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The Outward Mindset: Seeing Beyond Ourselves, by The Arbinger Institute
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Unknowingly, too many of us operate from an inward mindset—a narrow-minded focus on self-centered goals and objectives. When faced with personal ineffectiveness or lagging organizational performance, most of us instinctively look for quick-fix behavioral band-aids, not recognizing the underlying mindset at the heart of our most persistent challenges. Through true stories and simple yet profound guidance and tools, The Outward Mindset enables individuals and organizations to make the one change that most dramatically improves performance, sparks collaboration, and accelerates innovation—a shift to an outward mindset.
- Sales Rank: #8039 in Books
- Published on: 2016-06-13
- Released on: 2016-06-13
- Original language: English
- Number of items: 1
- Dimensions: 8.40" h x .70" w x 5.40" l, .0 pounds
- Binding: Paperback
- 192 pages
Review
“The secret to teamwork is an outward mindset. This is the definitive guide on how to achieve it.”
—Steve Young, NFL MVP and Hall-of-Fame quarterback
“This is a powerful book with a powerful message about really seeing. It opens a path to trust, collaboration, creativity, and performance.”
—Katherine Klein, Professor of Management, Wharton School
“The Arbinger frameworks for leading personal and organizational change are some of the most powerful tools that I have come across in my entire career. The Outward Mindset is a must-read for leaders seeking significant and lasting organizational change.”
—John Wilson, President of International Operations and Head of Global Transformation, Staples
“An absolutely brilliant book. You will want to give it to everybody.”
—Nick Ward, Vice President, Digital Marketing, Children's Miracle Network Hospitals
“Anyone interested in restoring the public's trust in cops must use the principles of this book as the foundation of that effort. I cannot imagine any situation where this book should not be mandatory reading.”
—Jon Hamm, CEO, California Association of Highway Patrolmen
“The Outward Mindset is a thought-provoking, game-changing book. Filled with vivid, real-life examples, it argues clearly and persuasively for a better way of doing business.”
—Gene McCarthy, President and CEO, ASICS America
“The Outward Mindset powerfully demonstrates how teams can come together to deliver superior results. I had a hard time putting it down and, applying the frameworks myself, have seen an immediate, practical impact.”
—Dan Shimoff, Vice President, McGraw-Hill Education
“Along with all of Arbinger's work, this book is not just foundational but transformational, and not just business changing but life changing.”
—John Fikany, Vice President of Strategy Development, Quicken Loans, Inc.
“This book is a must-read for those who want to know how to make a big difference in the lives of the people they lead and the results they achieve. It will change how you approach the challenges in your company, community, and family.”
—Elizabeth Hall, former Vice President, Human Resources, Cricket Communications
“The new perspective provided by this book and its built-in practical application tools have motivated me to actively experiment. I'm amazed at how quickly conversations, reactions, and behaviors are changing for the better.”
—Gary M. Riding, Senior Vice President, Samsung Electronics America
“Another gift from Arbinger! At once practical and transformational.”
—Craig Tingey, Principal Advisor, Leadership Development, Rio Tinto
“The Outward Mindset completely transforms approaches to culture change and change management. It is a very important book.”
—Roberto Sánchez Romero, Global Head of Culture and Values, Everis
“The Outward Mindset provides a compelling framework for self-accountability. It is a must read for leaders who are looking to mobilize themselves, their teams, or their organizations to achieve a collective goal.”
—Nancy Murphy, Executive Director, Learning Operations, Cox Communications
“Leaders who serve others with an outward mindset encourage a culture of collaboration where everybody wins. Read The Outward Mindset and learn how great servant leaders think.”
—Ken Blanchard, coauthor of The New One Minute Manager and Collaboration Begins with You
“The Outward Mindset is so readable and entertaining that its powerful substance will sneak up on you. It's packed with engaging stories and a clear, compelling, and practical message. As with Arbinger's prior work, the principles in this book are foundational and can indeed change lives and transform organizations.”
—Van Zeck, former Commissioner of the Public Debt, US Department of the Treasury
“An outward mindset is essential for empowering human potential and possibility. It unlocks an organization's ability to preserve and grow profitability with limited resources.”
—Jeff Kerr, Executive Vice President, U.S. Bank
“Superb writing and clear, cogent thinking on a critically important topic. This book will help individuals, organizations, and families.”
