Pernod Ricard Australia
Pernod Ricard Australia
Grow your Leaders.
Grow your Business.
Pernod Ricard Australia is one of the country’s leading wine, spirits, and champagne companies. Pernod manages an unrivalled portfolio of internationally recognised brands, as well as iconic Australian wines Jacob’s Creek, St Hugo, and George Wyndham, through Pernod Ricard Winemakers. The organisation’s vision: “Créateurs de Convivialité”, whose purpose is to turn every social interaction into a genuine, friendly, and responsible experience of sharing.
Their Goal:
Develop coaching mindsets and skillsets across the organisation. Shift the ownership of coaching conversations from HR to leaders. Enable the shift from “tell” to “ask,” to activate curiosity, drive performance through others and deliver greater ownership and accountability.
Australia Pernod’s ambition is to become the number one Spirits and Wine company. They aim to lead the industry by allowing each brand to flourish, while respecting their identity, terroir, and savoir-faire.
To be the future market leader, Pernod recognised the need to begin acting like a leader and challenge the status quo in an extremely competitive environment. This environment is also characterised by change and digital transformation – requiring people to ask more questions and demonstrate a growth mindset.
Overview
Many leaders are addicted to “telling” – habitually giving advice / guidance / direction to everyone they encounter. Like many addictions, this habit feels good in the short term, but fails to deliver lasting satisfaction. “Telling” has its place but telling too quickly robs individuals and their organisations of the benefits that come with “asking.”
Here’s what happens for leaders: we hear an issue / situation / problem. We automatically operate from the frame that says: “a leader would tell the team how to solve this issue.” We want to be good leaders and so we tell them how to solve the issue. Unfortunately, this results in our colleagues not solving problems themselves and, in some cases, developing a dependence on us before taking action. Worse yet, we stay mired in the details and are unable to spend time on the strategic parts of our leadership roles.
To change this cycle, we must shift our mindset. Instead of: “a leader would tell the team how to solve this issue”, we must adopt: “questions are a leader’s best tool to lead the team to answers”.
Making a shift to coaching style provides serious commercial upside.
- 86% of companies who calculated their return on investment, said that they at least made back their initial investment.
- 19% indicated an ROI of 50x the investment.
- 28% saw an ROI of 10-49x the investment.
- The median ROI is 7x the investment (2009 ICF Global Coaching Study).
Pernod is a wine making organisation at its heart, with experts deployed into many functional and business unit silos. Interviewees described the culture as fast-paced and task-focussed with plenty of short-term commitments. Taking a more curious, relational coaching approach in this environment is challenging. A deeper exploration of the mindsets and skillsets in the Manager ranks identified the need for:
- Building the case for taking a coaching approach (“why coaching?”).
- Shifting the ownership of coaching conversations from HR to leaders.
- More skill and confidence to lead difficult conversations.
- Developing more accountability through conversations.
- Building a culture of feedback and coaching.
- Leaders investing more time in coaching.
Result:
The pilot group incrementally progressed towards adopting coaching behaviours. They started asking better questions of themselves and their teams.
These new mindsets and skillsets led to other noticeable and measurable results:
8% improvement: “Understands what motivates others”.
9% improvement: “Helps people to reach their potential”.
Pernod was sufficiently convinced by these results, to scale the program beyond the initial pilot group into broader segments of the leadership population.
The first challenge was to identify the current organisational factors, blocking the desired coaching approach. We identified 3 key barriers impeding a coaching approach:
- Time-poor. Managers feel they’re too busy and coaching does not happen. People sometimes think coaching must be formal and overestimate what’s involved to coach. As such the coaching skills program needed to focus on ‘coaching on the fly’.
- Lacking skills. Managers often don’t know how to coach. They don’t understand the difference between coaching and mentoring. They’re not confident leading a ‘coaching’ conversation. So, the coaching training needed easy-to-use tools and frameworks.
- Breaking habits. For most Managers this as a new way to lead. They know how to solve the issue at hand, and as opposed to coaching someone, revert to: “it’s always been done this way, so go and do it this way.” The coaching training needed to challenge Managers to adopt new mindsets.
Based on this detailed understanding, we customised a proven Coaching Skills Development Programme – tailoring each discussion and activity to the Pernod context, language, and value chain. We delivered a national pilot of the 6-module program to a diverse group of HR Managers, using a virtual delivery method.
To define what ‘good looked like’, we isolated 5 specific coaching behaviours.
- Invests time and attention to people conversations.
