![]() ![]() It is the growth mindset that helps the leader be best positioned to support their team through change, and to navigate the inevitable complexity and ambiguity that arises. They are more eager to embrace learning, take on challenges and persist, despite setbacks. In contrast, people with a growth mindset believe that intelligence can be developed through effort. They want to always look smart and have all the answers, believing that success is based on talent alone – not work. People who have a fixed mindset see intelligence as static – a fixed trait. These terms were coined by the world renowned Stanford academic, Carol Dweck. They invite diversity of thought, and welcome challenging ideas and dissenting opinions, knowing it will lead to better discussion and ultimately, more progress and sustainable business outcomes.Ī leader’s mindset will impact how the change is initiated, implemented and sustained, depending on whether they are adopting a fixed or growth mindset. It takes short cuts when it makes decisions, and it can be easily influenced. Conscious change leaders are aware of this. The brain discards information that doesn’t fit with its world view. They make decisions on hunches, feelings and gut reactions. This is because people don’t make decisions on facts alone. The prism through which a leader views the world shapes how they think, react and act.īias pervades decision making, and most of it happens at the sub-conscious level. It’s about delving into the meaning that drives a leader’s behaviour, and the mental models they apply to the decisions they make. Understanding what changes are required goes beyond pinpointing new technical skills. In their book, How the way we talk can change the way we work, they state: “…it may be nearly impossible for us to bring about any important change in a system or organisation without changing ourselves (at least somewhat)…” Harvard professors, Robert Kegan and Lisa Lahey, who have studied why many crucial change efforts fail, found that one of the core problems is the gap between what is required and a leader’s own level of development. To effectively lead change, leaders need to firstly understand themselves and then be open to shifting their mindset, operating style and behaviour to suit the context of the change. ![]() It’s much easier for a leader to sit back and identify how team members or colleagues need to change, than to identify what may need to change in them. Most importantly, they know that successful organisational transformation involves personal change for them. ![]() They work across boundaries, challenge dominant paradigms, and lead others to thrive through change. Conscious change leaders are not one dimensional. ![]()
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