Mindfulness and the Art of Change by Choice: Radical leadership for managing change

Mindfulness changes your brain in 8 weeks. It's linked to increased employee job performance ratings. As a form of meta-awareness or self-observation, it affects reasoning and decision-making. It also increases readiness to take greater responsibility at work, and it helps people respond calmly rather than react defensively. The boost it gives to results can come as no surprise. Mindfulness has also been associated with a reduction in stress and anxiety. These are emotions that arise when you change management culture, working processes, structure and strategy. Such feelings can seriously hamper progress if not handled correctly. In this book Philip Cox-Hynd lays out his mindfulness-led methodology for smoothly managing change both in what is done (strategy and processes) and in how it's done (mindset and culture). He explains in detail how to display the kind of radical leadership that results in your colleagues driving change with the fervour of a hunter who has caught scent of the quarry and the astuteness that mindfulness brings. He uses case histories such as Pfizer where he was the lead change consultant on the Viagra project, helping to get Viagra to market nine months ahead of schedule. He also talks about Ella’s Kitchen, the baby and toddler food company. He reveals how he used a technique he calls "orchestrated disruption" to enable staff to own, drive and even seek accountability for the change-for-growth programme that led to the very successful sale of the company. This book is for CEOs and C-Suite Executives who want to manage change with the full and active support of their colleagues.

Table of Contents:
Foreword Introduction PART ONE: THE PSYCHOLOGY OF MINDFUL CHANGE Chapter 1 A context for 'choice' Chapter 2 The psychology of change: Three KEY principles Chapter 3 Two main types of change: prescriptive and organic Chapter 4 Change is a contact sport Chapter 5 Managing people takes time. Mindful change takes time Chapter 6 Be mindful in your change, walk your talk Chapter 7 What stops us 'being' our change? PART TWO: THE PRACTICALITIES OF BRINGING ABOUT MINDFUL CHANGE Introduction to Part Two Chapter 8 There's no 'silver bullet'; Change is realised by doing many small things Chapter 9 Implementing mindful change: Introducing the outline of the five golden rules Chapter 10 The first golden rule: Vision for change Chapter 11 The second golden rule: Power Chapter 12 The third golden rule: Engagement Chapter 13 The fourth golden rule: Involvement Chapter 14 The fifth golden rule: Measurement Chapter 15 Conclusions: summarising Mindfulness and the Art of Change by Choice Final thoughts Appendix: A summary of the main points of the book About the author

About the Author :
Born in Birmingham, into a Methodist household, Philip led a diverse life, from joining the Moonies cult at 16, briefly working in retail, to training then working as a professional actor for 10 years. He then switched from acting to facilitating, spending five years leading large personal development seminars to the public. This led to an invitation to take his brand of development into businesses in 1989, when he co-founded the change implementation consultancy Harley Young. Since then, Philip has striven to understand, via the many corporate change programs he designed and delivered, what makes change stick. Philip’s work as a lecturer, coach and consultant has been greatly illuminated by his practice of Vipassana meditation, the Buddhist mind discipline that gave rise to Mindfulness, which Philip teaches as a key part of his work.

Review :
Philip took great care with engagement; the consequent changes set us up for continuing our company's exceptional growth.