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Casual Articles - Is It Time To Change Your Mind About Mindsets?
Personal AccountsAccounts recording transactions relating to individuals or firms or company are known as personal accounts. Personal accounts may further be classified as :(1) Natural person's personal accounts: The accounts recording transactions relating to individual human beings e.g., Anand's A/c, Remesh's A/c, Pankaj's A/c are classified as natural person's personal accounts.(2) Artificial person's personal account: The accounts recording transactions relating to limited companies. bank, firm, institution, club. etc. e.g. Delhi Cloth Mill; Han
1) The skill set to change mindsets is missing in business.
Until recently, the focus of most businesses has been managing financial performance through the skilful analysis and diligent implementation of effective business processes. Business leaders unwittingly apply the same skills of analysis and management to people. While this can affect what people do, it doesn’t impact people’s mindsets. In fact, it’s counterproductive to manage people in the same way as managing business processes (after all, the inventory system doesn’t have an opinion about what it does!).
2) It is personally uncomfortable
A crucial element
In this the fourth and final part of articles about how to obtain the best service from your contract cleaner I look at the remaining three questions. These three can to some degree all be grouped and considered together. Are your staff fully trained in appropriate Health and Safety practices? Can this be verified? Can your staff speak and understand English? Will your staff be able to understand written instructions? In part 1 of this series I referred to the survey of the top 150 UK wide cleaning firms and I shall do so again. From this
Passion, inspiration and commitment are a function of people’s mindsets. The usual perception is that a) people either have the right mindset or they don’t; or b) if they aren’t already passionate, inspired and committed in their job, the only practical way to change this is to change their job.
If this has been your view of how mindsets work, we have good news: People’s mindsets can change quickly - even in one conversation.
How can mindsets change quickly?
1) Mindsets are separate from the current situation
It’s a myth that mindsets are directly caused by the current situation. We often hear "I’d be more committed in this role if they gave us the budget we asked for", or "we can’t make the target in the current market environment". These views are limiting people’s potential, when it’s equally possible to have a different perspective on the same situation: "We can’t fund all the great ideas we have - we should focus only on the most important ones," or "any change in the market always surfaces new opportunities; we will create a new way to make the target."
2) The skills to change mindsets are different from the skills needed to change situations
Mindsets are fixed perspectives about a situation. The situation is a separate set of facts. The skills to alter people’s mindsets are things like listening, honouring and inquiring; the skills to alter the situation are things like information gathering, analysis and presentation. People usually try to affect mindsets with information, analysis and presentation - it doesn’t work. For example, the way to change people’s mindset about their budget is NOT to explain to them why the budget was cut - while this is essential, it is not enough. Mindsets (fixed perspectives) soften when they are listened to and honoured - not criticised or proved inaccurate. Once they are listened to, people are more open to other views, not the "right" or "better" ones, simply equally valid ones. When this is done skilfully, people always embrace a perspective that empowers everyone and is best for the organisation.
3) New mindsets are sustained through actions and results
When people embrace a new mindset, they always see new actions to take, consistent with their new view; these could be conversations to have, commitments to make, things to stop doing, etc. It’s crucial to take these actions quickly. These actions need to be cared for like a child taking his/her first steps - every effort needs to be taken to ensure that they are successful. Once there are enough steps taken and results produced, the new mindset is sustainable. The bonus is that your organisation sees objective results along the way.
It’s simple, but not easy!
If it’s so simple, why isn’t everyone doing this already? There are two main reasons for this:
1) The skill set to change mindsets is missing in business.
Until recently, the focus of most businesses has been managing financial performance through the skilful analysis and diligent implementation of effective business processes. Business leaders unwittingly apply the same skills of analysis and management to people. While this can affect what people do, it doesn’t impact people’s mindsets. In fact, it’s counterproductive to manage people in the same way as managing business processes (after all, the inventory system doesn’t have an opinion about what it does!).
2) It is personally uncomfortable
A crucial element
There is not much of a difference between marketing and advertising. Both are related with the sales of products. Today both marketing and advertising have become extremely essential for big as well as small establishments. The marketing of a product through advertising has become essential for its sale, as advertising is a powerful medium that connects directly with the masses. Due to this increased demand of marketing and advertising, it is a good career option today. The marketing and advertising industry deals with multi-million-dollar campaigns and there is a lot of glamor surroun
2) The skills to change mindsets are different from the skills needed to change situations
Mindsets are fixed perspectives about a situation. The situation is a separate set of facts. The skills to alter people’s mindsets are things like listening, honouring and inquiring; the skills to alter the situation are things like information gathering, analysis and presentation. People usually try to affect mindsets with information, analysis and presentation - it doesn’t work. For example, the way to change people’s mindset about their budget is NOT to explain to them why the budget was cut - while this is essential, it is not enough. Mindsets (fixed perspectives) soften when they are listened to and honoured - not criticised or proved inaccurate. Once they are listened to, people are more open to other views, not the "right" or "better" ones, simply equally valid ones. When this is done skilfully, people always embrace a perspective that empowers everyone and is best for the organisation.