- Helps people to reach their potentials.
- Understands what motivates others.
- Gives feedback and will confront difficult situations.
- Helps people focus and prioritise on what’s important.
We measured these behaviours before and after the coaching training, to identify the positive changes observed by key stakeholders.
To strengthen the focus on application, we broke the group into 3-person triads who were encouraged to meet and review their use of these new skills. Triad members encouraged everyone to practice and reflect on the outcomes of their coaching conversations. All groups were provided periodic ‘nudges’ and reminders of the key coaching mindsets / skillsets / toolsets. These nudges kept the skills development process front of mind for everyone.
The project wrapped up with 2 x 90 minute follow up sessions where the group reviewed their progress individually and collectively.
Approach
Explore all aspects using FROM-TO analysis:
We use a robust Discovery Process with our clients to dive deep into the current situation (FROM) and identify the targeted future state (TO). This discovery process is critical to develop a program that is well-suited to the needs of a diverse group of professionals. This data are used to source and design the examples and scenarios used in the program. In addition, the “FROM-TO” analysis provides the criteria by which we measure the ROI achieved on the program investment.
Use a proven system:
There are many coaching models available in the market, but few are actually used by those who attempt to learn them. Choose an appropriate coaching model and focus on the system via which it is organised and deployed to the target audience. Work with coaching experts, who not only have advanced qualifications in Coaching Psychology, but also have a comprehensive deployment system that will ensure people practice the skills they’ve learned.
In our experience once people deliberately practice coaching for 6 weeks, the ‘ask don’t tell’ approach starts to become more natural. This is fundamental for the desired creation of a feedback and coaching culture.
Avoid the common missteps:
Building a strong coaching culture is an excellent way to drive performance against strategic goals, create a point of difference and improve engagement, productivity, and retention. Unfortunately, most attempts to create ‘coaching cultures’ fail. Sidestepping 5 common mistakes can help companies develop the desired culture in a sustainable way.
Real Change requires feedback:
Changing mindsets and behaviours is hard.
We need other people to help us by noticing and giving us feedback on the myriad of small things, that constitute new ways of thinking and acting. We enable this feedback via a technology platform that helps us notice micro-behaviours.
“No problem can be solved from the same level of consciousness that created it.”
Einstein
Conclusion
When task-focussed firms invest in building coaching skills and are coaching, they improve the quality of conversations in the business, which inevitably leads to retention, productivity and enhanced commercial outcomes. Once managers shift their mindset from ‘tell’ to ‘ask’, they unlock the potential of their teams and free themselves up to focus on more strategic matters. These teams then deliver customer outcomes and financial results for their firms. As they become more comfortable enabling others to solve problems, they also unlock people’s ingenuity. This results in a more nimble, more innovative organisation.
Written by:
Elyane Verner
Partner
I specialise in individual and team development, drawing on my extensive senior-level, global experience across a broad range of organisations and previous worked as Global Head of Learning Strategy for a large healthcare company. With a Master’s of Management, substantial general management experience and organisational development accreditations, I bring high-level strategic approaches and pragmatic, hands-on Leadership and business coaching and consulting. I am passionate about creating sustainable change at both an individual and organisational level, with strong emphasis on authenticity, personal wellbeing, high performance and women in Leadership.
Transform Technical Leaders to Business Leaders.
Thales is a French multinational company that invests in digital and “deep tech” innovations – Big Data, artificial intelligence, connectivity, cybersecurity, and quantum technology for the aerospace, space, defence, transportation, and security sectors. Founded in 1968, the company has grown to a worldwide group of 80,000 employees with a presence in 68 countries.
Their Goal:
To develop new mindsets and skillsets across the Manager population. More specifically, help the group shift from being technical experts to leaders who make informed decisions to balance customer expectations with project, scope, budget and profitability.
In Australia, Thales is home to 3,800 employees and is a major regional employer. The development of people and leadership skills formed a pillar of the 2020-21 Thales Australia business strategy. An urgent need was identified within the strategy to improve the business acumen of managers across the business, who must master the drivers of the business to make better decisions and lead outcomes-focused conversations.
Overview
Many professionals identify strongly with the technical aspects of their jobs. Whether it’s doctors, architects, or engineers these people are highly qualified to perform their role in complex, sometimes life-or-death situations. These qualifications are hard won and are typically accompanied by a strong desire to create the very best solution for the problem they’ve been asked to solve. Often, technically brilliant people lack the education, exposure, or experience to understand the business of being in business. When this is combined with a passion to serve the customer, lengthy project delays and budget overruns ensue.
