Getting personal about change
The need to shift mind-sets is the biggest block to successful transformations. The key lies in making the shift both individual and institutional—at the same time.
It’s hard to process and evaluate new ideas to improve your business as we’re constantly inundated, but for any organisation, the inability to shift mindsets is the biggest hindrance to a successful transformation. The pivotal ingredient for transformation is alteration, and making that alteration for both the individual and organisation as a whole concurrently, according to Scott Keller and Bill Schaninger, senior partners at McKinsey & Company.
Shifting mindset is no easy feat, but neglecting what is on the minds of employees is a recipe for disaster. “Executives at companies that took the time and trouble to address mind-sets were four times more likely than those that didn’t to rate their change programs as at least successful” were the findings of Scott Keller and Bill Schaninger, whilst conducting research for their latest book Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change (John Wiley & Sons, July 2019)
So what does it take to achieve this shift in mindset of employees and see it become reality?
1. Identify the limiting mind sets.
2. Reframe them.
3. Make sure people don’t revert to earlier behaviours.
By uncovering subconscious mindsets through a number of different techniques, Keller and Schaninger explain how employees become open to new ways of looking at what is possible for them and their organisation to achieve, therefore avoiding slipping back into old mindsets where they didn’t have that broader perspective.
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About the author(s) Scott Keller is a senior partner in McKinsey’s Southern California office, and Bill Schaninger is a senior partner in the Philadelphia office.
This article was originally published by McKinsey & Company, www.mckinsey.com. Copyright (c) 2019 All rights reserved. Reprinted by permission.