—Robert Daines, Pritzker Professor of Law and Business, Stanford Law School
“The authentic and engaging storytelling in The Outward Mindset makes it a quick and easy read, with real-life lessons that show that taking care of the needs of others is not only the right thing to do but good business as well.”
—Benjamin Karsch, Executive Vice President and Chief Marketing Officer, Revlon
“The Outward Mindset details a kind of radical presence with others that transforms relationships, enriches lives, and boosts organizational performance. It scores a rare trifecta—important, engaging, and practically powerful.”
—Corey Jamison, President and CEO, XperienceU Training and Leadership Development
“Through practical real-life examples, The Outward Mindset shows how personal and organizational transformations occur when we look beyond ourselves to the needs of others. The concepts are transformational for any type or size of organization.”
—Dave Friedman, Chief of Staff, Office of the CEO, Citrix
“A thought-provoking and practical book! It helps me look at my personal and professional life with a whole new perspective.”
—Tom DiDonato, Senior Vice President, Human Resources, Lear Corporation
“This book vividly illustrates the tangible benefits of an outward mindset both at work and at home. It has filled me with hope and motivated me to do better than I have been doing.”
—Rod Larson, CEO, Spandex
“The Outward Mindset is a ‘how to' field guide for promoting personal and organizational mindset change—which, more than changes to process or anything else, is the change that actually yields results.”
—Neil McDonough, President and CEO, FLEXcon
“Simple but meaningful concepts applicable to work and home. Hits the nail on the head in prioritizing mindset change over leader behaviors.”
—Simon Kelner, Global Head of Talent Development, Merck
“The Outward Mindset is an easy-to-digest essential guide for all—beginning with CEOs and other leaders, whose most important responsibility is to see everything through the lens of an outward mindset and to help others do the same.”
—Alistair Cameron, CEO, ASICS EMEA
“In today's complex, fast-paced environment, an outward mindset is critical to success. This book shows how individuals and organizations can achieve such a mindset change. I highly recommend it.”
—Rick Dreher, Managing Partner, Wipfli, LLP
“An outward mindset is the foundation of leadership effectiveness. All relationships depend on it.”
—Brad Botteron, CEO, Wachter, Inc.
“An interesting and engaging approach to effect lasting change in organizations—one that conceivably lends itself to applications in diplomacy as well. The Outward Mindset is bound to be a winner for the organizations and leaders that adopt it.”
—Emanuel Shahaf, CEO, Technology Asia Consulting Ltd.
“The Outward Mindset merits deep reflection and attention both personally and organizationally.”
—Joe Farrow, Commissioner, California Highway Patrol
“The Outward Mindset is a must-read for anyone wanting to create personal and organizational excellence.”
—Pierce Murphy, Director, Office of Professional Accountability, City of Seattle
“The Outward Mindset captures the skills needed to lead agencies in the rapidly changing environment that we are all facing.”
—Chris Connally, Chief of Police, St. Joseph Police Department
“This book gets to the core issues of organizational behavior in a way I've never seen. I aspire to be more like the individuals in this book who are making such a profound impact by focusing on how they can help others achieve their goals.”
—Lindsay Hadley, Executive Producer, 2012 and 2013 Global Citizen Festival
“Transformational! An outward mindset guarantees better results and a better life.”
—Jean-François Turgeon, President, Tronox TiO2
“Any organization that strives for improvement, teamwork, and world-class results can gain a sign a significant advantage by applying The Outward Mindset principles. As a bonus, it will help with personal relationships too!”
- Bob Miller, Global Client Director, IBM
About the Author
THE ARBINGER INSTITUTE is a worldwide training, consulting, and coaching organization whose programs and methodologies are based on forty-five years of research in the psychology of human behavior and motivation and more than thirty-five years of experience working with organizations worldwide. Headquartered in the United States, Arbinger has operations around the world, including throughout the Americas, Europe, Africa, the Middle East, India, Oceania, and Asia. To learn more about how Arbinger’s work can help you or your organization, please visit www.arbinger.com.
Excerpt. © Reprinted by permission. All rights reserved.