Thales is an engineering organisation at its heart with strong process-orientation and experts deployed into many functional and business unit silos. Technical skills are top class across the board. The goal of Thales Australia was to lift the business acumen of managers to complement their technical expertise and deliver better business outcomes.
After extensive interviews with a range of stakeholders, we identified 5 key behaviours that neatly summarised the value of better business acumen in this unique context:
- Understands the key financial consequences of a range of Thales-specific business drivers.
- Has the working knowledge of Thales’ strategy and financial metrics against those of competitors.
- Makes timely decisions – based on “best available” information – by understanding decision implications for Thales results.
- Communicates Thales’ BU–related strategies and performance to others.
- Takes customer focused action to drive Thales strategy and performance.
Working at the observable behaviour level is critical to enable lasting change.
Based on this detailed understanding, we customised a world’s-best-practice Business Acumen Programme – tailoring each discussion and activity to the Thales context, language, and value chain. We delivered nationally to a diverse group of managers using a virtual delivery method.
To strengthen the focus on application, we broke the group into smaller syndicate sub-groups who were each assigned a business project. These syndicate groups worked together over seven weeks to identify the compelling case for change and develop a business case for exploring and exploiting the specific opportunity or issue they were assigned. The groups were coached by one of our expert business acumen coaches to help them sharpen their thinking and articulate their business case. The project wrapped up with a Shark Tank style series of presentations and a virtual graduation hosted by Thales senior executives and board members. We used a 12-part Program Scorecard to measure improvement and value.
Result:
The group progressed towards becoming better business leaders without compromising their standards of technical excellence. They started to ask better questions of themselves and their teams.
These new mindsets and skillsets led to other noticeable, and measurable results:
6% improvement in demonstrated Business Acumen capability.
9% shift to a performance and outcomes-focus.
7% lift in demonstrated ability to communicate Thales’ strategies to others to encourage ownership.
9% improvement in the working knowledge of Thales’ strategy and financial metrics against those of key competitors.
Approach
Explore all aspects using FROM-TO analysis:
We use a robust Discovery Process with our clients to dive deep into the current situation (FROM) and identify the targeted future state (TO). This discovery process is critical to develop a program that is well-suited to the needs of a diverse group of professionals. This data are used to source and design the examples and scenarios used in the program. In addition, the “FROM-TO” analysis provides the criteria by which we measure the ROI achieved on the program investment.
Use a proven system:
“Business acumen”, “commercial business acumen”, and “commercial acumen”- these terms mean different things to nearly everyone. Move away from these opinion-based, and often internally sourced reference points. Instead use proven experts who have a proven system. In this case, we used Acumen Learning’s Building Business Acumen program which has been used by 30 of the Fortune 50. By building on this incredibly secure foundation, we ensure quality and scalability across the organisation.
Put it to work:
Most leadership and capability development programs failed to achieve any return on investment. Sidestepping four common mistakes can help companies develop stronger and more capable leaders while saving time and money. We know that what’s covered in the classroom is often forgotten and never applied in the workplace. Therefore, it’s critical to build programs with structure and application that extend well beyond the time spent in any workshop setting.
Lasting change requires feedback:
Changing mindsets and behaviours is hard. We need other people to help us by noticing and giving us feedback on the myriad of small things that constitute new ways of thinking and acting. We enable this feedback via a technology platform that helps us notice micro-behaviours.
“I’m using it all the time. Keeping the 5 Business Drivers in mind helps me make better decisions and provides a frame to mentor others”.
Jason Legge, Thales Senior Engineer
Conclusion
When highly technical firms invest in their professionals’ business acumen, they improve their bottom line without sacrificing customer outcomes or technical expertise. As people start to see themselves as ‘engineers who are in business’ they make better, more commercially oriented decisions. Using the common language of business and finance, technical experts become more confident and capable business people and are better equipped to break down internal silos. This results in a more nimble, more profitable organisation.
Written by:
Stuart Findlay
Partner
I have enjoyed a dynamic and successful career in the accounting profession, financial services industry and management consulting field as a Leader, practitioner, facilitator and coach. I believe that by knowing thyself and the broader purpose and functions of your employer and customers, one is in a stronger position to achieve mastery, be self-directed and to answer the critical questions that drive motivation and performance.
Big target. Different approach.
CooperVision is one of the world’s leading contact lens companies, serving eye care professionals and lens wearers in over 130 countries. CooperVision is committed to helping people around the world see better every day.
