The secret to getting more out of training and development initiatives is mindfulness. This once-mysterious concept with roots in Eastern philosophy has exploded in popular culture and management circles. As many people are now aware, mindfulness is a state of non-judgmental, present moment awareness. In essence, it involves paying close attention to what is happening both around you and within you, without evaluating, judging or interpreting your observations. In a paper published in the journal Industrial and Organizational Psychology, my colleague Alan Saks and I argue that including mindfulness in training and development programs can lead to more learning and better outcomes. We argue that mindfulness training shouldn\u2019t just be available to employees as a stand-alone initiative but, in order to enhance its effectiveness, should be incorporated into all training and development exercises. Mindfulness promotes self-regulation One of the benefits of mindfulness is that it promotes self-regulation, which means it allows people to take control of themselves. Specifically, mindfulness enables people to notice the customary and often automatic thoughts and emotions they have, and associated behaviours they engage in. The heightened awareness produced by mindfulness allows people to take charge of those habitual patterns and replace deeply ingrained, thoughtless reactions with more intentional and potentially more beneficial ones. This helps people deal with stress, which is the work-related problem to which mindfulness is most frequently applied. But self-regulation can be useful in other areas too. The awareness and attention that characterize mindfulness make it a powerful tool for all training and development because awareness and attention are crucial for learning. We suggest that mindfulness is an important component of any training and development program.