1 • A Different Approach
Two black cargo vans snake down Wabash Avenue in Kansas City, Missouri. The passengers are members of the Kansas City Police Department (KCPD) SWAT team. They are about to serve a high-risk drug warrant—the fifth warrant service of that day. The targets of this warrant are sufficiently dangerous that the squad has obtained a “no-knock” warrant, meaning that they will storm through the door unannounced. The men are dressed in black from head to toe, their faces covered by masks that leave only their eyes exposed. Bullet-resistant helmets and body armor make them an intimidating sight.
Senior Sergeant Charles “Chip” Huth, leader of the 1910 SWAT Squad for eight years, is driving the lead van. He slows as the target residence comes into view, and his men stream from both vehicles as quietly and quickly as they can.
Three officers sprint around to the back of the house and take cover, supplying containment should the targets attempt to flee. Seven others, including Chip, run to the front door, six of them with their guns drawn. The seventh runs a well-used battering ram up to the door and slams it through.
“Police,” they yell. “Everybody down!” Inside is bedlam. Men attempt to scramble out of the room, some to the stairs and others down hallways. Young children stand as if paralyzed, screaming. A number of women cower in terror on the floor, some of them shielding infants who are screaming at the top of their lungs.
Two of the men—the two suspects, it turns out—go for their weapons but are taken down by officers. “Don't even think about it!” the officers shout. Then they pull the men's arms behind them and put them in cuffs.
With all the young children, the scene in this home is more hectic than most, but within five minutes, the two suspects lie facedown on the living-room floor, and the rest of the inhabitants have been gathered into the dining room.
With everyone's safety secured, the officers begin their search. They move with purpose and precision. Chip notices his point man, Bob Evans, leaving the room, and he assumes Bob is simply joining the search.
A couple of minutes later, Chip passes the kitchen as he walks down the hall. Bob is standing at the kitchen sink. A moment earlier, Bob had been rifling through the kitchen cabinets looking for white powder—not for contraband to be used as evidence against those they are arresting but for a white powder that was of much greater immediate importance. He was looking for Similac. With babies crying and their mothers understandably in hysterics, this most alpha male of all the alpha males on Chip's squad was looking for a way to help them. When Chip sees him, Bob is mixing baby bottles.
Bob looks at Chip with a faint smile and shrugs. He then picks up the bottles and begins distributing them to the mothers of the crying infants. Chip is delighted by this. He hadn't thought of baby bottles himself, but he completely understands what Bob is up to and why.
This one act of responsiveness changed the en tire scene. Every one calmed down, and Chip and his men were able to explain the situation thoroughly and then smoothly turn the two suspects over to the detectives. Nevertheless, mixing baby bottles was such an unusual and unpredictable act that many people in police work—including the members of this SWAT team just a few years earlier—would have considered it irrational. But in Chip's squad, this kind of responsiveness is routine.
It wasn't always this way. To appreciate the remarkable transformation that had come to the 1910 SWAT Squad, we need to learn a little of Chip's challenging background and his history in the Kansas City Police Department.
Most helpful customer reviews
12 of 12 people found the following review helpful.
Clear look at how an outward mindset improves things for everyone and furthers the organization they are involved with
By Just Me
As the book explains, “People often use the term mindset to refer to a core belief about oneself. However, in our experience over three decades helping individuals and organizations, the biggest lever for change is not in self-belief but a fundamental change in the way one sees and regards one’s connections with and obligations to others.” This is the heart of the book.
The authors compare changing your mindset with changing your behavior, noting, “Countless books on personal improvement and organizational transformation recount the behaviors and actions of individuals how have achieved remarkable results with the promise that, by replicating these same behaviors, you too can achieve similar outcomes. This formulaic approach to improvement takes as its starting point the simple idea that behaviors drive results.” They then go on to show how people can usually see through your behavior to your attitude toward them, and react more to your attitude than your behavior. This matters greatly in the workplace. “When you sufficiently improve the mindset – either of an individual or of an organization – you no longer have to specify everything each team member is supposed to do (the way those who operate from a behavioral model often assume). As the mindset changes, so does the behavior, without having to prescribe the change. And where certain behaviors still need to be stipulated, the suggestions won’t be systematically resisted. For these reasons, mindset change facilitates sustainable behavior change.”