Their Goal:
Create a one team approach with Customer Acumen at the centre. Customer acumen is commercial acumen applied to customers and is evidenced by commercial account planning and value-led customer conversations.
The hypothesis was that improving customer acumen would shift the team from “transactional with every customer” to a “strategic focus with fewer customers.” This represented the fundamentally different approach needed to achieve such a big target.
CooperVision designs and manufactures innovative, high quality contact lenses, conducts ongoing R&D in optical science, and collaborates with eye care professionals to identify the evolving needs of contact lens wearers. CooperVision has helped improve the vision of millions and become a trusted global leader in the contact lens industry.
CooperVision Australia New Zealand (CVANZ) developed a five-year strategic growth plan to mature the organisation through greater discipline, process and data. CVANZ’s ambition was to increase CV contact lens wearers to 600,000 and achieve #1 market share. This ambition required CooperVision to double the number of its contact lens wearers over the period.
To be the future leader, CVANZ’s Managing Director knew the organisation needed to mature and become more adaptive to change. She knew that engaging leaders to the strategy was critical for maturing the organisation. She knew her commercial team needed to shift their focus from product to customer. Finally, she was clear that this was something outside the group’s skillset. They needed a partner.
Overview
Many leaders are challenged to deliver significantly bigger outcomes, but few choose new approaches. For most it’s easier to push themselves and their teams harder along the known path to success rather than consider new paths (or new vehicles!). Exceptional leaders recognise that new mindsets, skillsets, and toolsets are required to deliver supersized results. These leaders know they must make fundamental changes and recognise that leadership is a key lever of organisation performance. They identify a handful of core issues which typically include:
- “We need greater ownership and accountability”.
- “We are stuck in the business, not leading the business”.
- “We are not good at executing”.
- “We lack bench strength”.
- “We need new capability”.
While it may start as a list, they see these as interconnected parts in a greater whole. They understand that systemic challenges need systemic answers, not stand-alone solutions. They value integrated roadmaps that demonstrate how to get ‘FROM here TO there.’
These exceptional leaders look outside their own organisations and industries for best practice examples of success in relevant areas. They value evidence-based approaches that are grounded in solid frameworks and repeatable in multiple contexts. They know that “leader-led” change is a key to success and are willing to be personally vulnerable. Finally, they know that structured feedback, and process over time are fundamental for sustained change. They want a leadership system – finely tuned to help execute their unique transformation.
Taking a systematic approach helps them capture value:
- Companies using a leadership system achieve their 3-year objectives within +/- 10%.
- Organisations that address each of the 4 high performance areas: Direction, Culture, Growth, and Execution are far more likely to be in the 30% who succeed with major change.
CVANZ is a product organisation that has earned the respect and trust of both optical practitioners and wearers. Interviewees described the culture as customer-centred and task-focussed. Strong customer relationships are built on a broad field sales force mandate. The sales team does everything from in-store servicing through to marketing support and education. As a result, in field tactical activities/campaigns overwhelm the opportunity to set up more strategic business partnerships. There’s an opportunity to better leverage research and academic papers to differentiate CV as the premium offering in the market. Demonstrating an understanding of the key drivers of the customer would enable CVANZ reps to move beyond the product specialist role.
Result:
The team achieved 99.4% to budget target and grew 10.5% vs prior year. The business is growing at 1.5x the market and 2x that of their competitors.
Commercial Team:
A noticeable shift in the toolset, skillset and mindset of the commercial team.
Growth Mindset:
To leadership team notices an organisation-wide shift in mindsets and behaviours from “I can’t do it” to a growth mindset focused on solutions, “I can’t do it YET” or “how can we fix this problem?”
The Marketing team have shifted to courage over comfort. “We are always changing, …and we have to be able to adapt & pivot to move forward… this occurs through an open (growth) mindset”.
“The Business Acumen program delivered by the Lighthouse group helped our sales team take the next step in their evolution. It provided the models and knowledge to better understand the customer’s whole commercial landscape and make the leap from just a supplier to a valued business partner. The sales team have embraced this new way of thinking, having greater impact in every call they make.”
Andrew Henderson, Regional Sales Leader
A deeper exploration of the mindsets and skillsets across the business identified three clear improvement areas.
