Index

• A •

ABC of mindfulness, 16

Ability, in ADKAR model, 148

acceptance, effect on resilience, 19

accepting, being, 53

ADKAR model for change management, 148

agility as leadership skill, 149

air, commuting by, 48–49

ambiguous world, living in, 134

amygdala, control of, 19

anonymity in evaluation, 121

anxiety, breathing through, 49

approach mode, being in, 13

attendance at sessions, 124

attention training, 8

attitudes, examining, 52–54

Authentic Leadership, Bill George, 137–138

authentic leadership

process of, 137–138

questionnaire, 138–140

authenticity as leadership skill, 149

avoidance mode, being in, 12–13

Awareness

in ABC of mindfulness, 16

in ADKAR model, 148

awareness of thoughts, developing, 11

• B •

balanced approach to technology, 77

beginner’s mind, adopting, 53

behaviours, embedding new, 156–158

Being, in ABC of mindfulness, 16

being kind to yourself exercise, 136

benefits for employees, 17–25

body, effect of mind on, 65–66

body check, three-step, 55

body scan, exercise, 55

bottom line, looking beyond, 159

boundaries, creating, 51

brain

hidden rules of, 9–10

processing of work tasks by, 12–13

rewiring, 42–45, 73

breath exercise, 54–55

breathing through anxiety, 49

burnout, identifying susceptibility to, 33

busy, being too, 7

• C •

car journeys, making more mindful, 47

centring exercise, 155

challenges in learning, overcoming, 14–15

change

dealing with frequent or constant, 167

managing, 36–37

positive strategies for, 149–158

change management website, 149

changing time, applying mindfulness in, 36–37

Choice, in ABC of mindfulness, 16

clarity, increasing, 112–114

clarity about job role, gaining, 166–167

coaching

applying mindfulness in, 109–111

integrating mindfulness into, 111–116

mindful, 105–111

coaching toolbox, mindfulness as, 108–109

coaching values, traditional, 106

coaching versus mindfulness, 107

coffee breaks, 50

collective vision for the future, 151–153

common ground, discovering, 151

communication

mindful, 78–81

powerful, 102

with customers, 101

commuting, mindfulness in, 47–49

compassion, neuroscience of, 72–73

compatibility of trainers, judging, 130–131

complex world, living in, 134

compulsory session attendance, 124

concentration focus, 43

conflicting demands, managing, 60–63

constant change

dealing with, 167

leadership during times of, 147–149

consumer trends, awareness of, 102–103

contingency theories of leadership, 133

contributing by staff, 143–144

control over work, lack of, 164–165

cooking, 51

course providers, 126–129

creative process, five stages of, 28

creativity

effect on resilience, 19

exercises for, 28–29

improving, 27–28

credentials of trainers, assessing, 129–130

cultivating kindness exercise, 72

cultural dimensions theory, Geert Hofstede, 150

cultural trends, awareness of, 102–103

‘Cultural Web’, Gerry Johnson and Kevan Scholes, 150

culture, organisational, 150–151

customer feedback, dealing with, 99–100

customer focus, maintaining, 98–99

customer service, 98–101

customers, communication with, 101

• D •

daily practice, 54

days

ending mindfully, 51–52

starting mindfully, 45–46

decision fatigue, 31

decision-making, improving, 31–32

decisions, making as leader, 141–142

Delivering Happiness, Tony Hsieh, 26

demands, managing, 60–63

Depression Anxiety Stress Scales (DASS), 97, 120

Desire, in ADKAR model, 148

desk, pausing at, 49–50

difficult emotions, approaching, 41–42

difficult meetings

managing, 94–95

one-to-one, 168

difficult people, dealing with, 67–70

difficult working relationships, managing, 166

difficulties, approaching rather than avoiding, 41–42

digital downtime, creating, 78

discipline issues, dealing with, 92

distractions, dealing with, 64–65

downsizing, managing, 90–91

driving with intent, 47

• E •

eating, 51

Edison, Thomas, 37

email, feedback from, 80

emailing mindfully, 81–82

