Arbinger: Developing and Implementing an Outward Mindset

Improving mission performance, command climate and retention of employees require transformation of the organizational culture. Such transition also includes the adoption of new systems, policies, processes, reporting relationships and organizational structures. However, as beneficial as these improvements can be, they do not explicitly address the fundamental factors that will facilitate the true growth of the leaders of an organization and the transformation of the culture of an organization.

Furthermore, these measures will produce more of the opposition if imposed and not invited. This reluctance is the key reason why proposals for reform struggle to achieve the desired outcomes.

In this workshop, participants learn the difference between an Inward Mindset (a myopic emphasis on personal goals) and an Outward Mindset (taking into account their effect on others) and begin to see the extent to which they have acted and led from an inward mindset.

This discovery awakens in participants a willingness to pursue an Outward Mindset strategy in their work with an awareness of the negative consequences of an Inward Mindset.

In key areas such as leadership growth, team effectiveness, customer satisfaction, change management , teamwork, and dispute resolution, companies that make this fundamental shift undergo meaningful and lasting changes.