The above is all covered in Part I of the book. Here’s the authors’ summary of the rest of the book:
“In Part II, we explore the inward and outward mindsets in more depth. We discuss how people get in their own way by adopting an inward mindset, and we consider the consequences of an inward mindset both personally and organizationally. We contrast the inward mindset with the way individuals and organizations function when their mindsets are outward. In Part III, we detail the outward-mindset pattern, a step-by-step blueprint, that, if implemented, enables a person or organization to consistently operate with an outward mindset. In Part IV, we present important issues to consider and helpful actions that individuals and organizations can take to implement an outward-mindset approach within groups of people, including across entire organizations.”
I found the ideas in this book to be helpful and clearly presented -- easy to read and understand; but paradigm shifting for some. This book offers tremendous benefit to those who have in inward mindset, and offers useful tips to those who already have an outward mindset.
10 of 10 people found the following review helpful.
Wishing there could be more of this in the world!
By A reader
This book has much to offer in these days of corporate scandals and tough business situations. The people of the Arbinger Institute offer a program aimed at bringing qualities like humility, empathy, and accountability into daily interactions with people both at work and at home. The book is slim and very readable, and the authors' methods are carefully explained and illustrated with simple diagrams and many stories of success, some very moving.
All through the book, the authors contrast what they call the inward mindset (self-focused) and the outward mindset (the opposite: looking to understand others in a more objective way). One of the most useful tools is known by the acronym SAM:
1. See the needs, objectives and challenges of others - (change mindset before changing behavior
2. Adjust one's work to become more helpful to others
3. Find a way to measure the impact of behavior, and hold oneself accountable for that impact
With an outward mindset, one is more likely to pause and consider the longterm consequences of one's actions, and to treat others in a more humane way. Given the behavior of certain organizations over the past 10 years, all of this seems almost too good to be true. Stories of success are drawn from a wide range of business and personal situations. A few examples: the Ford Foundation turnaround; the Kansas City Police Department SWAT team; Navy Seals; and various personal and family scenarios. I particularly appreciated reading about ways that a change of attitude in one person inspired the same in others. In one case, workers deemed hopelessly incompetent completely turned around and became highly valued members of their organizations.
My only reservation about this book is that at times the writing seems padded; there is a great deal of repetition of its basic concepts. Still, there is much good here, and much to ponder. I look forward to reading the authors' earlier books, particularly "The Anatomy of Peace."
Here are a few words from the authors,as they invite us to ask the following questions:
"What can I do to be more helpful at work? What can I do to be more helpful at home? What can I do to be more helpful to those I know and to those I don't? What can I do? and will I see others in ways that will enable me to do what I can do?
"An indication of an outward mindset is the willingness of a person to honestly ask these questions in each area of his or her life, coupled with an excitement to begin responding to the answers despite challenges...Whatever you do, you can do it with either an outward or an inward mindset. Which way you do it will determine to a large degree your results."
6 of 6 people found the following review helpful.
A Peaceful Mindset... and Then Some
By Chip Hauss
I work for an umbrella organization of American-based peacebuilding organizations where we have used the Arbinger Institute's other two books to help get our own staff to work more effectively. Therefore, I pre-ordered it and read it the moment it arrived this morning.
Like Arbinger's other two books, Outward Mindset makes what looks like simple points that turn out to be very difficult to actually put into practice yet which also can have tremendous payoffs.
Their first two books are written largely in the form of allegories that show the reader the principles underlying their work. This one is based on real world examples from their practice AND focuses more on things the reader can do in his or her own environment.
The Arbinger team is by no means the only group to talk about mindsets or personal paradigms--see the work of Carol Dweck or John Kotter for others.
But, what sets this book apart is its focus on the initiatives we as individuals or our organizations can take to address issues head on by assessing the needs of the people we work with and then trying to help them reach their objectives and/or overcome their challenges. What's more, they argue that we can and must take such initiatives even if the other party does not respond in kinds at least initially. In fact, they make the case that that's just about the only constructive thing one can do.
As one critical reviewer put it, this book does read like a catalogue of Arbinger's success stories. But, I know from my own work using even some of these principles, they can and do work far more often than one would think. It is fair to say that the book could have benefited from more examples in which an outward mindset did not lead to stunning payoffs, but even so, this is an important book for anyone trying to build a more peaceful planet, workplace, or home.
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