- Business Alignment (starting, but not ending, with the Leadership Team). Survey data highlighted the need for better collaboration, more communication and the need to break out of silos. In addition, the planning process needed to provide focus & prioritisation (“we need to do fewer things better”). Finally, more clarity was needed on how functions feed the strategy. “We need a sense of contribution to strategy beyond a view on ‘how I do my role’. How does my role / function interact with the others in the team?”.
- Business and Customer Acumen. Diagnostic results showed a multi-faceted need to engage differently.
- A big picture view was needed both internally (‘clarify my role in the business and the things I can do to maximise CVANZ outcomes’) and externally (‘deepen my understanding re: commercial drivers for my customers so I can add more value to the relationship’).
- A need for a more commercial approach to sales planning, customer conversations and value proposition.
- More customer influence (‘I need to put a more influential case forward’).
- Growth Mindset. CVANZ benchmarked in the Middle 50% of Growth Mindset Culture. To achieve it’s ambitions, the organisation needs a mindset shift in various ‘pockets’ of people with respect to effort, challenges, feedback and failure.
Based on this detailed understanding, we co-developed the CVANZ Leadership System – an integrated series of initiatives executed over 12 months.
- MD Coaching to guide the leadership and change agenda.
- Leadership Team Navigation to align the Executive Team on direction, culture, change, and execution.
- Customer acumen program for Marketing, Sales, and Key Accounts teams to enable commercial account planning and value-led customer conversations.
- Leader-led Growth Mindset Program comprised of 5 short online modules, individual growth mindset experiments, and prescribed growth mindset discussions for team leaders to hold with teams.
The timing and contents for each were customised to CVANZ’s Commercial Plan.
To strengthen the focus on application, we broke the group into Action Learning Groups who were encouraged to meet and review their use of new skills. Group members encouraged everyone to practice and reflect on the outcomes of their endeavours.
“What got you here won’t get you there.”
Marshall Goldsmith
Approach
Explore all aspects using FROM-TO analysis:
We use a robust Discovery Process with our clients to dive deep into the current situation (FROM) and identify the targeted future state (TO). This discovery process is critical to develop a program that is well-suited to the needs of a diverse group of professionals. This data are used to source and design the examples and scenarios used in the program. In addition, the “FROM-TO” analysis provides the criteria by which we measure the ROI achieved on the program investment.
Alignment comes first:
Too often organisations fail to achieve alignment on the 4 high performance areas: Strategy, Culture, Growth, and Execution. These are typically not agreed at the Executive Leadership Team level and mostly treated as independent topics (“HR is deploying a Culture program”; “we’ve got an offsite scheduled to refresh our strategy”; the sales team are developing next years growth agenda). The top 2 leadership groups need to be aligned before anything else proceeds.
Integrate the parts:
It’s easy to overwhelm a group with myriad programs, coaching sessions, and webinars. Anchor all elements of the roadmap to key operational activities/cadences/measures and desired commercial outcomes. This approach ensures each investment has clear rationale’ and ties learning to everyone’s actual day-to-day work.
Don’t forget mindsets:
Individuals, teams, and whole organisations operate out of a series of mindsets – ways of looking at the world. In most cases these mindsets remain beneath the surface and go unexplored. Surfacing these and making them explicit is critical to achieving real change.
“We are kicking goals and continuing to evolve. Thanks for your support in 2022.”
Michelle North, GM CVANZ
Conclusion
Senior Leaders who need to achieve step-change results need a systematic way to align the organisation, change mindsets and capabilities, and empower the whole organisation to try new things. Once the system provides a clear roadmap, confidence and execution follow. This results in a more agile organisation that can achieve its stretch targets.
Written by:
Peter Nankervis
Managing Director
I’m passionate about developing integrated Leadership solutions that help guide CEOs and Leadership teams to accelerated success. My strength is creating clarity for people and making Leadership practical to systemise transformation and business outcomes. Let’s discuss how to get started in your business.
Shift Your Mindsets. Grow Your Business.
Created in April 2000 by two industry giants – Accenture and Microsoft – Avanade had one goal: deliver innovative services and solutions to enterprises worldwide using the Microsoft platform.
Their Goal:
Shift the mindsets of the organisation towards a Growth Mindset – evidenced by a willingness to try new things beyond traditional boundaries.
Since launch, Avanade enjoys – and continues to enjoy – phenomenal growth. Avanade are one of the technology industry’s most successful joint ventures.
In 2019, Avanade Australia welcomed a new local Managing Director and refreshed their people first, client centred strategy. This strategy was to fuel an ambitious plan to triple the business in 3 years. The MD recognized the need for many people in the business to act differently in order to get a different result.
