Mindset the key differentiator of success in 4.0 era
Shifting from inward to outward rewards organisations, writes Arinya Talerngsri
Changes in behaviour have always been dictated as the sole factor in conceiving new and better results. In-depth scientific studies, however, reveal that “mindset” is, in fact, an underlying factor shaping one’s behaviour and eventually driving results.
Terry Warner, founder of the USbased Arbinger Institute and a former psychology professor, author, influencer and speaker, is a prominent figure in the study of mindset. His research reveals two distinct mindsets from which people and organisations operate — a selffocused inward mindset and an othersinclusive Outward Mindset — and the path to sustainably changing mindset and results.
According to Mr Warner, changes in mindset can be compared to a change of lens each person uses to perceive his/ her true self, others and the world. This change can bring harmony and happiness in every aspect of life — personal or work.
SEAC, an executive leadership and innovation capability development centre, is presenting the Outward Mindset programme in Thailand.
The programme is being offered in more than 20 countries across the globe, including China, South Korea, Australia and New Zealand. It’s a required course for staff and executives at many widely trusted corporations, including Apple, IBM, Google, HarleyDavidson, Nestle, Intel, Nokia, Panasonic, Nike, Unilever, Microsoft, FedEx, Boeing and Shell.
As the age of disruption looms, businesses cannot avoid unexpected changes and challenges so they need to shift their mindset and quickly and effectively adapt themselves to pursue their envisioned goals.
When people shift mindset outward, they will see things with a broader perspective and focus on the objectives and results of others. Essentially, Outward Mindset creates an environment in which people are inspired to be more responsible, considerate and helpful towards others.
However, shifting from inward to outward is almost equal to when you first wear a new pair of glasses; it will take some time and constant practice for you to adjust to seeing things through the new lens or from a new perspective.
The adoption of Outward Mindset is crucial for survival, happiness and achievement in this age of disruption. However, businesses will only see the results when their executives know and understand that they must, first, shift their mindsets.
When leaders operate with an Outward Mindset, they will become truly accountable for objectives and results of the organisation as a whole, remove possible conflicts stemming from blaming culture, promote self-awareness, become more effective in every moment and situation, and eventually bring out the true potential in themselves and others.
IT giant Microsoft is one of the companies adopting Outward Mindset. The company has seen unprecedented disruptions from new ventures — both in the same industry and outside the IT sphere, including leaps in innovation and developments in AI.
The Redmond-based company needed to maintain its presence in the midst of intense competition. Management recognised the need for a change in perception. Executives realised that their personnel must change how they see the world and not rely on past successes, as they could no longer guarantee future accomplishments, whereas the blame game would do more harm than good.
The whole company, then, was greatly transformed through Outward Mindset with a culture of collaboration, mutual respect and shared objectives, allowing Microsoft to stay relevant in the competition.
On the other hand, the recent rescue operation of the Wild Boars youth football team stranded inside a flooded cave should be highlighted as a clear and perfect use of the Outward Mindset approach, in which every rescuer came together with the sole intention of saving everyone trapped inside the cave — showing that they were focused on the objectives and results of others.
In the business context, when companies obligate their staffs to undergo behavioural training, follow new rules, adhere to changes in processes and deliver on individual KPIs, it’s human nature to shift inward. Most organisations are set up in a way to make people concentrate on themselves rather than organisational results. Outward Mindset is a programme that can unblock these problems and lead to breakthrough sustainable results.
The Outward Mindset programme can be applied to both daily life and at work. “For example,” said Siraya Kongsompong, senior consultant of SEAC, “let’s imagine when you board any public transport and you see a standing elderly man. Initially, you consider offering your seat to him, but on a second thought, you didn’t with the excuse of being too tired or you, too, had a long way to go. This excuse happened when you operated with an inward mindset. And only when you shift outward will you start realising his challenges and needs; hence, you will not hesitate to offer him your seat.”
In conclusion, mindset is at the foundation of all that we do and shapes how we do it. Shifting to an Outward Mindset is the one change that most dramatically improves performance, sparks collaboration and accelerates innovation, which are the key factors to withstand challenges in the 4.0 era in which disruptions can happen every second.
‘‘ When people shift mindset outward, they will see things with a broader perspective and focus on the objectives and results of others.