A manager who wants her team to exhibit more of an outward mindset can lead that effort by building with them an implementation plan of consistent outward-mindset strategies and actions. For example, given that lateral awareness is a key indicator of mindset (as discussed in chapter 10), the team might decide to devote five minutes of every team me

Have I (or we) thought this through with an outward mindset? Do I understand the needs, objectives, and challenges of those involved? Have I adjusted my efforts in light of those issues? And have I been holding myself accountable for my impact on these people? Have you considered what mindset-level changes might be necessary in addition to behavior

Within organizations, every person who is burning time and energy seeking justification is doing so at the expense of the contribution he or she could be making to the overall results of the company.

Another way to measure impact is to find metrics that show a person or organization what others are able to accomplish or achieve as a result of their efforts. This was what a nonprofit organization called Hope Arising found a way to do.

As Captain Newson recommends, her focus is outward on something much larger than herself—on her essential contribution to the overall goals of the organization. And thinking of her role in this way requires her to focus on doing her work in a way that helps others to do theirs.

She lives in the presence of wonder at their thoughts and abilities and therefore provides space for them to create and grow and for her to create and grow in response to them.

A person we’ll call Mia attends a workshop on improving communication. Over the course of two days, she learns an array of new skills. She learns to ask more open and inviting questions. She is taught how to respond when someone becomes verbally aggressive or, on the other hand, when someone becomes evasive or completely shuts down. She practices p

Journalist Brenda Ueland, in her insightful essay on listening, “Tell Me More: On the Fine Art of Listening,” provides interesting insight regarding the simple potency of trying to “see others” through listening.

We see in the CFS2 story how an outward-mindset approach can mobilize an entire company to work on behalf of its customers—not just to provide a product or service but to enthusiastically innovate to meet the customers’ needs and help them achieve their own objectives. Inward-mindset people and organizations do things. Outward-mindset people and or