Overview
Our mindset in any given moment determines our attitudes and actions. When we operate from a Fixed Mindset, we are focused on “not looking bad” and therefore resist taking any risks –operating in the safe zone where growth, innovation, and performance are all limited. Conversely when we adopt a Growth Mindset we are focused on learning and improvement. In the Growth Mindset we appreciate the need for effort, are willing to embrace challenges, are not discouraged by mistakes, and appreciate feedback.
Avanade is a process-oriented, matrixed business featuring approval steps in their sales and delivery cadence. The MD found his organisation was sometimes too slow to seize opportunities and was not willing to push boundaries that impeded progress.
The first challenge to address was this prevailing mindset. To help everyone understand the situations in which they started in a Fixed Mindset and help them experiment with ways to adopt more of a Growth Mindset more often. We started by customising a research-based Growth Mindset Programme – tailoring each discussion and activity to the Avanade context, language, and value chain. We delivered nationally to >70 Manager and Directors using a hybrid face-to-face and virtual delivery method.
To strengthen the behavioural-focus, we helped everyone break down the often-misunderstood concept of Growth Mindset into specific behaviours. The entire group were challenged to write and execute 3 separate ‘experiments’ that allowed them to try specific new behaviours in key situations. These experiments and their results were then discussed in small groups throughout the program. People were encouraged by the willingness and vulnerability demonstrated by the leaders and peers. Not all experiments were successful in terms of outcomes, but all resulted in learning which was then carried into the next experiment. To supercharge this process, we set up a technology platform that enabled micro behaviour feedback across self / peers / direct reports / manager feedback to enable and motivate lasting behavioural change. We also used a 9-part Program Scorecard to measure improvement and value.
Result:
The team moved from ‘process bound’ to ‘pushing boundaries’. They started to notice people across the business using a new phrase: “How might we?”
This fundamental shift in how people looked at challenges led to other noticeable, and measurable results:
A 6% improvement in demonstrated Growth Mindset capability.
Participants commenting on shifts in attitudes, approaches, and language.
10% lift in Employee Engagement across targeted audience.
Fewer instances of people ‘just hanging out’ and letting Groupthink set in during problem-solving meetings.
Business growth accelerating alongside the mindset shift.
“Today we just follow the bouncing ball (process and guard rails and policies) versus pushing boundaries to achieve results in the market or with my people period”
Managing Director
Approach
Co-create the FROM TO:
We partner with our clients to create a compelling ‘future state’ (TO) and a realistic ‘current state’ (FROM). This clarity is then represented as a roadmap which clarifies the specific programs/investments/interventions needed to move forward. In Growth Mindset we need to thoroughly assess and discuss the current prevailing mindset and then define what a more helpful mindset would look like – in behavioural terms.
Individualise the shift:
While teams and indeed whole organisations have mindsets, we must help every individual understand their own mindset. In what situations does someone slip into a Fixed Mindset? What stories do they tell themselves and why? How can they begin to shift away from unhelpful Fixed Mindset Personas?
Activate autonomy:
We know that Autonomy (along with Competence and Relationships) is required for human motivation. In most cases it’s not helpful to tell someone to “have a Growth Mindset and get on with it”. This approach essentially weaponizes Growth Mindset (which Carol Dweck warns us about). Instead, we teach what Growth Mindset is and allow each team member to choose which experiments will best serve them.
Real Change requires feedback:
Changing mindsets and behaviours is hard. We need other people to help us by noticing and giving us feedback on the myriad of small things that constitute new ways of thinking and acting.
“I’ve noticed people starting to understand and appreciate the importance of Growth Mindset period. We must now continue to practice the behaviours we have learnt and make it part of our organisation culture”.
Managing Director
Conclusion
When a senior leader invests in helping their organisation adopt a Growth Mindset, they unlock everyone’s ability to contribute more. As every person in the team identifies the personal triggers and personas that keep them ‘playing small’, they are able to slowly and gradually change how they operate. Change always requires awareness, responsibility, and action. The Growth Mindset process takes each of these three into account in a structured way. What’s better is that everyone is playing – from the CEO to the Front Line. When every team member has an active ‘experiment’ the whole organisation progresses as one.
Written by:
Eric Miller
Managing Director
I’m passionate about helping organisations go farther faster by deploying tailored, evidence-based systems that help individuals and teams do their best work. My strength is thinking through the whole solution needed to make change happen. Give me a call and let’s explore how we can move your business forward…together.