Welcome to Newsletter no.15 from us at The GCM Growth Group - simonhaigh.com

How do you Improve the Growth Mindset of your Team? - Newsletter no. 15

We do a lot of work with individuals in helping them improve their Growth Mindset. We also work with organisations to help them improve their strategic direction. So, how do we link Growth Mindset with Strategy?

Our primary aim is to demonstrate that individual and organisational culture really need to be as cohesive, inclusive and aligned as possible while also allowing for flexibility, innovation and controlled experimentation. This in turn is optimal underpinning for an environment of psychological safety, which in turn helps to optimise performance. Mindsets and attitudes lead to interactions and relationships which then lead to performance and productivity.

We start by looking at this statement - “A high-performance culture is?a set of values, beliefs and behaviours that enable an organization to achieve excellent results and a high level of growth”. The intent is to demonstrate the connection between “high performance” and “growth”. We then define what we mean by “growth mindset employees” and debate this statement - “Growth mindset employees tend to be high performers because they believe they can keep achieving more - they’re driven by an inner motivation”.

We then examine what we mean by the various attributes of growth personally and organisationally and that sustainable growth requires an environment where interpersonal risk-taking and inner motivation is necessary (psychological safety).

We move on to examine the fact that, to build high performance across the organization, leaders should encourage, and promote, a growth mindset among all employees. To do that, they first have to believe that the solutions to the challenges their employees face can very often be found within the employees themselves. When leaders assume that their employees’ ability to learn and adapt are finite, limiting their horizons for personal and professional growth, this can cause good organisational cultures to deteriorate, strategy to derail, talent to be squandered and results to suffer.

We then discuss that high psychological safety and high-performance standards require a growth mindset-based environment - interpersonal risk taking requires a solid sense of your own growth capabilities, parameters and interactions. ?We then show that this results in an enhanced learning and doing environment ?and conversely, we demonstrate that a sub-optimised growth environment can instead result in apathy, comfort (lack of learning and development of capabilities) or anxiety instead of learning and enhanced performance and enhanced leadership capabilities.

In conclusion, we repeat that mindsets and attitudes lead to interactions and relationships which then lead to performance and productivity.

----------------------------------

To learn more about what we do, come and meet us at our new?simonhaigh.com ?website incorporating?GCM Advisory

We help organisations to achieve their aligned purpose and leaders & entrepreneurs to fulfil their authentic potential.

You are very welcome to join us where you can see the full range of our offerings, download our coaching and training programs and other exciting initiative overviews, feed into our social media platforms and access all that exists on our exciting Knowledge Hub, The e-learning Haigh Institute and much more.

Have a great month and see you in March at?simonhaigh.com