A form of recalibration became standard protocol in my forum (executive peer group) meetings a couple of years ago.  We begin our meetings with a confidentiality reminder followed by a 3-5 minute mindfulness meditation, and then each person makes a declaration as to whether they are “in” or not.  If not, the member states what is going on that is preventing them from being fully present.

After breaks, we do a short recalibration (five deep diaphragmatic breaths) to get our heads back in the meeting.

We use a significant amount of time “setting a safe container” for our discussions, and the result is that the balance of our time is highly productive.  This is the highest trust group that I belong to, and as a result, our meetings are the most productive and efficient of any I attend.

I wanted to bring this protocol to my management team (group?) meetings, but found it very difficult.  I think it was a function of not being a peer group, some of the mindsets involved, inadequate training, and how I showed up as “the boss”.  There is a power dynamic between bosses and direct reports that adds an extra degree of complexity.  It is harder for people to be transparent and vulnerable with the person who sets their bonus and can fire them.