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Clients - Executive Summary

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Cobus Pienaar (PhD)
Cobus Pienaar (PhD)

The document discusses how changing mindsets is key to organizational transformation and success. It introduces Arbinger, a firm that specializes in changing mindsets through training, tools, consulting and coaching. Arbinger helps individuals, teams and organizations shift from an inward mindset focused on self-interest to an outward mindset focused on enabling others. This mindset shift drives behavioural and cultural changes that result in improved collaboration, engagement, accountability and business results for clients.

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mindset Supposeeverything inyourorganisation dependedonone thing... Manycompaniesmovequicklyfrom settingtheirperformanceobjectivestoimplementingasetofchangeinitiatives.Beitanew growth strategyorbusiness-unitrestructure,theintegration ofarecentacquisition,ortheroll-outofanew operational improvementeffort,suchorganisationsfocusonalteringsystemsandstructuresandoncreatingnewpoliciesandprocesses.To achievecollectivechangeovertime,actionssuchasthesearenecessarybutseldom sufficient.Anewstrategywillfallshortofits potentialifitfailstoaddresstheunderlyingmindsetsandcapabilitiesofthepeoplewhowillexecuteit.1 McKinseMcKinsey’sresearchandclientexperiencesuggeststhathalfoftheeffortstotransform organisationalperformancefaileither becauseleadersandseniormanagersdonotactasrolemodelsforchange,orbecausepeopleintheorganisationdefendthestatus quo.Inotherswords,despitethestatedchangegoals,peopleonthegroundtendtobehaveastheydidbefore.Concurrently,the sameMcKinseyresearchindicatesthatifcompaniescanidentifyandaddresspervasivemindsetsattheoutset,theyarefourtimes morelikelytosucceedinorganisationalchangeeffortsthanarecompaniesthatoverlookthisaspect.1 WhenWhenwethinkofleadershipweoftenfocusonthewhatexternalcharacteristics,practices,behaviourandactionsthatexemplary leadersdemonstrateastheytakeoncomplexandunprecedentedchallenges.Whilethislineofthinkingisagreatplacetostart,we willnotreachourpotentialasleadersbylookingonlyatwhatisvisible.Weneedtoseewhatisunderneathtounderstandhow remarkableleaderslead–andthatbeginswithmindset.2 AsAsimportantasmindsetsare,weoftenskipaheadtoactions.Weadoptbehaviourandexpectittostickthroughforceofwill.Sadly, itwillnotifwehavenotchangedtheunderlyingattitudesandbeliefsthatdrovetheoldbehaviourinthefirstplace.Makingmatters worse,ourbehaviouraffectsotherpeople’smindsets,whichinturnaffectstheirbehaviour.Aleader’sfailuretorecogniseandshift mindsetcanstallthechangeeffortsofanentireorganisation.2 1(McKinseyQuarterly,March2014–ChangeLeader,changethyself–NateBoaz&ArielFox) 2(McKinseyQuarterly,April2014–Leadatyourbest–JoannaBarsh&JohanneLavoie) TheseTheseaspectshaveadirectbearing on Arbinger’scoreoffering to individuals(leadersand seniormanagers),teamsand organisations,andhighlightthenecessitytofirstchangeourownmindsetsandthemindsetsofthosewearetoserve.   Comeinandlearnhowwehelpindividualsandorganisationsseeradicallynewwaysofunderstandingandsolvingproblemsand achievebreakthroughresults.Wechangemindset.
