Quotes About Mindset

organizational improvement, even turnaround, is less a matter of getting the wrong people off the bus than a matter of helping people see. It is a matter of changing mindset.

while behaviors drive results, behaviors themselves are informed and shaped by one's mindset.

When we're carrying this germ, we're just wars waiting to happen.

Self-deception actually determines one's experience in every aspect of life.

When leaders begin to take seriously the project of not taking themselves too seriously and begin collapsing the distinctions between themselves and others, they are positioned to begin scaling mindset change.

Hiring and onboarding approaches, sales and marketing processes, budgeting practices, incentive structures, performance evaluation and management systems, and every other organizational system, structure, and process can be conceived and deployed in inward-mindset or outward-mindset ways. Organizations that are serious about operating with an outward mindset turn these systems and processes outward to invite and reinforce outward-mindset working.

As you will discover, the mutual impact people have on one another turns on whether they carry a self-focused inward mindset or an others-inclusive outward mindset. Understanding the dynamics of this mutual reciprocity and what to do to improve it is the focus of this book.

when our hearts are at war, we not only invite failure, we invest in it.

So while it's true that behavior drives results, it's also true that mindset drives behavior. Consequently, any solution to human problems that ignores this reality ignores too much of what's true to produce reliable results.

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.

Most approaches to leadership share two common problems. As we've discussed in this chapter, they fail to account adequately for mindset and therefore put too much faith in our ability to change behavior without addressing mindset. In addition, however, a problem that originated in Western thought some four hundred years ago has led to mindset and leadership approaches that are built on a mistake.

So while it's true that behavior drives results, it's also true that mindset drives behavior.

I become an agent of change," Yusuf continued, "only to the degree that I begin to live to help things go right rather than simply to correct things that are going wrong.

We're so convinced that how we think and feel about other people is caused by them," he says, "by what they have or haven't done, by how inconsiderate they have been to us or how judgmental, and so on. But a seventeen-year-old young woman taught me that this wasn't true. I see people the way I see them because of me.

If I have an outward mindset, knowing that the organization's success depends on my colleague's success as well as my own, I will feel an obligation to help my colleague succeed.

being able to operate with an outward mindset when others do not is a critically important ability. It is the most important move.

In fact, what obscures vision and exposes people to more risk is not an outward mindset, which stays fully alive to and aware of others, but an inward one, which turns its attention away from others while simultaneously provoking resistance.

people who consistently work with an outward mindset excel in three ways that those who work with an inward mindset do not. They 1. see the needs, objectives, and challenges of others 2. adjust their efforts to be more helpful to others 3. measure and hold themselves accountable for the impact of their work on others

A related reason why people resist making the most important move is that they think an outward mindset will make them soft when hard behavior is required. But this is a misunderstanding. As we've said, an outward mindset doesn't make people soft; it just makes them open, curious, and aware. Similarly, an inward mindset doesn't make people hard. In fact, people whose mindsets are inward often engage in behaviors that are softer than would actually be helpful.

Ask yourself the following questions: Have I (or we) thought this through with an outward mindset? Do I understand the needs, objectives, and challenges of those involved? Have I adjusted my efforts in light of those issues? And have I been holding myself accountable for my impact on these people? Have you considered what mindset-level changes might be necessary in addition to behavioral changes?

The issue, of course, is not the mountain, whether that mountain is the dishes or the lawn or the title; or whether, for that matter, the mountain is Mount Moriah itself. No, the issue lies beneath the mountain in the realities in our hearts that make these mountains our battlegrounds.

a vantage point from where I could ponder my life in a new way free from the blame and self-justification of the box.

Living is easier with eyes closed.

People suffer because they are caught in their views. As soon as we release those views, we are free and we don't suffer anymore.