Thinking about engagement as shared responsibility, contrasting with leader bottlenecked responsibility, it's interesting that the more people experience a sense of shared responsibility for belonging and impact, the more mindful they are in their work. They are more in sync, proactive, resilient and attentive to detail.
Nimble teams are mindful teams
It would be easy to argue that for teams to transition from being slow to nimble teams it takes to transition to greater capacity for mindfulness in their work. Everything teams can do to grow mindfulness and mindfulness habits accelerates their capacity for defining good, engaging their goodness, saying aligned and agile, and being creative and innovative. New levels of performance only possible with new levels of mindfulness.
What's important here is to understand the distinction between mindfulness and meditation. Meditation is concentrated focus. When not talking about that here even though that has relevance and importance and usefulness to performance and interaction. Were talking about is mindfulness which has Harvard researcher Ellen Langer suggests noticing differences.
These are differences in time and space. Being curious about what's new but shifting and exchanging. This is mindfulness we could do this in every aspect of our work without extraordinary rituals or taking time away from that we need to get done.
Attention: the secret to team sync
Team velocity and momentum is directly related to everyone being in sync on a day to day basis. Sync is attention. We're in sync when we pay attention to the nature and timing of what everyone is working on, so we can optimally coordinate and collaborate work and communication.
This comes from the question: As we work together what should we be paying attention to? This creates a mindful team. Nimble teams are mindful teams.