Post by ratna479 on May 16, 2024 8:42:00 GMT
And simple yet profound tools, this book empowers individuals and organizations to make the only change that will dramatically improve performance, encourage collaboration, and accelerate innovation—what we call a mental model shift outside of box. We have prepared a summary for you here ! And if you like it, run to your favorite bookstore. Chapter 1: a different approach. Different experiences in different types of organizations show that a fundamental ingredient for success is humble leadership that cultivates in itself, and develops in those it leads, an other-oriented mindset, which values the true capabilities of each person, allowing people to assume the responsibility for finding the answers to your challenges, rather than trying to direct all actions. The premise is that when people understand what needs to be done and the context, they take the initiative and act according to what each situation demands.
Chapter 2: what drives performance. It is quite obvious that a person's success comes from their behaviors. Less evident, however, is that behaviors have deep roots in the mindset that each person cultivates. Therefore, leaders Jamaica Email List and organizations that seek to change behaviors, without working on mindset, significantly reduce their chances of success. Mckinsey studies show that the chance of success is four times greater when an intervention begins with identification and work at the mindset level, leveraging what we can call committed behavior. Furthermore, when a leader establishes the appropriate mindset with his team, each leader begins to have sufficient discernment to deal with the different situations that arise and which, in most cases, are unpredictable. Chapter 3: isolated or together. The predominant way of looking at the contemporary world still finds support in the thinking of the philosopher rené descartes. This cartesian approach has some merits, but it has the demerit of proposing a fragmented view of the world, leading to the belief in the existence of human beings as independent and even isolated entities, when we know that in their physical, emotional and cognitive dimensions people are deeply interdependent.
Each of us is what we are “with” the others. The cartesian perspective encourages a view of the other as an object and not as a person in all their humanity. And when this extends to the leader's posture; he sees himself in isolation and acts believing that those he leads must adapt to his leadership. On the other hand, when the leader cultivates the “leader together” posture, he understands that he is simply occupying, at that moment, the position of leader, but sees himself as someone equal to those he leads. Someone who is accomplishing something together with those they lead. Chapter 4: two mindsets. Incentive systems, organizational metrics, career goals and the human ego conspire to keep people focused on themselves, their individual goals and needs, even at the expense of the team and the company, holding it back based on a mindset inwardly oriented in which people's only concern is with their own interests, considering others only as means to achieve their goals.