4/12/17. Mindset Matters: Recognition and Growth Mindset Cultures. Maritz Approach. Growth Mindset + Employee Recognition

Transcription

1 Mindset Matters: Recognition and Cultures 1 Maritz Approach The Science and Art of People and Potential 2 What to expect SELF Reflection THEORY BEST PRACTICES INDIVIDUAL APP + Employee Recognition 3 1

2 4/12/17 Mindset: By Carol Dweck, Ph.D. Professor, Stanford University Theory premise People s perspective influences their approach to and judgment across a broad array of areas, including: Education Family Relationships Sports Business 4 How do I know what type of Mindset is at work here? 5 Five Minute Mindset Assessment Instructions: Read the statement in the left and right columns in each row Circle the number in the center column that best represents your position Assessment Shot? Book page Above all: to thine own self be true. Shakespeare (Polonius to Laertes in Hamlet) 6 2

3 7 Five Minute Mindset Assessment Scoring: Connect the number you circled in each row 8 Fixed vs. Attributes 9 3

4 Fixed vs. Attributes 10 Fixed vs. Attributes Motivation Look Smart Learn and Grow 11 Fixed vs. Attributes Motivation Look Smart Learn and Grow Setbacks I m less smart I need to practice harder for next time 12 4

5 Fixed vs. Attributes Motivation Look Smart Learn and Grow Setbacks I m less smart I need to practice harder for next time Representation Fib to look smart Authentic and open about weaknesses 13 Fixed vs. Attributes Motivation Look Smart Learn and Grow Setbacks I m less smart I need to practice harder for next time Representation Fib to look smart Authentic and open about weaknesses Feedback Praise only, please Constructive criticism welcome 14 Fixed vs. Attributes Motivation Look Smart Learn and Grow Setbacks I m less smart I need to practice harder for next time Representation Fib to look smart Authentic and open about weaknesses Feedback Praise only, please Constructive criticism welcome Success of Others Threatened Inspired 15 5

6 4/12/17 Fixed vs. Attributes Belief Intelligence is Static Intelligence can be Developed Challenges Avoid Approach Motivation Look Smart Learn and Grow Setbacks I m less smart I need to practice harder for next time Representation Fib to look smart Authentic and open about weaknesses Feedback Praise only, please Constructive criticism welcome Success of Others Threatened Inspired Result Plateau early Ever higher success 16 Building a Culture Defining Culture A set of deeply embedded, self-reinforcing behaviors, beliefs and mindsets that determine how we do things around here. 17 Building a Culture Key Focus Areas: Leadership Goal-Setting Progress Feedback Rewards 18 6

7 Leadership and Mindset The Talent Bias: Cultural and Institutional (Gladwell; Heslin, Latham, & Vande-Walle, 2005) The Business Case (Dweck et al): Companies with s have Only a few rock star employees Lower commitment Fear of failure Fewer innovative projects Cut corners and cheating behavior Companies with s rated More innovative More collaborative 19 Leadership and Mindset As if you need more persuasion Training individuals in s behavior creates Stronger negotiation skills Compromise (Kray & Haselhuhn) Job postings with language attract twice as many female applicants (without deterring men) (Textio & Paradigm) Performance-based goals are more strongly associated with cheating than mastery-based goals (Van Yperen & Hamstra) 20 Leadership and Mindset Lead by example: Identify beneficial attributes of your culture and build recognition system around them. Reinforce organizational purpose and behaviors that support what we aspire to be. Encourage and recognize collaboration and informed risk-taking as desirable. Give people the time and tools to explore. With setbacks, celebrate effort and lessons learned. Hire for growth potential vs. pedigree. 21 7

8 Goal-Setting and Mindset Succeed: How we can reach our goals (Halvorson, Dweck, 2012) Use both Be Good and Get Better goal types: Be Good: demonstrating ability to achieve outcomes. Best when people know what to do and outcomes are well-understood. Get Better: focus on the journey input behaviors like steps to success and to learning to achieve mastery. Best when goals are complex and route is ambiguous. 22 Goal-Setting and Mindset Implementation Intentions: strong effects of simple plans (Gollwitzer, 1993, 1996, 1999) When setting goals, identify specific actions and behaviors that will lead to success. Implementation intentions are if-then plans that spell out when, where and how a goal has to be put into action: If situation x comes up, then we ll perform behavior y. Establish plans that identify actions and link growth behaviors through if-then statements. Recognize execution! 23 Progress Feedback and Mindset The single most important factor contributing to a positive inner work life is feeling a sense of progress on meaningful work. (Amabile, Kramer, 2011) Provide a clear line-of-sight to progress with accurate and timely information. Spotlight progress on both Get Better and Be Good goals. Example: risk-taking behaviors that boost innovation Equip managers to use recognition to build trust and autonomy. Create a social context for feedback that goes beyond numbers and charts. Example: sharing stories 24 8

9 Progress Feedback and Mindset Recognition is a powerful form of feedback. Use the BET model to make it personal and meaningful: B: State the specific Behavior E: State the Effect the impact and importance of behavior T: Say Thank You in earnest 25 Rewards and Mindset Curate a range of rewards that enrich people s lives: Professional development and educational opportunities that build curiosity, creativity and mastery. Experiential and tangible rewards that can be shared with family or colleagues. Contributing to the wellbeing of others mentoring, service projects and charitable contributions. Peer-to-peer recognition that can include tangible value. Symbolic rewards and rituals that infuse meaning. 26 Leadership and Mindset Success Story 27 9

10 Creating a Culture Leadership What behaviors have the greatest impact? Goal-Setting Inputs as well as outputs? Measuring the right things? Recognition Progress Feedback Accurate and timely? Social context? Celebrate milestones? Rewards Do they enrich people s lives? 28 Bringing It Home: Five Minute Individual Application Instructions: Think of an area of importance to your business. What change can you implement to accelerate growth mindset, or remove a barrier? Share your ideas! Leadership Goal-Setting Progress Feedback Rewards 29 What we experienced SELF Reflection THEORY BEST PRACTICES INDIVIDUAL APP + Employee Recognition 30 10

11 Resource List Mindset by C. Dweck Mindset Assessment Succeed: How we can reach our goals by H. G. Halvorson Implementation Intentions Strong effects of simple plans (P.M. Golwitzer, The American Psychologist 54, 1999) The Progress Principle by T. Amabile and T. Kramer How Companies Can Profit from a (HBR, ) 31 The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking. Albert Einstein 32 Thank You! 33 11