3) New mindsets are sustained through actions and results
When people embrace a new mindset, they always see new actions to take, consistent with their new view; these could be conversations to have, commitments to make, things to stop doing, etc. It’s crucial to take these actions quickly. These actions need to be cared for like a child taking his/her first steps - every effort needs to be taken to ensure that they are successful. Once there are enough steps taken and results produced, the new mindset is sustainable. The bonus is that your organisation sees objective results along the way.
It’s simple, but not easy!
If it’s so simple, why isn’t everyone doing this already? There are two main reasons for this:
1) The skill set to change mindsets is missing in business.
Until recently, the focus of most businesses has been managing financial performance through the skilful analysis and diligent implementation of effective business processes. Business leaders unwittingly apply the same skills of analysis and management to people. While this can affect what people do, it doesn’t impact people’s mindsets. In fact, it’s counterproductive to manage people in the same way as managing business processes (after all, the inventory system doesn’t have an opinion about what it does!).
2) It is personally uncomfortable
A crucial element
When you send people your resume, whether it's through regular mail, overnight mail, e-mail, or a fax, it's important to include a one-page cover letter. This letter must be carefully written so that it's just as convincing a document as your resume. The reason for this is that the only purpose of a cover letter is to provide information about yourself that will make people want to read your resume.Gone are the days when a cover letter was a formality, where it sufficed to offer a few sentences explaining that you were enclosing your resume because you wanted to set up an intervi
3) New mindsets are sustained through actions and results
When people embrace a new mindset, they always see new actions to take, consistent with their new view; these could be conversations to have, commitments to make, things to stop doing, etc. It’s crucial to take these actions quickly. These actions need to be cared for like a child taking his/her first steps - every effort needs to be taken to ensure that they are successful. Once there are enough steps taken and results produced, the new mindset is sustainable. The bonus is that your organisation sees objective results along the way.
It’s simple, but not easy!
If it’s so simple, why isn’t everyone doing this already? There are two main reasons for this:
1) The skill set to change mindsets is missing in business.
Until recently, the focus of most businesses has been managing financial performance through the skilful analysis and diligent implementation of effective business processes. Business leaders unwittingly apply the same skills of analysis and management to people. While this can affect what people do, it doesn’t impact people’s mindsets. In fact, it’s counterproductive to manage people in the same way as managing business processes (after all, the inventory system doesn’t have an opinion about what it does!).
2) It is personally uncomfortable
A crucial element
Welcome to your new country. You're come here for fun, excitement, change, challenge, and perhaps money. Will the locals speak your language? I'm not trying to scare you, but perhaps they won't. Will some people there speak your language, oh most definitely. This is only one of the things that you may have to think about when you plan on going to a new country.Culture shock is an interesting phenomenon that doesn't affect everyone the same way. Some just can't understand it when the locals don't speak English. Some can't comprehend why there aren't any English signs anywhere to b
3) New mindsets are sustained through actions and results
When people embrace a new mindset, they always see new actions to take, consistent with their new view; these could be conversations to have, commitments to make, things to stop doing, etc. It’s crucial to take these actions quickly. These actions need to be cared for like a child taking his/her first steps - every effort needs to be taken to ensure that they are successful. Once there are enough steps taken and results produced, the new mindset is sustainable. The bonus is that your organisation sees objective results along the way.
It’s simple, but not easy!
If it’s so simple, why isn’t everyone doing this already? There are two main reasons for this:
1) The skill set to change mindsets is missing in business.
Until recently, the focus of most businesses has been managing financial performance through the skilful analysis and diligent implementation of effective business processes. Business leaders unwittingly apply the same skills of analysis and management to people. While this can affect what people do, it doesn’t impact people’s mindsets. In fact, it’s counterproductive to manage people in the same way as managing business processes (after all, the inventory system doesn’t have an opinion about what it does!).
2) It is personally uncomfortable
A crucial element
The Art of Storytelling (eg. 'Branding')A few years ago at a conference for a large, multi-national corporation, I sat and waited for the keynote speaker. She was described in the program as a woman with all the appropriate credentials. At the podium, she said she forgot the notes for her speech and she would tell a story instead.The grey suited crowd shifted in their chairs, glanced left and right at each other. She began by asking for the lights to be turned down and for all of us to close our eyes. She then told a story ab
1) The skill set to change mindsets is missing in business.
Until recently, the focus of most businesses has been managing financial performance through the skilful analysis and diligent implementation of effective business processes. Business leaders unwittingly apply the same skills of analysis and management to people. While this can affect what people do, it doesn’t impact people’s mindsets. In fact, it’s counterproductive to manage people in the same way as managing business processes (after all, the inventory system doesn’t have an opinion about what it does!).
2) It is personally uncomfortable
A crucial element in changing mindsets is the willingness to suspend your own beliefs about people and situations -- many people resist doing this. But you can’t change another’s mindset if you have a limiting mindset of your own. People who are skilful at changing mindsets consistently challenge their own mindsets so these are out of the way when they are coaching others. This is never a comfortable thing to do - and therefore rarely done.
Why bother with mindsets?
Mindsets are the key to unlocking the potential in your organisation. Limiting mindsets can be quickly shifted to empowering mindsets, and the impact of these shifts can be seen in objective results within a matter of months. The catch is, you need to be willing to abandon your own mindsets - in front of other people! Are you willing to do this? Do you have the courage to change your mind about your own mindsets?
==> for more information view the original newsletter article here <==
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