By Clara Scheufler, published on 13 January 2026
Why we’re talking about Mindfulness
Soft as water - strong as change
What mindfulness means
Scientific definitions break mindfulness down into components like self-regulation of attention and an attitude of curiosity, acceptance, and openness (see Bishop et al., 2004: 230–241). We follow Jon Kabat-Zinn: Mindfulness means being consciously present in the current moment with an attitude of kindness and openness (see Kabat-Zinn, 2019). This includes two elements:
- Presence: Being consciously in the here and now.
- Attitude: Meeting whatever arises with acceptance and openness.
Myths: Meditation and an empty mind?
Why mindfulness matters at work
Scientific evidence
Since the 2000s, there’s been a growing number of empirical studies and media articles on mindfulness and/or meditation (see van Dam et al., 2018). Research shows mindfulness reduces stress (see Janssen et al., 2018), strengthens resilience (see Xu et al., 2025), and improves emotional regulation (see Bishop et al., 2004; Glomb et al., 2011; Shapiro et al., 2006). For example, an eight-week program for PhD students increased mindfulness and reduced emotional strain (see Xu et al., 2025).
Physiologically, cortisol and blood pressure drop (see Matousek et al., 2010; Conversano et al., 2021; Lee et al., 2020); brain imaging shows changes in regions for attention and self-control (see Esch, 2014; Hölzel et al., 2011) and reduced activity in stress centers like the amygdala (see Lutz et al., 2014). Sleep, immune function, and quality of life also improve (see Rusch et al., 2019; Black & Slavich, 2016; de Vibe et al., 2017).
The business case for mindfulness
Numerous studies confirm mindfulness positively impacts employee well-being (see Vonderlin et al., 2020: 1579–1598; Michaelsen et al., 2021: 45; Lomas et al., 2019: 625–640). Even McKinsey, known for hard metrics, cites three reasons companies should invest in mindfulness: higher productivity, fewer absences, lower health costs, and better retention (see McKinsey Health Institute, 2025). One major insurer found mindfulness training adds 62 minutes of productivity per employee per week (see SIGMA Assessment Systems, 2019).
Mindfulness helps employees refocus faster and is linked to innovation, problem-solving, and negotiation skills (see Slutsky et al., 2019; Khan & Abbas, 2022; Forjan et al., 2020; Pérez-Yus et al., 2020). Programs like SAP’s collaboration with Google show mindfulness investments pay off many times over (see SIGMA Assessment Systems, 2019; Search Inside Yourself Leadership Institute). SAP calculated an ROI of 1:2; an insurer 1:11; WHO estimates an average ROI of 1:4. Some studies report up to 11% revenue growth (see SIGMA Assessment Systems, 2019).
Practical implementation: Small steps
Mindfulness doesn’t require a lotus pose or half an hour. Studies show just seven minutes a day make a difference (see Möltner et al., 2018). Here’s how we integrate mindfulness into our daily work and with clients:
- Mindful Check-ins: At the start of a meeting, ask: How am I arriving? What brought me here? One minute of silence helps everyone settle.
- Mini-Meditations: Three conscious breaths before a meeting or while waiting create clarity and presence.
- Programs & Routines: Longer programs start with a kickoff, teach exercises, and establish regular practice, often with peer groups. Simple routines like morning tea become mindful rituals.
- Top Team Journey: In offsite workshops with senior leaders, we use mindfulness to deepen strategy sessions and team development.
- Catalyst for Change: Mindfulness can accelerate other transformations - from IT projects to cultural shifts.
Handling resistance
- Voluntariness and Role Modeling: No one can be forced into mindfulness. We invite and model—e.g., meditate for five minutes, then share experiences.
- Structures, Not To-Dos: Mindful minutes before check-ins or apps lower barriers. Mindfulness shouldn’t feel like another task.
- Change & Mindfulness Champions: Enthusiastic colleagues spread the practice and show its benefits.
- Space for Skepticism: Those who reject mindfulness don’t need convincing; without willingness, the practice won’t help.
Recommendations & Resources
Conclusion: Mindfulness as a leadership skill and change catalyst
Mindfulness seems soft, but like water, it shapes rocks and moves the immovable. Research and practice show measurable effects on stress, resilience, and business outcomes. In our consulting work, we see that organizations with mindful cultures navigate change more successfully. As change consultants at Timmermann, we help clients bring mindfulness into their companies - pragmatically, scientifically, and humanely.
Sources:
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- Black, D. S., & Slavich, G. M. (2016). Mindfulness meditation and the immune system: a systematic review of randomized controlled trials. Annals of the New York Academy of Sciences, 1373(1), 13–24. https://doi.org/10.1111/nyas.12998
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