The Outward Mindset: How to Change Lives and Transform Organizations

Mulally pointed to ten BPR rules he had posted on the wall of the room3: • People first • Everyone is included • Compelling vision • Clear performance goals • One plan • Facts and data • Propose a plan, “find-a-way” attitude • Respect, listen, help, and appreciate each other • Emotional resilience … trust the process • Have fun … enjoy the journey

From his separated stance, the Isolated Leader keeps leader-like opportunities, responsibilities, and benefits to himself. He does this not out of malice but as the logical extension of his worldview: leader-like things necessarily attach to the one who is the leader.

It at least suggests that change efforts built upon the incomplete behavioral approach, where a person or organization tries to improve performance by focusing only on behavior change, will fail much more often in comparison to…

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The most important move consists of my putting down my resistance and beginning to act in the way I want the other person to act.

“Humility,” Paul answered. “That’s what distinguishes those who can turn these facilities around from those who can’t. Leaders who succeed are those who are humble enough to be able to see beyond themselves and perceive the true capacities and capabilities of their people. They don’t pretend to have all the answers. Rather, they create an environme

They 1. see the needs, objectives, and challenges of others 2. adjust their efforts to be more helpful to others 3. measure and hold themselves accountable for the impact of their work on others Engaging in these three steps is a practical approach to implementing and sustaining an outward-mindset way of working.

“Leaders fail,” Paul explains, “by coming in saying, ‘Here’s the vision. Now you go execute what I see.’ That’s just wrong in our view of the world.” Continuing, he says, “Although leaders should provide a mission or context and point toward what is possible, what humble, good leaders also do is to help people see. When people see, they are able to

Ironically, the most important move in mindset work is to make the move one is waiting for the other to make.

You could encourage them to hold themselves accountable for their impact in each of the four directions of their work, and you could let them know that their annual performance rating will reflect their efforts to hold themselves accountable in this way. You could then meet with them on a regular basis to see how they are doing. Meeting regularly w