of the stuff comes from within us.
You know, it comes full circle. It's about mindfulness, being present, noticing what you're feeling because I think the clashof values is a thing that constantly comes up in a complex life.
You know, sometimes when I'm working with managers and they need to give feedback, like hard feedback to anemployee or maybe to a colleague across the department, right, that they're sitting at the same level, is that they may havea clash.
They want to be honest, but at the same time, they want to be benevolent.
And they think, if I'm honest, then I can't be benevolent, right?
And I might be ruining the relationship or I'm gonna, you know, put holes in it at least.
So a lot of the times, they will choose to be nice and benevolent and not really address the issue honestly.
And that's a clash of values. But in our conversations, by being present, I don't call it mindfulness per se, but it's justOkay, tell me what's going on, right?
It's just being in the here and now but same vernacular, just different vernacular, same term, sorry.
But what I get them to do, Samantha, I said, Okay, look, you have this clash of values between being nice and beinghonest.

[37:07] What is the reason? They are usually in the short term, if I say this, if I'm honest with them, it's going to hurt theirfeelings.
But if we pull out by using the information that they're feeling this clash of values, then all of a sudden what we see isthat, okay, if we take the long term perspective, yes, in the short term, it'll cause some level of social pain.
But in the long term, you're actually strengthening the relationship, because he or she trusts you and understands you'recoming with good intentions.
And so this can also disentangle this clash of values sometimes by shifting perspective.
But the only way to be able to do that is to be aware, to be self aware of What's going on?

[37:49] That's just mine. Because I like your example, obviously of dinner with the kids or meeting with the team, right?At the exact same time.
Just, I had another point here, but it's about trade -offs.
I don't, I think if people disregard the idea of trying to strike a balance, there's no way you can strike a balance in acomplex moving life with so many moving parts.
Sometimes Sometimes you need to make the choice, today I have to be at this meeting because of blah, blah, blah.
Or today, I'm going to be at my kid's football practice because I promised him I'd be there and they're just going to have toget on with the business and then contact me afterwards.
It's trade -offs and if you're good with that to some extent, it makes life a lot easier to move through.

[38:40] Right. So some people that comes naturally to them and good for you if that's easy for you. For a lot of people it'snot easy.
So if we do have listeners that it is hard for them, you know, these tough decisions that we need to make and these choicesthat we need to make.
Know that there are many people like you and so as you mentioned it's really important to know that it's part of life butpart of the mindfulness practice is to actually be compassionate with yourself.
So what we wanna do is we take it a level higher is when we notice that we are hurting because we needed to choose andboth choices are hard, then there again, you can have, okay, I won't say a checklist, but you can have things that you knowabout yourself that help you.
So first of all, like what helped me to always say, I'm doing the best I can.
That always that mantra always helped me because I often felt that I was failing as a mom.
I thought I wasn't good enough. So I always had the sentence, I'm not good enough. And and so.

[39:50] When I noticed that and I noticed, you know, the pain within, the sadness within, even the depression within, afeeling, you know, I wish I could be a better mom and I'm not.
I kept telling myself, when I noticed that you're doing the best you can, Sam, and then bring practicing compassion,because we need to learn to love ourselves. The world is a hard place to be in.
And so we first have to nurture ourselves, love ourselves, bring the attention back in, be soft with ourselves.
Because usually the perfectionists that I coach and the high achievers, they're very hard with themselves. They pushthemselves all the time.

[40:35] And so in order to become a better leader, you need to find that soft, you need to have the yin and yang.
You need to find that place where you can actually bring the intention back to you and say, you know, I wish it could beany other way, but I'm choosing this and it's really hard for me.
That really resonates with me. And you know, I'm also curious to dive into you have what's called a mindful act,leadership model ACT.
I was wondering, maybe could you walk us through that and what that means?
Because I think that's a good segue from what you were just talking about. Right.
So I'll do that. I do want to encourage you as you listening to me because I can see how mindful you are, and how just bythe way to the listeners again, listening is a mindfulness practice.
Don't have to meditate. All you need to do is really, really listen to the people you work with, to your family members, toanybody in conversation.
That's a practice because often when we're listening, we listen to see what we're gonna be asking or what we're gonna besaying.
And so first I wanna encourage you, Jason, and that when you're listening to me and you see parallels, I do want you toshare them.
So as we're moving forward in the conversation, I think we have time.
I'd like to hear your parallels because I think it will help the listeners.

