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"A new study from PR firm Weber Shandwick found that CEOs from the world's 50 most lucrative companies are using Twitter and LinkedIn more than they did two years ago, but have deserted Facebook completely. The study, which looked at social media use by CEOs running the top 50 companies on Fortune's 2014 Global 500 rankings list, found that 10 percent of those CEOs are on Twitter, up from just two percent in 2012. LinkedIn was the most popular network, with 22 percent of CEOs on the platform, up from just 6 percent in 2012."

Over thirty years of intensive research, The Arbinger Institute has demonstrated that every organization operates somewhere along a continuum from Inward to Outward Mindset. Since behaviors drive results and mindset drives behaviors, the prevailing mindset in an organization has profound impact on an organization's performance and culture. Your answers to 10 questions will suggest where your organization might be along the Mindset Continuum from Inward Mindset to Outward Mindset. The score that is derived from your answers will generate a series of observations of what is likely happening (and not happening) in your organization, along with possible next steps to take in order to improve your organization's collective mindset and results. Please select a score from 1 to 10 for each of the following questions.

"Dogs are "really good at learning from us, but they might, in funny ways, be better at learning from us than we are from ourselves," Santos, a cognitive psychologist at Yale University, told Live Science. They are "less irrational in following our behavior than humans are." Humans, on the other hand, can fall prey to a phenomenon called "over-imitation," Santos said. "Sometimes we imitate too much; we are so prone to trust others that we kind of copy the things we see them doing, even when those things other people are doing might not be so smart," Santos said."

Let's face it, most people lead from the middle, or at least they try to. Since there is typically just one seat AT THE TOP in any given organization, others who aspire to leadership MUST do it from somewhere in the pack, right?

Excellent article!

""They have a real passion for detail," Mark Grein, executive director at Specialisterne, said in an interview from Stamford, Connecticut. "They tend to be very good at following a process, improving a process, optimizing a process." SAP SE, the German software maker, has hired 53 workers worldwide since 2012 through its Autism at Work program and is aiming for 1% of its staff, currently at 74,500, by 2020. "We do have clear anecdotal evidence of business benefits from our pilot program," including gains in productivity, quality, customer relations, people management and innovation, said Jose Velasco, who heads SAP's autism program in the U.S."

Arbinger's new way of speaking about this same phenomenon-inward and outward mindset-illustrates the same principles. An inward mindset describes a mentality wherein the individual is focused solely on him or herself. Again, akin to being in the box, from an inward mindset others don't matter like I do. We are cut off from and closed to their needs and challenges-their humanity. An outward mindset describes a mentality wherein the individual is focused on collective success and wellbeing. A person with an outward mindset is aware of and alive to the needs, concerns and objectives of others and understands that their needs, concerns and objectives matter.

This is the shift from an Inward to an Outward Mindset

Interview with Duane Boyce from Arbinger on resolving conflicts

A long-time colleague of ours, Terry Olson, tells of the following experience that began in a workshop he was conducting for public-school teachers. They were using a room at a lockdown educational facility for elementary-aged children with severe behavioral problems. Some of the teachers from that school were eavesdropping at the back of the room.

Success doesn't come from movement and activity. It comes from focus-from ensuring that your time is used efficiently and productively.

"You get the same number of hours in the day as everyone else. Use yours wisely. After all, you're the product of your output, not your effort. Make certain your efforts are dedicated to tasks that get results."

An Arbinger case study from a Telecommunciations company.

It is a problem because if performance management systems are poorly implemented, then they can't possibly accomplish what they are supposed to do, namely help organizations improve their overall effectiveness.  What's worse is that the way they are implemented actually often hurts an organization's overall performance.

I will be listening to the community call that discussed this topic. The questions we'd ask would be a bit different from the way we rate each other today. If you were evaluating me for example you would go to my Co-workers and ask them how well my efforts enabled them to achieve their objectives. What was my impact on them. That is what I would be reporting to you as well.

Excellent! I love the approach, and look forward to thinking about how we can incorporate it more. Although, I think that Customer Focus, Integrity, Teamwork, Our Environment and Global Perspectives all ask similar questions of us.

Great video from Chip Huth - KC SWAT Team Commander

The basics of meeting preparation (things like inviting the right participants and testing equipment) can feel like second nature for many who are familiar with the routine. But beyond logistics, anxiety can arise for individuals who are less comfortable with what happens off-script during meetings. Concern around asking the right questions, having the right responses and utilizing meeting time productively often distracts from the end goal. But there's a way to cut through meeting anxiety, and it's centered on helpfulness.

Think your organization is in tip-top shape? "There's a saying that people don't need a doctor until they're sick," said Sam Whitney, one of the brains behind the Mindset Audit. "One of the problems with an inward mindset is that you don't know you have it. We wanted to develop a tool that could expose organizational mindset really quickly, and would allow people to walk away with an analysis of their score as well as suggestions for moving forward. As soon as you start to see those weak points, you begin to question the virtue of your organization's effectiveness, and that in turn causes you to question your place, and your part in that organizational breakdown. You're revealing a foundational mindset, and bypassing a lot of the common barriers by getting to the core of organizational issues."

After reading the material I realized how important these concepts are to leadership and that we were missing this aspect of leadership in our curriculum. We were teaching leadership theories and leadership skills (like giving good briefings, or being a good listener), but not focusing on the interpersonal aspect of leadership. The Arbinger material brings home for the students the relational side of leadership. Also, the students really connect with the stories and enjoy how the books are written as a narrative rather than a list of points to memorize. This material is a needed break from the endless stream of PowerPoint bulleted lists they get in most classes these days.

Despite mounting evidence of the advantages of a mindset-model approach, most leaders persist in behavioral-model strategies. In our experience, they do this first out of habit and second out of ignorance regarding good mindset-change strategies.   Leaders who want to begin focusing on changing the prevailing mindsets in their organizations first need to determine the kind of mindset change they are seeking. Arbinger's work is about moving individuals, teams, and entire organizations from inward-mindset orientations to outward-mindset orientations2.

When we feel bugged by others, usually we demand a different response from them than we ourselves are willing to give. When neither we nor another are caring for each other, for example, we can get quite upset at the other's lack of care. We operate with an oxymoronic illogic: I'm upset because you are doing precisely what I am doing!

From my point of view, we tend to go astray when developing leaders by often jumping to the desirable or corrective action too early without inviting those leaders to look at the situation with different understanding, perspective and interpretation. In other words, we are not trying to shift the way they think prior to changing the way they do.

Reflecting on the personal impact of the material, Zeck comments, "I am much more aware of my role in relationships, my role in these dealings with other people, my role in collusions I had with other people. [Over time] it became much more difficult to pretend that I wasn't responsible, and that I didn't have accountability and that I wasn't playing a significant role in those relationships like I had in the past. I could always find ways to blame other people, I could always find ways to excuse my behavior, excuse the way I was relating to other people and drat-the Arbinger material has taken all of that away from me! I can no longer do that in good conscience."