Tweddle Group Outward Mindset

The problem isn't that organizations struggle to find high-potential leaders, but rather that those leaders don't actually learn to inspire, nurture, and empower the employees and teams they lead. Often, the root of this failed development is a unique and powerful deterrent to success: self-deception.

For many of us, the Golden Rule ("Treat others how you would like to be treated") is the ethical standard we were taught to live by.

On the surface, the Golden Rule seems to offer good guidance about how to interact with others to foster good relationships, mutual happiness, and general harmony. I don't want to be harmed, so I shouldn't harm others. I want people to be thoughtful towards me, so I should be thoughtful towards them.

However, there are two key ways the Golden Rule falls short.

"Your personality will partially determine how good you are at your job, especially if you have a complex job that requires more than rote behavior. So are you and your job a good fit? If you're a creative person who is open to trying new things-openness being one of the Big Five personality traits-you're more likely to succeed at jobs that require novel solutions over efficient ones. On the other hand, if you're conscientious-another Big Five personality trait-you're likely to be better off in a management or administrative position."

In this post, we feature an excerpt from The Shift: How Seeing People Changes Everything. This book is a vivid and real-world example of the personal and institutional impact of Arbinger's transformative ideas within a healthcare organization-the HG nursing homes.

What an amazing story! So touching.. so illustrative!!!

J.K. Rowling reminds us that our connection with one another can be enhanced by a deep curiosity that develops into imagination and ultimately empathy. As we allow our imaginations to wander through the stories of others, we are able to better see them as people who matter like we matter.

"Who do you play for?"

With this simple question, Coach Herb Brooks inspired a shift in mindset that ultimately resulted in one of the greatest moments in sports: the U.S. hockey team's victory in the 1980 Olympics, now known as the "Miracle on Ice."

Humankind is forgetting how to disagree. I don't mean merely that our manner of disagreeing is becoming increasingly problematic (although it is). I mean that we have an even bigger problem: We don't know how to disagree anymore because we don't know what we are thinking.

"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."

Spring is here with its flower blossoms, longer days, and gusts of wind.

This new season also brings to mind the Aesop's fable of the sun and wind…along with lessons on an outward mindset.

The reality is that whether we were taught by an entertaining teacher or a boring one, we usually remember very little that they said. But we still know so much-driving a car, computer programming, baking a cake, speaking a foreign language, writing an email, etc.

How have we learned so much when we remember so little?

Here are the three scenarios. While this post suggests an Arbinger tool that could be applied in each situation, others are equally applicable and were part of the conversations in the Summit breakouts. If you're familiar with the Arbinger tools, we invite you to consider what others might be used in each case.

In response, the Sustain: Building Coaching Capability breakout session explored this dilemma and offered three tools…with the reminder that there is an inward and outward approach to everything.

Mitch Warner, managing partner and Arbinger author, kicked off the event with a story about his father, who pursued acting in New York City. At that time, a friend asked his father, "Do you love yourself in the theatre? Or do you love the theatre in yourself?" Mitch reflected that this question could apply to more than just theatre and acting. It could apply to work and leadership. We could ask ourselves, "As leaders, do we enjoy helping others succeed, or do I just like the idea of myself as a leader?" With those introspective questions, Mitch reminded the audience that turning the world outward begins with our personal commitment to being outward.

Hand, eye, facial, and body gestures can have very different meanings in different countries and cultures. How you sit or greet someone, or the extent to which you should reach out and touch someone, may all be read in different and unexpected ways.

*Pay attention, physically and mentally, to what's happening. *Listen carefully, and note the key words and phrases that people use. *Respond encouragingly to the central message. *Be flexible - prepare to change direction as the other person's thoughts and feelings also change. *Look for cues that you're on target.

"A shift from the hard to soft elements of leadership is not exclusive to the AI age. Meta-analytic studies reviewing 50 years of research suggest that personality traits such as curiosity, extraversion, and emotional stability are twice as important as IQ - the benchmark metric for reasoning capability - when it comes to predicting leadership effectiveness."

Companies like Nestlé have implemented extensive reverse mentoring programs. These initiatives are meant to institutionalize the process of learning to accept, welcome, and leverage the knowledge of team members, peers, and employees for the benefit of the business.

In this case study, learn how O.C. Tanner, the industry leader in employee recognition, created a culture that drove incredible growth and employee satisfaction.