[41:56] Because everybody sees things and hears things differently. So maybe they'll resonate actually not with what I'msaying in particular, but maybe what you say.
So especially if there's something in parallel to share that.
Will do, will do. Okay.
So the Mindful Act Leadership Model. So this comes from an online program that I have.
So I wrote a book with Professor Passmore in 2017.
We wrote a book together on mindfulness at work. And the reason I wrote the book was because it's a very practical bookwith exercises in and to help leaders within organizations to actually practice mindfulness.
But then I realized that in COVID -19 that, again, many people were struggling.
So I realized I wanted to get this ACT model out even more so to the world, and people were learning digitally. And alsoa lot of companies didn't have money to invest in face -to -face learning.
So I took the ACT model and I wrapped it up in a two -month online program.
And so how the program works is ACT actually stands for, A -C -T stands for Achieve, Connect and Thrive.

ACT: Mindful practice requires intentional action

[43:14] And why it's called ACT is because you need to do something.
To be mindful is anything but passive.
To practice mind for anything, any mindful exercise, even to listen.
Okay, we said that's a mindful exercise. That's an act, you have to purposely, we're getting again into the definition, youhave to purposely listen.
Because within your mind, okay, there's inner chatter going on, you know, about, and so you have to learn to let go, let go,by the way, is one of the mindfulness attitudes, you have one to let go.
And again, bring yourself into the listening. So if a little bit break down the act, the ACT, please, the chief part is aboutme and myself.
That's what we primarily been speaking about.
It's about listening to my inner world. It's about noticing what triggers me.
It's about me. It's about how can I challenge myself to be a better leader about going out of my comfort zone 15%, whichwhat we do as coaches, we challenge our leaders, and about also managing our stress.
So that's the chief part.

[44:25] Then the C is all about connections. Because in any day we're interacting with asynchronously or synchronously,we are interacting with human beings all the time.
And so those are the one to one and the one too many connections we have?
And how can we use mindfulness to have better relationships really?

[44:52] One -to -one and one -to -many, so it's me and my team, and it's me and my relationships with my direct reports.
And I'm just going to give one more thing and then we'll go in.
And then the T is the hardest part. That's the thrive.
And that's a we mentality. So when I'm triggered, I'm often triggered because of either past trauma or something to dowith my ego, my experience, or because of my values.
Like there are many different reasons I'll be triggered.

[45:23] And so I often go into a me mentality. Me, me, me. He did that to me. She did that to me.
Why is this happening to me that I've got, you know, this party and this call? Why is it on the same day?
You know, it's all about me. And then I get really zoomed in with my thinking and my behavior and my feelings.
And the T is the opposite. The T is really when you grow as a leader, that you can move into the space of the wementality.
It's systemic thinking.
It's thinking about the multiple stakeholders that you're managing, thinking about your ecosystem, thinking about thecommunity that you're living in, thinking about the culture and the organization and how you can influence it.
It's thinking not I don't know about me and my team and my KPIs, but how can I actually grow the business?
So on the simplest, simplest form, it's saying, okay, it's getting out of my team's KPIs, which is the connection piece, andgetting into what will really serve the business and serve our customers from a leadership point of view.

[46:31] So Achieve is about me and myself. It's about listening to my inner world, understanding what's going on in myinternal environment. So that's very focused on me.
And then you have connect. And this is where the shift, the transition between we, as you said.
It's connecting with other team, my team members, understanding how we communicate, collaborate, and cooperate perse.
And being cognizant to that and to enhance those things that are working and improve those things that are not working.
And then when you talk about thrive, this is a full throttle in towards we.
But it's looking not just at the team, but how the team's connected to the organization, how it's connected to our clients, orhow it's connected to the greater ecosystem. Right.

[47:17] That's really where we are looking at the well -being of, you know, the people around us, where we're able toactually care about everybody's equilibrium, where we are able to create resilient cultures and also serve people better.
And so this T piece is something that's developed and you develop it also in time and it can be developed when you areinvolved in social impact projects, where you're getting out of another way to develop it.
So social impact projects where you actually get out of what's happening like in my world and my team and my business,but how can our company actually serve and help the people maybe in our town, in our village, in our city, maybesomething that's cross team.
How can we support the leaders in other countries?
And so it's getting out of the small space and getting into like the wider space, and seeing how we can contribute to abetter society, how we can be in our integrity, because if you're working for for -profits, the company needs to make aprofit to be in existence.