ABOUTARBINGER TheTheArbingerInstituteisarenownedinternationalman- agementtrainingandconsultingfirm andscholarlycon- sortium basedaroundtheglobe,withitsheadquartersin theUnitedStates.Arbingeristheworld’spioneerand leaderin the area ofchanging mindset.Arbinger’s materialisasophisticated,deepandinternallyconsistent whole.Peopleview thingsdifferentlyoncetheyhave assimilatedthematerial.assimilatedthematerial. WHYARBINGER? -ArbingerclientsagreethatbyembracingtheArbinger approach,anorganisationacquiresanalignmentbetween operationsandstrategy,improvedefficiency,lower employeeturnover,higherjobsatisfactionandtherefore betterbusinessresults,tonamebutafew. -Arbingerspeaksalanguagethatcanbeusedinan organisationtodealeffectivelywithanytypeofconflict and/ordisagreementinordertofacilitatesolutionsrather thansustainingproblems. -TheArbingerapproachminimisesopportunitycosts,suchas lackofaccountability,trust,cooperationandtransparency. -TheArbingerapproachestablishesashiftwithinpeople enablingthem tofocusonenablingthem tofocusonimprovingbusinessresults. -TheArbingermindsetaddressestheissuesaround resistancetochangeandthereasonsforresistingchange. ExamplesofArbinger’s impactonorganisational results -Eliminateinterdepartmentalconflicttoimprove businessresults. -Overcomethenaturaltendencytoresistchange inordertoimproveprogrammeimplementation. --Improveoveralleffectivenessandbusiness results. -Achievedramaticcostreductions. -Resolvemajorconflictswithinternaland externalparties. -Improveteam dynamics. TheArbingerInstitute's valuepropositionvalueproposition TheArbingerInstitutechangesmindset. Weprovidetheframeworks,toolsandsupportthat culminate in breakthrough organisationalresults. Breakthrough results cannot be accomplished simplybyfocusingonlyonchangingbehaviour. Why? BecauseBecausejustasbehaviourdrivesresults,mindset drives behaviour. Breakthrough results require breakthroughsinthinking,alignmentandengage- ment,andthatrequiresachangeofmindset. Thatiswhatwedo-wechangemindset
ARBINGER EXECUTIVESUMMARY WeChangeMindset ImagineImaginewhatwouldhappeninyourorganisationif everypersonwereinvestedinthesuccessofeveryone aroundthem?Whatwouldhappentosilos?Whatwould happen to culture?Whatwould happen to perfor- mance?Whatwouldhappentoresults? Ashiftinorganisationalfunctioningthissignificantcan- notbeaccomplishedsimplybyfocusingonchanging behaviour.Why? Because justas behaviourdrives results,mindsetdrivesbehaviour.Thisiswhatwedo. Wechangemindset.Specifically,wehelpindividuals, teamsandorganisationsto changefrom anInward MindsettoanOutwardMindset.Wethenprovidethe toolstoolsnecessarytoinstitutestrategiesandbehavioural patternsthatreinforcethischange.Wedothisatindi- vidual,team andenterpriselevels. Theresultisadramaticandsustainedimprovementin thekeysuccessindicatorsofourclientorganisations– intheirlevelsofcollaboration,employeeengagement, accountability,revenuegrowth,marketshareandprof- itability.Weaccomplishtheseresultsbymeansofthe training,consulting,coaching and implementation toolsoutlinedbelow. TRAINING Arbinger’sArbinger’strainingprogrammesenableparticipantsto uncovertherootcauseoftheInwardMindsetand exploretheimplicationsandimpactofthismindsetin theirwork.The training experience then equips participantstodevelopanOutwardMindsetandto begin,withpracticalstrategiesandtools,implemen- tinganOutwardMindsetapproachintheirwork. Arbinger’sin-persontrainingprogrammes*include:Arbinger’sin-persontrainingprogrammes*include: -DevelopingandImplementingan OutwardMindsetTM (twodays) -TransformingConflictwithanOutward MindsetTM (oneday) *Arbinger’sin-persontrainingprogrammesinclude train-the-traineroptions. ArbingerArbingeralsoprovidesdigitalsupporttoparticipants bymeansofitseight-weekSustainmentVideo Pack.Thesevideosandaccompanyingassignments reinforcekeyconceptsandencourageongoingappli- cationoftheskillsthathavebeenacquired. TOOLS Arbinger’simplementationtoolsenableleadersand teamstoimplementOutwardMindsetpracticesata pacethatdramaticallyimprovesresults. ArbingerImplementationToolsinclude: -LeadingwithanOutwardMindset -OutwardMindsetSkillsforManagers-OutwardMindsetSkillsforManagers -TeamingwithanOutwardMindset CONSULTING Arbinger’simplementationconsultingprovidesex- ecutiveteamswithstrategicguidanceinleadingthe changeeffortwithintheirorganisation.Arbinger’s consultingprogrammesenableleaderstosuccess- fullyaddressthefollowingkeyareas: -Strategy,alignmentandexecution -Enterpriseaccountability -Intra-andinter-team collaboration -Conflictresolution COACHING ArbingerArbingerofferstelephoniccoachingforexecutives andteam leaders.Eachindividualcoachingplanre- flectsthegoalsandmeasuresforpersonalleader- shipdevelopmentobjectivesandteam leadership objectives. ArbingeralsooffersCoachingandMentoringwithan OutwardMindsetTM ,a12-weektelecoursede- liveredtocollaborativegroupsoffiveparticipants.