emotional reactivity, effect on energy levels, 30

emotions

exercise on managing mindfully, 66–67

interplay with thoughts and physiology, 66

managing own, 65–70

emotions in meetings, handling, 91

employees. See also staff

benefits for, 17–25

happiness and engagement of, 26–27

improving engagement and retention, 160–161

increasing engagement of, 92

ending the day mindfully, 51–52

energy levels, effect on productivity, 29–30

engagement of employees

benefits of, 26–27

improving, 160–161

increasing, 92

surveying, 160

evaluation, building in, 119–121

evening routine, 51–52

exercise, 51

exercises

for mindfulness, 86

website for, 55

expectations

communicating, 142–143

managing, 124–125

experienced trainers, hiring, 129–131

• F •

face-to-face conversations

feedback from, 80–81

value of, 79–80

facts versus thoughts, 68

feedback from customers, dealing with, 99–100

fight-or-flight response, 59–60

Focus, Daniel Goleman, 43–44

focus

on customers, 98–99

honing, 22–23

power of, 8

focus break, three-step, 62–63

follow-up strategies, identifying, 125

free association focus, 44

frequent change, dealing with, 167

future, collective vision for, 151–153

• G •

George, Bill, Authentic Leadership, 137–138

Goals, in GROW coaching model, 106

going on, what is really, 68

Goleman, Daniel, Focus, 43–44

grievances, dealing with, 92

grouping tasks, 63–64

GROW coaching model, 106

growth, effect on resilience, 19

• H •

habits, breaking, 15

half-day introductory sessions, 122–123

Hampden-Turner, Charles and Fons Trompenaar, Riding the Waves of Culture, 150

happiness

of employees, 26–27

importance of, 73

A Head For Work (course provider) website, 127

healthiness, importance of, 73

hidden rules of brain, 9–10

hobbies, 51

Hofstede, Geert, cultural dimensions theory, 150

Hsieh, Tony, Delivering Happiness, 26

human negativity bias, 9

human potential theories of leadership, 134

human resources (HR)

mindfulness for, 89–95

techniques for staff, 93–95

• I •

ideas, communicating, 142–143

inappropriate support, managing, 165

inappropriate work demands, coping with, 163–164

inner bully, dealing with, 8

inner critic, managing, 87

innovation, need for, 27

insight, increasing, 112–114

inspiring workplace culture, creating, 145–146

instant messaging, feedback from, 80

introductions, options for, 121–123

• J •

job role, gaining clarity about, 166–167

judgemental thoughts, being aware of, 18

• K •

key practices, 54–55

kindness, neuroscience of, 72–73

kindness to self, 71–73

Knowledge, in ADKAR model, 148

• L •

lack of control over work, 164–165

lack of support, managing, 165

leadership

authentic, 137–140

during times of constant change, 147–149

mindful, 24–25, 140

resonant, 140

skills, 149

theories of, 133–134

learning and development (L&D) outcomes, stating, 118–119

letting go, 53

levels of mindfulness in coaching, 110–111

life and work, balancing, 161

listening skills, improving, 21

Live Mindful (online course) website, 127

• M •

managers, mindfulness training for, 33

managing emotions mindfully exercise, 66–67

marketing, 101–103

marketing sessions to staff, 123–124

meditation, difference from mindfulness, 7

meetings

improving quality of, 143–144

managing when difficult, 94–95

Meng, Search Inside Yourself: The Unexpected Path to Achieving Success, Happiness (and World Peace), 128–129

mental clarity, honing, 22–23

mental mindset, adjusting, 38–45

mental processes, thoughts as, 38–41

mental resilience, increasing, 18–20

mind, effect on body of, 65–66

mind fitness coaching, 111

mindful action, process of, 31–32

mindful attitudes, applying, 8

mindful leadership

definition, 140

practising, 141–145

mindful movement, 113

mindful organisations, creating, 158–161

mindful workplaces, creating, 15–16

Mindfulness: A Practical Guide to Finding Peace in a Frantic World, Mark Williams and Danny Penman, 126–127