[48:38] So you need to be thinking of that. How are we going to grow the business as a leader?
And what we want to do also is for our team leaders to be thinking of it.
Our coaching of a lot of engineers.
And so they're very analytical, very technical thinking. And so to grow that side of thing is beautiful to help them get outof the technical subject matter expertise and actually in to be able to be much more socially equipped that way when theygrow, into team leaders and into leading multiple teams that they grow that piece.

[49:15] And so this thrive piece, I call it thrive instead of surviving, is it's a wonderful pace to be because even when thecompany is going through a storm And like now we're in difficult times. There's a lot of layoffs.
People are nervous about losing their jobs.
If you can shop every day and not only think about, be worried about yourself and losing, what's going on for yourself,but actually have that ability to stretch and think about my colleagues, think about, okay, how am I gonna shop fully todayto grow the business?
Put fear aside and be my best self, that my team show up resilient, that my team can show up in their best way, that thecross teams can show up in their best way.

[50:08] We can do our best job to grow the business, also in times of uncertainty.
That's a true resilience.
The achieve part, I can see that being the heart of mindfulness, where you're actively engaging, understanding what yourthought processes are, what your emotions are, what the narratives you're telling us yourselves.
But in the coaching sense, when you're working with Connect and Thrive, Samantha, is that obviously it's mindfulness,but it's not sitting in a quiet room for 30 minutes, what I understand, but it sounds like it's an active and engagingconversation, how to create the better context of connection and thriving.
I'll give you a couple of things I do with my, with people I coach, and these same team leaders do it also within their teammeetings.

[50:58] But maybe before I go there, I do want to comment on something that you said that's really important. Please.
To be okay with the discomfort. And then I'm going to go with the second question.
So it's so important today for us to be okay with discomfort because that's actually being resilient.
There are always going to be emotional storms, physical storms of all different kinds.

[51:23] And so we definitely need to learn ways to cope better.
Things have always been challenging throughout time.
And if anything, they're going to get more complicated now with, you know, with generative AI coming in.
You know, people are trying to hop on and learn and everything, but so there's going to, we don't know what's coming.
And actually, if we can embrace this uncertainty, it's the biggest gift we can give ourselves.
And in a way you practice that when you practice a mindful check -in, because when you stop for 30 seconds, you don'tknow who you're gonna meet.
Until you sit in silence, or if you wanna walk in silence, you walk slowly, you can do mindfulness walking, I have that onmy YouTube channel as well.
And then you can walk slowly, if you can't sit still, you know, a lot of us can't sit still, you walk, but when you walk, youget in touch with what's going on within me and when you're brave enough to actually do that, you become brave enoughto actually weather any storm on the outside because we have to, we don't have a choice actually.
Just to challenge you as you said you know it's to be with yourself.

[52:35] And to meet yourself and to see who that person is.
But some people can get so trapped up in the rumination and the overthinking and the anxiety -ridden thoughts that to usemindfulness as a practice can actually be a slippery slope into the abyss instead of pulling it out.
So I guess there are certain times where you will need a mindfulness practitioner such as yourself who's very skilledworld to help them walk through it?
Because sometimes from my experience, I used to work with trauma.

The importance of understanding where our thoughts go

[53:09] Sometimes I know that some people don't want to go where their thoughts go.
How do you see that in what you were just saying? Yeah, explaining to me.
Right. Yeah, that's a brilliant question. And it's really important for those people that are listening to understand wherethey're at.
So I'm a mindfulness based stress reduction practitioner, MBSR.
I recommend anybody that's listening to do an MBSR course. It's an eight -week course.
Again, it's what John Kabat -Zinn, you know, created. And you can do these online.
If you can do them in person, much better to do it in person.
This is an eight -week course. And then how that helps is you actually, you start practicing mindfulness every day. So youpractice mindfulness every day during the course and then you meet once a week.
And so you have again, you have a system in place, you have a structure to learn to practice mindfulness to meet yourself.
There's another slight variation of it called mindfulness -based cognitive therapy where you have therapists that areactually trained in mindfulness -based cognitive therapy.
And again, if you are in a situation that you can't stop for 30 seconds to meet yourself, probably you need help of someoutside either a coach or, you know, a therapist.
So definitely, we don't need to suffer.

[54:37] If you need help, find somebody that can help you.
You know, really, that's what I decided I'd suffered enough.
I didn't want to suffer anymore. and now that's why I moved into coaching because I wanted to help people preventprevent suffering by having tools in place so.

