Catherine Hayes is an Organisation Development, Culture Transformation and Transition Leadership specialist. With 30 years of improving operational and business performance through, systemic problem solving, designing, leading and facilitating organisation-wide transformation programmes. Following two Executive Organisation Development roles in the Financial Services, Catherine transitioned into consulting in 2007, where she has worked across a broad range of industry sectors.

Working in partnership with CEO's, Boards and Executive teams, Catherine supports organisations to understand and navigate complex, development and transformation challenges to deliver tangible results. Catherine's passion and vocational purpose is supporting leaders and their organisations to embed Transition Leadership capabilities into their operational functioning. Enabling leaders to utilise and replicate factors of success to enhance organisational effectiveness and create sustainable operational and business performance.

Combining her practice and applied research with Buddhist philosophy, business and clinical psychology, Catherine has created transition diagnostic analytics and tools that support insight into the complex operational functioning of organisations. She utilises her transition leadership methodology and development approach to enable leaders and their workforces to acquire transition capabilities while implementing their transformation agendas. She also runs the Transition Leadership Series for Executive MBA's at Cass Business School.

Integrates and applies Buddhist philosophy with business and clinical psychology for practical application in organizations

Introduces a new Transition Leadership Practice, with practical methods and approaches for navigating and leading organizations through the transitional space

Explores the Transition Cycle with a new comprehensive framework

Introduces the concept of ambiguity anxiety, and discusses its impact on organizations as well as methods to navigate it

Chapter 1 Introduction.- Part I - Insights into Transitions.- Chapter 2 Transition Perspectives.- Chapter 3 Territories of Transitions.- Chapter 4 The Impact of Transitions.- Part II - Transition Leadership.- Chapter 5 Self-Insight.- Chapter 6 Team Transitions.- Chapter 7 Creating Supportive Environments.- Chapter 8 Transition Practices.- Part III - Transition Inquiry Practices.- Chapter 9 Inquiry In Organisations.- Chapter 10 Conducting Self-Inquiry.- Appendix: List of Case Studies.