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Still Moving: How to Lead Mindful Change

Still Moving: How to Lead Mindful Change

by Deborah Rowland (Author)

  • Used

    Hardcover 2017

    $5.85

  • New

    Hardcover 2017

    $35.30
Synopsis

Still Moving: How to Lead Mindful Change sets out an innovative approach for guiding organisations and indeed entire systems through ongoing, disruptive change. It combines Deborah Rowland's own rigorous research into change and its leadership with insights from her extensive field experience helping major global corporations including GlaxoSmithKline, RWE and Shell achieve lasting change with increased productivity, employee engagement and responsible societal impact. It is filled with helpful inspiring stories of leadership and change from the real world and, bravely, the author's own personal journey. Challenging leaders to cultivate both their inner and outer skills necessary for success, Still Moving weaves together the being and doing of states of leading change and emphasises the importance of a mindful stance and deep systemic perception within a leader. With the goal of collaborative, sustainable change, the book delves into a variety of important topics, including present-moment awareness, intentional response, edge and tension and emergent change. Compelling and provocative, Still Moving questions the conventional wisdom of much change theory and asks that leaders first work on their inner source in order to more effortlessly change the world around them.

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More Information

Format: Hardcover
 Pages: 272
 Edition: 1
 Publisher: Wiley-Blackwell
Published: 31 Mar 2017
ISBN 10: 1119164923
ISBN 13: 9781119164920

Media Reviews
Let me start this review with a confession. I have always had a soft spot for anthropologists. It seems to me that the quiet practice of observing in order to understand, without interfering and thus changing what is being observed, has to be one of life's greater capabilities. And Deborah Rowland uses her anthropological background to great effect in the research underpinning this book. There is a danger that this book will get lost among all the books published on mindfulness in the past five years (there are over 23,000 titles out there today, not forgetting the coloring books). I hope it doesn't. Why? First, because this builds on Deborah's earlier research, where she discovered four actions or behaviors practiced by successful leaders of change. This is important because her current research is not jumping on any mindfulness bandwagon. In Sustaining Change (2008), she and Malcolm Higgs also found two complementary inner states - self-awareness and ego-less intention - that accompanied the four behaviors. Still Moving now expands those inner states from two to four, through more empirical research, including stepping back into the corporate world to run two large change projects herself. And secondly, because her research moves beyond understanding how mindfulness can support the individual leader by reducing stress and enhancing well-being, to drawing a direct link between mindfulness and the successful leadership of change. This takes us beyond self-help and into the highly useful realm of organizational transformation. The key finding is that mindfulness alone - staying calm, connected and resourceful in challenging circumstances - is insufficient. It has to be married with the capacity to see the world systemically - not systems thinking, but perceiving and understanding a large complex system, especially the ability to tune into the emotional climate of the organization. The book alternates between stepping back to the original four behaviors and unpacking and linking the two mindfulness (Staying Present and Curious and Intentional Responding) and the two systemic (Tuning Into the System and Acknowledging the Whole) capabilities to those behaviors. Deborah combines the art of doing with the art of being - both essential, in my view, to leading, let alone leading change. I was particularly intrigued by the two systemic capabilities, because these require the leader to use the emotion they are feeling, not as an individual reflection of their own personal drama, but as a clue to interpret how the system is operating or even projecting onto them. I was pleased to see a core finding from my own leadership research - the capacity of Being Comfortable in Discomfort (Inside the Leader's Mind 2011) - reflected in Deborah's finding that systemic insight requires the leader To Be Comfortable With Not Being Comfortable. The more that research uncovers and reconfirms important fundamentals, the better the guide we can offer for leaders to be at their best. This book is fun to read, beautifully written and packed full of business stories.-- Liz Mellon, Duke Corporate Education Dialogue Journal
Author Bio
Deborah Rowland brings a unique combination of experience, insight, and research to the leadership of change. She has personally led change at the executive level in major global organizations including Shell, Gucci Group, BBC Worldwide, and PepsiCo. She also founded and grew a consulting firm that pioneered research in the field. Now, as founder of the consultancy Lead Free, she acts as a change coach to CEOs and their teams around the world. She is the co-author of Sustaining Change: Leadership That Works (Wiley, 2008).