[54:56] To answer your question, it's very hard when you are ruminating on an ongoing basis to all of a sudden embracemindfulness.
You definitely need some kind of probably a therapist, a trained therapist to help you to find ways to actually get out ofthat rumination.
Because what we want to do when you're ruminating, it's like you know those old records that you used to have and theyget stuck. That's what happens when we ruminate.
And so you get stuck in the same place. So if you notice you're thinking and it happens to me, I'll give you an example ofwhen it happens to me.
I can watch a bad movie, and I wake up the next day, and I actually noticed my thoughts, thinking and thinking about themovie the whole time.
Sometimes it's also a good movie, by the way, and I just noticed myself ruminating about a good movie.
And it actually sometimes even today, like it upsets me when I notice my mind is going over and over and over and overthis, that's rumination, it could be a good thing, and it could be a bad thing.
And so when you get a song stuck in your head, too.

Starting small and building on mindfulness practices

[56:06] So if it's okay, if it stays for five minutes, let's say 10 minutes, but if you notice that you keep coming back to it,and it's stopping you from being productive, or you're not showing up as your best self, then for sure, you need a way tomeet that in a new way, in a better way.
So my practices that I do with, with my clients start with 30 seconds can be a minute.
And so it's much easier. Like if you're going to train for a marathon, you can't all of a sudden run a half marathon or runthe 40 kilometers, you start where you're at.
So if you can run five K's, great, you know, maybe for you starting is going and buying the right running shoes, puttingyour clothes up the night before that you are going to get up and run before work.
So everybody starts where they can and you build on it, you build on it and you build on it.
And that's by the way how the MBSR course starts, that's my online course as well.
That's where we start and we start somewhere and you just keep at it.

[57:13] So if i bring us back to the trailhead of this conversation about act.
Is this the sort of the classic mindfulness we can call that where you sit with yourself and understand what's going on theinternal environment but cnc connect and thrive these are more active conversations with you will you ask me questionsto be more present but they try to understand sort of.
As they move and migrate more into the me, sorry, the we territory? Yes, exactly, exactly.
So what I actually do in a coaching session is, as I mentioned before, I take somebody into a mindfulness practice.
So I ground them, I ask them, a lot of them love it.
Okay, I had one client in, you know, in the past that actually was, he wasn't, it wasn't for him, but most of my clientsactually ask for it.
And I don't do it like, let's say, at the beginning of the call or at the end of the call. It comes up naturally.
And then what I do is I ground them, and then instead of asking them to answer questions like I am with you now, Iactually ask them to think of the question.
So I take them through like a visualization.
So I ask them questions, and I put them into the situation, what they want to, whatever's coming up for them. So, let's sayfor example, I'm preparing a leader for, I did this recently, a leader.

[58:43] Okay so what's happening is in a particular organization, somebody's resigned and so there's a lot of talking goingon in the team.
And so it's a big team. The team is the TP people.
And so, so what I did is I prepared the leader that I was coaching how he was going to hold the space for this leader thatwas leading.
There's a lot of fear in the system because she has a lot of knowledge and they don't have anybody to replace her. There'sa big gap and they have clients to serve.
And so what we worked on is instead of him actually going and speaking to the whole team in like a all team hands call, Iactually worked with him because that same day he had a call with his direct reports.

[59:32] So he had five direct reports he was meeting with.
And so I prepared him. So what we did was I grounded him, which means we did a bit of breathing.
I welcomed him into the space and then I took him into the moments before the meeting with his direct report, gave himthe scene and said to him, this is the scene, you're going to be meeting them now.
You want to empower them so that they can hold the space for their separate teams, because again, the wider team is 30people.
So I was empowering him of how he can empower and support actually his direct reports, that they can now handle thescenario.
So I prepared him and he's thinking how he would be before the meeting.
Then he went into the meeting and I do this a lot. So I do this visualization preparation which all sports people do this.This is backed by neurosciences, he used smiling.
So this is a classic way I coach anybody that coaches with me, I do this a lot.
I do it if people let's say are sitting with some fear around something, then I help them to let go of the fear and I put theminto a space where they are not in fear.

Coaching leaders to empower and support their teams

[1:00:47] And so I make them, I make them again and again, replay a positive situation that actually when they're in it, theirbrain remembers.

[1:00:59] And so I really prepare, that's how I coach leaders, I prepare them to empower their teams, to support their teamswhen there is fear, and also to move into this, out of this just me and my team space into what does the organization needfor us.