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Clients - Executive Summary

  • 1. mindset Supposeeverything inyourorganisation dependedonone thing... Manycompaniesmovequicklyfrom settingtheirperformanceobjectivestoimplementingasetofchangeinitiatives.Beitanew growth strategyorbusiness-unitrestructure,theintegration ofarecentacquisition,ortheroll-outofanew operational improvementeffort,suchorganisationsfocusonalteringsystemsandstructuresandoncreatingnewpoliciesandprocesses.To achievecollectivechangeovertime,actionssuchasthesearenecessarybutseldom sufficient.Anewstrategywillfallshortofits potentialifitfailstoaddresstheunderlyingmindsetsandcapabilitiesofthepeoplewhowillexecuteit.1 McKinseMcKinsey’sresearchandclientexperiencesuggeststhathalfoftheeffortstotransform organisationalperformancefaileither becauseleadersandseniormanagersdonotactasrolemodelsforchange,orbecausepeopleintheorganisationdefendthestatus quo.Inotherswords,despitethestatedchangegoals,peopleonthegroundtendtobehaveastheydidbefore.Concurrently,the sameMcKinseyresearchindicatesthatifcompaniescanidentifyandaddresspervasivemindsetsattheoutset,theyarefourtimes morelikelytosucceedinorganisationalchangeeffortsthanarecompaniesthatoverlookthisaspect.1 WhenWhenwethinkofleadershipweoftenfocusonthewhatexternalcharacteristics,practices,behaviourandactionsthatexemplary leadersdemonstrateastheytakeoncomplexandunprecedentedchallenges.Whilethislineofthinkingisagreatplacetostart,we willnotreachourpotentialasleadersbylookingonlyatwhatisvisible.Weneedtoseewhatisunderneathtounderstandhow remarkableleaderslead–andthatbeginswithmindset.2 AsAsimportantasmindsetsare,weoftenskipaheadtoactions.Weadoptbehaviourandexpectittostickthroughforceofwill.Sadly, itwillnotifwehavenotchangedtheunderlyingattitudesandbeliefsthatdrovetheoldbehaviourinthefirstplace.Makingmatters worse,ourbehaviouraffectsotherpeople’smindsets,whichinturnaffectstheirbehaviour.Aleader’sfailuretorecogniseandshift mindsetcanstallthechangeeffortsofanentireorganisation.2 1(McKinseyQuarterly,March2014–ChangeLeader,changethyself–NateBoaz&ArielFox) 2(McKinseyQuarterly,April2014–Leadatyourbest–JoannaBarsh&JohanneLavoie) TheseTheseaspectshaveadirectbearing on Arbinger’scoreoffering to individuals(leadersand seniormanagers),teamsand organisations,andhighlightthenecessitytofirstchangeourownmindsetsandthemindsetsofthosewearetoserve.   Comeinandlearnhowwehelpindividualsandorganisationsseeradicallynewwaysofunderstandingandsolvingproblemsand achievebreakthroughresults.Wechangemindset.
