Still Moving - How to Lead Mindful Change
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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.


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).


Foreword ix

Acknowledgements xiii

Moved by Stillness xvii

1 Introduction 1

2 Is Change Changing? 11

3 Still Moving – The Inner and Outer Skills 29

4 It All Starts in Mindfulness 57

5 The Power of the Systemic 79

6 Make Disturbance Your Friend 103

7 Holding the Fire 125

8 The Time for Emergence 149

9 A Tale of Still Moving and Business Transformation 173

10 Still Moving and Your Leadership 199

11 The Sense of an Ending 215

Appendix 1 Detailed Still Moving Research Methodology from Chapter 3 227

Appendix 2 Detailed Leadership Development Programme Description from Chapter 9 229

Notes 233

Bibliography and General Recommended Reading 239

Index 241


“Still Moving is an inspiring, practical and provocative take on the power of mindful leadership to reshape our world.”—Otto Scharmer, Senior Lecturer, MIT

“What makes a successful change agent in a world of exponential change? I have long argued that learning to live with ambiguity will be one of the keys to success. Still Moving will show you how.”—Paul Polman, CEO, Unilever

“A compelling and practical guide to the leadership of change. By sharing her self-reflection and brave journey into her past, Deborah inspires us all to become more conscious and embracing of our own life narratives.”—Ann Sarnoff, President, BBC Worldwide North America

“Still Moving is a must read for any senior leader or consultant who is responsible for leading large, complex change. Let the book speak to you, consume the wisdom, and put that wisdom into practice.”—Bill Adams, CEO, The Leadership Circle and Full Circle Group

“How strange that it has taken so long for us to wake up to the fact that the inner states and capacities of leaders really matter. Still Moving changes the game, and not too soon.”—Michael Chaskalson, Professor of Practice, Ashridge Business School

“Still Moving is an exciting breakthrough in thinking on leading change and a must read for any serious change leadership practitioner. It challenges us to consider how change needs to be different in today’s fast paced world.”—Mike White, Former Chairman and CEO, DirecTV

“Still Moving will permanently alter the way you think about leading change. Thoughtful, honest, compelling.”—Kevin Cox, Chief Human Resources Officer, American Express Company