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Again this week, I thank you for being here.
As you know, changing the culture of an organization is complex and requires knowledge from a variety of fields, from psychology to the neuroscience of change and leadership to frameworks.
One of the things that’s rarely discussed in the workplace is self-limiting beliefs. They’re barely mentioned in courses, but they’re a critical issue if you want to change organizational dynamics.
A self-limiting belief is a fundamental non-positive opinion that a person or social group has about themselves. Culturally, this type of belief can be a driving force if handled properly, but in most cases, it’s a blind spot.
When we’re immersed in the culture, we can rarely see them because they’re part of the social dynamic, and that makes them invisible in an unnoticeable way.
According to a Gartner® survey, 50% of leaders lack confidence in their own leadership skills. Out of 2,800 respondents, only half said they were “well equipped to lead their organizations in the future.” In other words, self-limiting beliefs prevent entrepreneurs, leaders, and managers from doing their jobs with full conviction of their abilities.
A leader must be able to mobilize people, and individuals must also have the need to mobilize to achieve a shared goal. Self-limiting beliefs can be a barrier to mobilizing people in the desired direction.
There’s good news for the world’s leaders and change consultants! A discovery proves that higher levels of dopamine in the brain accelerate belief change (*).
When we were developing the M-Leadership Framework, we took this into account to help leaders and organizations accelerate change.
At that point, we created the Mobilizing Purpose method. The Mobilizing Purpose Method is a specific type of communication structure and behavior that enables leaders to communicate more effectively and help people achieve a shared goal.
The Mobilizing Purpose method is also based on the neuroscience of change and the latest research on the effects of communication and behaviors on the brain. Among the benefits of a Mobilizing Purpose is that it can be used anywhere in the organization, regardless of what stage of change people are in.
The Mobilizing Purpose method enables leaders to consider better and healthier triggers in others, creating situations in which more dopamine might be released in the brain so that limiting beliefs, among other things, can be changed.
This makes it easier to remove limiting beliefs and thus develop an organization’s culture more quickly.
If you want to learn more about the M-Leadership Program, you can check it out here.
When moving to agile, it’s important that the team aligns its mindset and logic with the agile ways and philosophy. This is a process and takes more than a 2-day workshop or certification. It’s about inner work, reflection and the introduction of agile habits.
Click here to Watch it (60 minutes, Spanish subtitles)
As a Proctor Gallagher Institute consultant, Stephanie Schuster shows us how to create a paradigm shift that can accelerate Mindset transformation and evolution.
Stephanie isn’t only an excellent professional and a person with innovative ideas, she also has an incredible ability to explain complex concepts in a simple way and put them into an actionable framework.
We have been working over the last few weeks on our glossary of change models, frameworks, and practices that we have developed in recent times.
This reflects our vision of where the organizational change industry should go in the coming years, as well as new organizational models that we make available to companies around the world.
You can visit it here. There are over 40 new models that can help you accelerate sustainable change in your organization.
For many of you, the beginning of the year is planning for the next few months in terms of careers and courses. We’re pleased to announce that in January we’ll continue our Certified Change Consultant courses in various parts of the world. If you’re in a time zone near the Trainers, we invite you to connect with them and give your career in organizational change a boost with the coming remote Training.
Sandip Rananavare (Australia), LAST PLACES!, English
Issame El-kharbili, (Europe)
From Enterprise Agility University, we hope you found our scientific newsletter useful, and we’ll see you next week.
(*) “Dopaminergic basis for signaling belief updates, but not surprise, and the link to paranoia” by Matthew M. Nour, Tarik Dahoun, Philipp Schwartenbeck, Rick A. Adams, Thomas H. B. FitzGerald, Christopher Coello, Matthew B. Wall, Raymond J. Dolan, and Oliver D. Howes in PNAS.