  • 2. ABOUTARBINGER TheTheArbingerInstituteisarenownedinternationalman- agementtrainingandconsultingfirm andscholarlycon- sortium basedaroundtheglobe,withitsheadquartersin theUnitedStates.Arbingeristheworld’spioneerand leaderin the area ofchanging mindset.Arbinger’s materialisasophisticated,deepandinternallyconsistent whole.Peopleview thingsdifferentlyoncetheyhave assimilatedthematerial.assimilatedthematerial. WHYARBINGER? -ArbingerclientsagreethatbyembracingtheArbinger approach,anorganisationacquiresanalignmentbetween operationsandstrategy,improvedefficiency,lower employeeturnover,higherjobsatisfactionandtherefore betterbusinessresults,tonamebutafew. -Arbingerspeaksalanguagethatcanbeusedinan organisationtodealeffectivelywithanytypeofconflict and/ordisagreementinordertofacilitatesolutionsrather thansustainingproblems. -TheArbingerapproachminimisesopportunitycosts,suchas lackofaccountability,trust,cooperationandtransparency. -TheArbingerapproachestablishesashiftwithinpeople enablingthem tofocusonenablingthem tofocusonimprovingbusinessresults. -TheArbingermindsetaddressestheissuesaround resistancetochangeandthereasonsforresistingchange. ExamplesofArbinger’s impactonorganisational results -Eliminateinterdepartmentalconflicttoimprove businessresults. -Overcomethenaturaltendencytoresistchange inordertoimproveprogrammeimplementation. --Improveoveralleffectivenessandbusiness results. -Achievedramaticcostreductions. -Resolvemajorconflictswithinternaland externalparties. -Improveteam dynamics. TheArbingerInstitute's valuepropositionvalueproposition TheArbingerInstitutechangesmindset. Weprovidetheframeworks,toolsandsupportthat culminate in breakthrough organisationalresults. Breakthrough results cannot be accomplished simplybyfocusingonlyonchangingbehaviour. Why? BecauseBecausejustasbehaviourdrivesresults,mindset drives behaviour. Breakthrough results require breakthroughsinthinking,alignmentandengage- ment,andthatrequiresachangeofmindset. Thatiswhatwedo-wechangemindset
  • 3. ARBINGER EXECUTIVESUMMARY WeChangeMindset ImagineImaginewhatwouldhappeninyourorganisationif everypersonwereinvestedinthesuccessofeveryone aroundthem?Whatwouldhappentosilos?Whatwould happen to culture?Whatwould happen to perfor- mance?Whatwouldhappentoresults? Ashiftinorganisationalfunctioningthissignificantcan- notbeaccomplishedsimplybyfocusingonchanging behaviour.Why? Because justas behaviourdrives results,mindsetdrivesbehaviour.Thisiswhatwedo. Wechangemindset.Specifically,wehelpindividuals, teamsandorganisationsto changefrom anInward MindsettoanOutwardMindset.Wethenprovidethe toolstoolsnecessarytoinstitutestrategiesandbehavioural patternsthatreinforcethischange.Wedothisatindi- vidual,team andenterpriselevels. Theresultisadramaticandsustainedimprovementin thekeysuccessindicatorsofourclientorganisations– intheirlevelsofcollaboration,employeeengagement, accountability,revenuegrowth,marketshareandprof- itability.Weaccomplishtheseresultsbymeansofthe training,consulting,coaching and implementation toolsoutlinedbelow. TRAINING Arbinger’sArbinger’strainingprogrammesenableparticipantsto uncovertherootcauseoftheInwardMindsetand exploretheimplicationsandimpactofthismindsetin theirwork.The training experience then equips participantstodevelopanOutwardMindsetandto begin,withpracticalstrategiesandtools,implemen- tinganOutwardMindsetapproachintheirwork. Arbinger’sin-persontrainingprogrammes*include:Arbinger’sin-persontrainingprogrammes*include: -DevelopingandImplementingan OutwardMindsetTM (twodays) -TransformingConflictwithanOutward MindsetTM (oneday) *Arbinger’sin-persontrainingprogrammesinclude train-the-traineroptions. ArbingerArbingeralsoprovidesdigitalsupporttoparticipants bymeansofitseight-weekSustainmentVideo Pack.Thesevideosandaccompanyingassignments reinforcekeyconceptsandencourageongoingappli- cationoftheskillsthathavebeenacquired. TOOLS Arbinger’simplementationtoolsenableleadersand teamstoimplementOutwardMindsetpracticesata pacethatdramaticallyimprovesresults. ArbingerImplementationToolsinclude: -LeadingwithanOutwardMindset -OutwardMindsetSkillsforManagers-OutwardMindsetSkillsforManagers -TeamingwithanOutwardMindset CONSULTING Arbinger’simplementationconsultingprovidesex- ecutiveteamswithstrategicguidanceinleadingthe changeeffortwithintheirorganisation.Arbinger’s consultingprogrammesenableleaderstosuccess- fullyaddressthefollowingkeyareas: -Strategy,alignmentandexecution -Enterpriseaccountability -Intra-andinter-team collaboration -Conflictresolution COACHING ArbingerArbingerofferstelephoniccoachingforexecutives andteam leaders.Eachindividualcoachingplanre- flectsthegoalsandmeasuresforpersonalleader- shipdevelopmentobjectivesandteam leadership objectives. ArbingeralsooffersCoachingandMentoringwithan OutwardMindsetTM ,a12-weektelecoursede- liveredtocollaborativegroupsoffiveparticipants.