When I’m asked to look at organizational plans, one item that emerges as problematic is when it is initiative rich without clear connections to mindsets.
Initiatives get all the buzz. These get all the focus. But very, very little in terms of organizational growth is about initiatives. The key is collective and individual mindset growth.
How do you know if you are initiative implementation focused instead of mindset growth focused?
- People talk about organizational fatigue or too many initiatives instead of talk about organizational evolution and adjustments of initiatives
- People use negative, frustrated, and tense language such as “how long will this last?” instead of thoughtful, inquisitive language such as “what does this mean and how can I utilize this”
- Leadership uses language associated with getting buy-in instead of language associated with people coming to believe, grow, and lead
- Success is measured in terms of project completion instead of measured in terms of ongoing organizational influence and progress
Organizational fatigue is not a problem of perpetual motion. It is a problem of initiative buy-in focus instead of mindset belief growth. It is a problem of a short-term win focus.
Now don’t get me wrong. Initiatives are important. However, these need to be tied to the mindsets that organizations are trying to grow. If not, you’ll find people concerned about time, another initiative, etc.
I believe in these mindsets: a sense of agency, agility, collaboration, freedom, innovation, joy and happiness. With each initiative that I lead, I ask the following:
- does this initiative support or go against those mindset
- how will these initiatives continue to grow those mindset
- how are these presented in order to show support for those mindsets
- if the initiative is against these mindsets, how is this shared and discussed so we have organizational and landscape awareness.
What are the mindsets you value? How are these being tied to and supported by initiatives?