[1:01:18] And so when I'm coaching the leader, I'm not just coaching the leader, I'm thinking about Here's one -on -ones,here's teams, I'm thinking of the business and so I'm holding that act frame of all the three spheres at the same time andI'm also challenging the leader that I'm coaching to do the same.
So they learn to hold all three spheres.
Sometimes you don't do it all simultaneously, but you zoom in and zoom out the whole time as a leader.
I think I really like that because as we've talked about before, as you know, this is grounded in sports psychology, thebrain does not tell the difference between fantasy and reality.
And so when you're role playing, you know, before, during and after in the person, you create a cognitive map.
And that cognitive map brings what? It brings a sense of control, brings a sense of certainty, because you're talking aboutquestions, what they can do in this situation.
How do you see creating this space for each of your employees, such? And so, when reality actually happens, well, thebrain thinks, okay, I've been doing this.
So, there's that confidence, not overconfidence, but there's that confidence to move into that space and they perform at alot better space just like any athlete would.
I just like to shift to your book. You said you co -authored a book in 2017 on mindfulness.

[1:02:42] Not so much about the book because I think you've talked probably a lot around it But what did you learn aboutyourself, Samantha?
What was something significant that became a little bit of an eye opener as you were scribing thought down onto page?

The Stress of Writing a Book and Finding a Partner

[1:02:59] It's a great question. I don't know if I'm actually going to answer you what you asked, but I'll share somethingbecause I know a lot of people want to write books.
I was really, really stressed during the time of writing the book and actually before.
So I partnered with this professor because he really challenged me to write the book.
So, he came to visit for, he was a speaker at our conference, I was on the committee, and so I landed up with him at thebeach together with his daughter, who I was awed around that he brought his five -year -old daughter.

[1:03:39] You know, to this conference with him.
I had a five -year -old at the time too, and so we went to the beach, it was in December, it was 22 degrees here in Israel,and so he was telling me about all these books that that he'd written. And I'm thinking, Oh, that's so nice.
And then I was telling him about my work. And then he said, you know, mindfulness is a really hot topic. Now, why don'tyou write a book?
And I said, so he said, Come on, I'll write the book with you.
And I'm thinking, sure, sure.
And he said, Okay, let's just have a scalp core at the time scalp was big, right? Yeah.
I said, Okay, I've got nothing to lose. Let me have a scalp core because I was really old. I mean, he's a professor, youknow, and all he's got five degrees.
So we hopped on to Saskar call, and he was like, really serious around writing the book with me.

[1:04:25] And his methodology is that he's co -authored a lot of books.
But then what happened to me is my integrity hit in because I thought, how am I going to write the book with withJonathan, because he's not a mindfulness practitioner, and he's a professor of psychology.
And I'm the mindfulness practitioner. And it's not like he has this huge mindfulness practice.
You know, he does a lot of things. How am I gonna write the book with him?
So I was highly stressed until what happened is he did all the research on the mindfulness, which I don't know much aboutresearch.
And then I actually wrote all the exercises that I've been practicing and getting all the, you know, these great, you know,these great achievements and successes with my clients, you know, through workshops, through one -on -one.
And so he backed it all up by the neuroscience, which now I know so much more about the neuroscience since I'vewritten the book with him. But.

[1:05:24] The book actually challenged me to up my mindfulness practice.
So not only was I sitting, I was doing yoga, I was journaling, I was doing all the practices that I was writing about.
So I'm very pro Jason. If you are listening to this call, it's you be in your integrity, stop challenging yourself.
So all of us practice mindfulness. If you're practicing yoga or Tai Chi, that's mindful movement.
It's now time for you to up your game. And so if you do want to be more resilient, if you want to be a better leader, findsomething else you can do.
Maybe it takes you five minutes during your day.
Listen to one of Jason's podcasts. There are so many, so many gold nuggets in there.
Find a practice and start adding onto what you're doing anyway.
It doesn't have, it's not about the time. It's about the quality, first of all, that you're bringing into your moment. It's aboutyour intention.
It's about your choice. and living fully every day from moment to moment, present, present and being present as much asyou can and being really purposeful about your life, about your team, about your family, about your country, about yourcommunity and you know showing up fully every day.

Embracing Mindfulness and Living with Purpose

[1:06:40] You know the idea of writing a book when you were talking on that on the sand on that beach, you know I don'tthink a lot of the questions sound like they would have come up without that opportunity, without out that to move intothat, right?
Because then you had to start asking yourself a lot of hard questions, right?
And those questions allowed you to follow a road to have a much more deeper sense of what you do, or as you said, to upyour game, but it was only through that, that dialogue with that professor, that it allowed you.
And so I always like asking authors what they've learned about themselves, maybe it's through the process of writing thebook or transcribing thoughts down into concrete words, there's always something there.
I find it one of the most fascinating questions I like to ask authors such as yourself.

