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Personal and SystemChangesThe answer you never expectedOscar Benavides
My TeachersObenavides@fivetwo.com
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Who’s on First?Partnering to Co-create BreakthroughHold ItBackWatch ItHappenHelp ItHappenOMDBObenavides@fivetwo.comMake ItHappen
The 20% principleObenavides@fivetwo.com
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The Arbinger Mindset ModelLet’s say that this representsour current level of results asan organization orpersonally.CURRENTRESULTSLet’s assume that our results havebeen produced by our organizationalor personal behaviorsBEHAVIORSBut, let’s also assume that ourbehaviors are driven by ourorganizational or personal mindsets how we see our – and others’ –challenges, choices, opportunities,and so onMINDSETObenavides@fivetwo.comCopyright:Arbinger Institute
What if we want or need to improve?CURRENTDESIREDRESULTSLet’s say we have a higher goal,How do we get ght:Arbinger Institute
The most common approach to improvement ides@fivetwo.comCopyright:Arbinger Institute
Is there a better way?CURRENTRESULTSDESIREDRESULTSSo how can we ensure that we will reach ahigher goal?BEHAVIORSBy working to change not only behaviors,but also the underlying mindsets that informand drive er Institute
The better way ides@fivetwo.comCopyright:Arbinger Institute
WDealing with thingsthat go wrongCorrectTeach &CommunicateLESSONS OF THE PYRAMID1WORK BOTTOM UPMost time and effort should be spent at thelower levels of the pyramid.2WHEN STUCK, GO LOWERThe solution to a problem at one level of thepyramid is always below that level.3MINDSET MATTERS MOSTUltimately, my effectiveness at each level ofthe pyramid depends on the lowest level of thepyramid—my mindset.Listen & LearnHelping thingsgo rightBuild the RelationshipBuild Relationships with OthersWho Have InfluenceGet out of the box:improve my mindsetObenavides@fivetwo.comCopyright:Arbinger Institute
WOthersDON’TMATTERlike I matterINWARD MINDSETInward vs. OutwardMy objectives& behaviors areself-focusedObenavides@fivetwo.comSo their needs,objectives, andchallenges don’treally matter to meCopyright:Arbinger Institute
WOthersDON’TMATTERlike I matterINWARD MINDSETInward vs. OutwardOthers areOBJECTSMy objectives& behaviors areself-focusedVehicles that I useObstacles that I blameIrrelevancies that I ignoreObenavides@fivetwo.comCopyright:Arbinger Institute
WOthersDON’TMATTERlike I matterINWARD MINDSETOthersMATTERlike I matterOUTWARD MINDSETInward vs. OutwardOthers areOBJECTSMy objectives& behaviors areself-focusedOthers arePEOPLEObenavides@fivetwo.comTheir needs,objectives &challengesmatter to meCopyright:Arbinger Institute
WOthersDON’TMATTERlike I matterINWARD MINDSETOthersMATTERlike I matterOUTWARD MINDSETInward vs. OutwardOthers areOBJECTSMy objectives& behaviors areself-focusedOthers arePEOPLEMy objectives& behaviors takeothers intoaccountObenavides@fivetwo.comTheir needs,objectives &challengesCopyright:Arbinger Institute
WI focus only onMY resultsINWARD MINDSETI focus onOUR resultsOUTWARD MINDSETInward vs. OutwardOthers areOBJECTSMy objectives& behaviors areself-focusedOthers arePEOPLEMy objectives& behaviors takeothers intoaccountObenavides@fivetwo.comTheir needs,objectives &challengesCopyright:Arbinger Institute
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WCollusionWHAT IDOWHAT THEY SEEBlameAn ObjectLet’s supposeHow do peopleI’m in the boxoften respondtoward to blame?WHAT I SEEWHATTHEY DOAn r Institute
WDealing with thingsthat go wrongCorrectTeach &CommunicateLESSONS OF THE PYRAMID1WORK BOTTOM UPMost time and effort should be spent at thelower levels of the pyramid.2WHEN STUCK, GO LOWERThe solution to a problem at one level of thepyramid is always below that level.3MINDSET MATTERS MOSTUltimately, my effectiveness at each level ofthe pyramid depends on the lowest level of thepyramid—my mindset.Listen & LearnHelping thingsgo rightBuild the RelationshipBuild Relationships with OthersWho Have InfluenceGet out of the box:improve my mindsetObenavides@fivetwo.comCopyright:Arbinger Institute
The Outward Mindset Pattern (S.A.M.)2ADJUST EFFORTSGiven what I learn about others, adjust myefforts in order to be more helpful3DIRECTORPEERSSEE OTHERSStrive to understand others’ needs,objectives, and challenges.MEASURE IMPACTMeasure and hold myself accountable for theimpact of my work on yright:Arbinger Institute
SUPERVISORPEERSCLIENTSThe “insidetriangles” representour own objectivesand t:Arbinger Institute
W1Think of someone you think needs tochange in some way2Identify the levels of the pyramid at whichyou have been weakest in this situation.3Brainstorm things you might do in theseand other levels of the pyramid to improvethis situation. (Write these ideas on thelines to the right of the pyramid.)4Pair up and discuss your ideas with a partner5Of the ideas you discussed, circle thethings you will doObenavides@fivetwo.comCopyright:Arbinger Institute
People First Organizational Changes Organizational values and personnel manual Leaders must be learners of this material. Donors, clients, partners must be seen as people so as to trulycollaborateObenavides@fivetwo.com
Practice ABCD Asset Based Community Development Our clients and caretakers are people with great value. See and seek client’s assets not just needs. Empower client’s and/or caretakers to solve own problems. Each person has dignity, don’t do for them what they can do forthemselvesObenavides@fivetwo.com
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The Outward Mindset Pattern (S.A.M.) SEE OTHERS Strive to understand others’ needs, objectives, and challenges. ADJUST EFFORTS Given what I learn about others, adjust my efforts in order to be more helpful M