mindfulness

definition, 5–6

levels in coaching, 110–111

mindfulness at work, tips for, 4

Mindfulness At Work Training (MAWT) course, 127–128

Mindfulness Attention Awareness Scale (MAAS), 120

Mindfulness Based Cognitive Therapy (MBCT), 126–127

Mindfulness Based Stress Reduction (MBSR), 126

The Mindfulness Exchange (course provider) website, 127

mindfulness groups, setting up, 33

mindfulness practice, developing, 52–55

mindfulness versus coaching, 107

mindsets

adjusting, 38–45

breaking, 15

mirror neurons, 91

misleading myths about mindfulness, 6–7

models for change, old, 147–148

monkey mind, 39

morning routine, 45–46

movement, mindful, 113

multiple demands, managing, 60–63

myths about mindfulness, 6–7

• N •

negative thoughts, dealing with, 40–41

negativity bias, 9

neuroplasticity, opportunities offered by, 10–11

neuroscience

findings from, 43–45

of kindness and compassion, 72–73

non-culture, definition, 150

non-judgemental

being, 52

writing, 87

non-verbal communication, value of, 79–80

NOW technique, 93–94

• O •

occupational health, mindfulness for, 96–98

old models for change, 147–148

one-to-one meetings, dealing with difficult, 168

open presence focus, 44

Options, in GROW, 106

organisational benefits, 25–33

organisational culture, identifying, 150–151

organisational experience of trainers, 130

other people, attitudes towards, 22

outcomes, setting, 117–118

outside distractions, removing, 86–87

• P •

packed-lunch introductory sessions, 121–122

participants in sessions, selection of, 124

partnership, working in, 124–125

patient, being, 52

pauses, mindful, 49–50

peak performance, maintaining, 70–71

Penman, Danny and Mark Williams, Mindfulness: A Practical Guide to Finding Peace in a Frantic World, 126–127

performance, maintaining peak, 70–71

personal touch, value of, 79

physiology, interplay with thoughts and emotions, 66

pilot courses

examples of outcomes, 119

options for, 121–123

website for checklist, 125

place to practise, finding, 14–15

plane, commuting by, 48–49

positive feedback, dealing with, 99

positive strategies for change, 149–158

positive workplace culture, creating, 145–146

possibilities, choosing from menu of, 118–119

post-course evaluation, 120–121

powerful communication, 102

practicalities of taster or full courses, 123–124

practice makes perfect, 53–54

practices, key, 54–55

practising, finding right time and place, 14–15

pre-mindfulness evaluation, 120

present moment, dropping into, 93–94

present-moment circuitry, increasing, 44

present-moment facts, decisions≈and actions rarely based on, 11

primitive brain, threat system of, 11–12

problems

solving, 144–145

who owns, 68–70

productivity, improving, 29–30

public relations (PR), 101–103

publicising sessions to staff, 123–124

• R •

reacting versus responding, 103

Reality, in GROW, 106

redundancies, managing, 90–91

redundancy, coping with threat of, 168–169

redundancy survivor syndrome, coping with, 169

Reinforcement, in ADKAR model, 148

relationships, improving, 20–22

religious beliefs, conflict with, 7

resilience

building, 37–38

definition, 58

enhancing, 60–65

increasing, 18–20

resonant leadership, 140

responding to events, 8

responding versus reacting, 103

responsiveness, improving, 103

retention of employees, improving, 160–161

return on investment (ROI) of mindfulness, 159–160

rewiring the brain, 42–45, 73

Riding the Waves of Culture, Fons Trompenaars and Charles Hampden-Turner, 150

risk avoidance, brain control of, 10

room layout for sessions, 123

rooms, availability and suitability of, 123

rules of the brain, 9–10

rumination, 38

• S •

Search Inside Yourself: The Unexpected Path to Achieving Success, Happiness (and World Peace), Meng, 128–129