[1:07:27] Samantha, I am very appreciative of the time and very respectful of your time.
We've been speaking for a good while now.
Is there anything you would like to share in the sense of ideas or suggestions with my listeners that may be something wehaven't touched upon?
I think less is more. That's also a mindfulness practice because you do need to slow down to speed up.
In order to be mindful, you do need to slow down a bit.

Finding the Right Partner for Personal Growth

[1:08:01] So don't think that if you slow down, you're going to do less.
You're actually going to do so much more.

[1:08:09] I think that finding the right partner often helps, like you see people go jogging together, you and I doing thispodcast together.

[1:08:19] So if it's hard for you to find something to do alone, find somebody to do something with you, find like, youknow, as I say, a coach, find somebody that resonates with you and up your game, because you will feel so much better.
And not only will you feel better, you will have such an impact on every single interaction of the people that you meetwith.
Whether you're a parent, whether you're a brother or sister, or you know, anyone that meets with you, you have theopportunity to bring more light into the world, or if you're in fear, you'll bring more darkness into the world.
And so now more than ever, humanity needs us.
We need to bring more light into the world.
We need to show up and everybody from their place.
And so I do think we all need to personally grow and see how we can do that.
And it can be 30 second exercise, minute exercise, but don't stop there.
Then, you know, increase that, increase that and just don't stop.
Just, you know, see how you can, you know, shine more light.
I like that shine more light, because we need that right now.
Samantha, Amit, thank you very much for joining me on It's an Inside Job today was a brilliant and eye openingdiscussion.

[1:09:43] I want to acknowledge you for the work you're doing. I know in a lot of the work we do a lot of the time, youknow, listeners will listen to you, and they'll never contact you, but they actually listen to you.
And that's what a lot of my clients tell me that they, you know, the stuff that we talk about, it stays with them for life.
You know, it's your voices in their heads and guiding them.
And so less questions and more appreciation. Thanks for that.

[1:10:11] Music. 

Mindfulness: A Tool for Resilience and Well-being

[1:10:22] You know, this insightful conversation with Samantha reminds me that mindfulness is not just a practice, but it's atool, it's a vehicle to help us build resilience, equanimity, and a profound sense of well -being.
You know, in the ever -shifting landscape of our minds and the myriad changes we face, mindfulness emerges as asteadfast companion.

[1:10:43] It empowers us to navigate the complexities of life with clarity and more purpose.
Through cultivating present -moment awareness, we develop the resilience to weather storms and the equanimity to faceeach situation with a balanced mind.
Of course, mindfulness is not a panacea that promises perpetual happiness or a shield against life's difficulty.
Instead, it invites us to meet ourselves where we are, acknowledging the full spectrum of our experiences withcompassion. It serves as a guiding light, a waypoint, helping us to regulate our responses and to choose intentionalactions.
Well, folks, I hope you learned as much as I did in that brilliant conversation with Samantha.
And a personal thank you to you, Samantha, from me.
I appreciate your time and your sharing your knowledge, especially considering things that are going on in Israel at themoment.
So thank you. I appreciate it. Well folks, if any of you are interested in taking Mindfulness, the online digital course thatSamantha has developed and curated, I will leave all that contact information in the show notes.
Well folks, that brings us to the tail end of another show. Here we are at the finishing line.
Well until next week when we are at the starting line again with a new episode of Mindful Minds.

[1:11:56] Music. 

Introducing It's an Inside Job podcast with Jason Lim
Introducing Samantha Amit, a Mindful Leadership Coach
Mindfulness: Inner and Outer Experience
Introduction to the Practice of Mindfulness
Mindfulness as a Tool for Team Leaders
Knowing Yourself: Individualized Approaches to Regulation
Recognizing the need to address and manage anger
Understanding Mindfulness and Self-Exploration
Discovering Personal Values through Mindfulness Coaching
The Clash of Values in Life's Trade-offs
ACT: Mindful practice requires intentional action
The importance of understanding where our thoughts go
Starting small and building on mindfulness practices
Coaching leaders to empower and support their teams
The Stress of Writing a Book and Finding a Partner
Embracing Mindfulness and Living with Purpose
Finding the Right Partner for Personal Growth
Mindfulness: A Tool for Resilience and Well-being