Search Inside Yourself (SIY) course, 128–129

selection of session participants, 124

self-care, need for, 86

self-compassion, effect on resilience, 19

self-doubt, overcoming, 114–116

self-kindness exercise, 136

self-limiting beliefs, letting go of, 114–116

service delivery, 98–101

severe stress, 97

sickness absence, reducing, 97–98

silent reflection, 113

sleep, importance of, 52

smartphones, using mindfully, 83–85

smiling exercise, 136

soaking in the good exercise, 136

social media

engaging with, 85

feedback from, 80

solving problems, 144–145

speaking up by staff, 143–144

sport, 51

staff. See also employees

encouraging to speak up and contribute, 143–144

engaging, 160

giving support to, 95

improving wellbeing of, 96

reducing turnover in, 32–33

starting the day, 45–46

storytelling machine, the brain as, 44

strategies for change

positive, 149–158

to achieve vision, 153–156

strategy development tool, 154–156

stress, reducing, 96–97, 126, 170

stress epidemics, 58–59

strong emotions in meetings, handling, 91

support, managing lack of, 165

support to staff, giving, 95

surviving versus thriving, 134–135

switching chairs, switching perspective, 113

SWOT analysis for strategy development, 154

• T •

tasks

grouping, 63–64

managing, 60–61

taster session outcomes, examples of, 119

teachers of mindfulness, 109

teaching, approaches to, 125–129

teamwork, value of, 80

technology

choosing when to use, 75–76

pros and cons of, 76–77

rebalancing use of, 77–78

telephone, feedback from, 80

telephoning mindfully, 82–83

television watching, 551

text, feedback from, 80

thought bubble exercise, 39–40

thoughts

developing awareness of, 11

interplay with emotions and physiology, 66

as mental processes, 39–41

thoughts versus facts, 68

threat avoidance, brain control of, 10

threat of redundancy, coping with, 168–169

threat system of primitive brain, 11–12

three-step body check, 55

three-step focus break, 62–63

thriving versus surviving, 134–135

time to practise, finding, 14–15

timing of actions, 86

tips for mindfulness at work, 4

toolbox for coaching, 108–109

touch of frost, exercise,113–114

traditional coaching values, 106

train, commuting by, 48

trainers

agreeing on what’s possible, 131

assessing credentials of, 129–130

hiring experienced, 129

judging compatibility of, 130–131

organisational experience of, 130

training at work, 117–125

training providers, 126–129

transformational theories of leadership, 133–134

travelling mindfully, 47–49

trends, consumer and cultural, 102–103

tricky situations, dealing with, 80

Trompenaars, Fons and Charles Hampden-Turner, Riding the Waves of Culture, 150

• U •

uncertain world, living in, 134

unmindful organisations, 25

• V •

values, embedding new, 156–158

video chatting, feedback from, 80

vision for the future, collective, 151–153

volatile world, living in, 134

voluntary session attendance, 124

VUCA world, living in a, 134

• W •

walking mindfully, 55

wellbeing of staff

improving, 96

measuring, 33

What next?, in GROW, 106

Whitmore, Sir John, GROW coaching model of, 106

whose problem is it?, 68–70

Williams, Mark and Danny Penman, Mindfulness: A Practical Guide to Finding Peace in a Frantic World, 126–127

window cleaning analogy, 112–113

work demands, coping with inappropriate, 163–164

work and life, balancing, 161

work tasks, how brain processes, 12–13

work-life balance

creating for employees, 160–161

helping to maintain, 33

work-related stress, definition, 58

working relationships, managing difficult, 166

workplace culture, creating, 145–146

writing mindfully, 86–87

• Z •

Zappos (company), 26