- Abhisek Nag, Manager of HR, Manipal Hospitals
- Astrid Baumgardner, President and Founder, Astrid Baumgardner Coaching + Training/Lecturer & Head of Office of Career Strategies, Yale University School of Music
- Bill Lamphear, VP of HR Operations, Pace Industries, LLC
- Ed Holinski, Director of Talent Development Services, American Society of Employers
- Flora Pasini, VP of HR, Altus Group Limited
- Harpal Sekhon, Leadership Development Manager, Unilever
- Irwin Jankovic, Ph.D., Strategic Program Manager HR, Metropolitan Water District of Southern California
- John Roberts, Ph.D., President, Philomathia Group
- Josh Arceneaux, North Highland
- Julie Pepin, Manager, Global Organizational Development, Gildan Activewear Inc.
- Louis Ansara, Director, Corporate HR, Worthington Industries
- Margie Meacham, CEO and Chief Freedom Officer, Learningtogo, LLC
- Michelle M. Smith, CPIM, CRP, Vice President, Marketing, OC Tanner
- Naz Dormani, Ph.D. Candidate in Organizational Leadership
- Nicolette Moore, North Highland
- Orlando Castillo, Manager of Organizational Effectiveness, Capital Farm Credit
- Terri Bryant-Harrell, VP of Corporate HR, Diversity & Compliance, Dr Pepper Snapple Group
- Organizations struggle to increase innovation at the necessary pace of change to remain competitive, and they need employees to be able to continuously learn and grow to do so.
- A static mindset that does not learn from failure or feedback, avoids risk, and does not value effort hinders these desired outcomes.
- For employees to continuously learn and take responsibility for their own development, they must change their mindset from static to dynamic learning.
- This change not only requires that employees shift their mindset, but also demands that the organization has mechanisms in place to enable them and HR has the processes to support them.
- Most organizations focus on one or two dynamic learning mindset (DLM) tenets to help drive success, but it is the active focus on all five tenets and the practice of them in unison that truly make the difference between small-scale success or widespread achievement.
- Fostering a DLM is a continuous and active process. Passivity is not an option.
- Achieving DLM integration will require modifications to HR functions. Keep culture in mind to avoid making changes that are not culturally aligned.
Impact and Result
- Foster a DLM in your organization at three levels: the broader organizational level, the integrated HR level, and the employee level.
- A DLM has five tenets that speak to building resilience in employees, promoting innovation and creativity, and fostering a commitment to diligent personal growth.
- Developing a DLM starts at the top, and senior executives – including the CHRO – must embody, vocally support, and truly live and learn the tenets. This will show all employees that the organization is serious and committed to this project.
- Once you’ve enabled a DLM at the organizational level, the HR department must support the tenets throughout each HR function, starting with competencies as the foundation.
- Finally, train employees on what a DLM is and give them the tools they need to succeed.
1. Build organizational readiness
Understand the pains that occur without a DLM, and how a DLM project can help alleviate those pains.
2. Integrate and incent a DLM across HR functions
Assess organizational culture and account for how each tenet can be represented at the organizational level.
3. Develop your employee training structure
Assess the DLM of the HR team and identify how each area of HR can better represent the DLM tenets.
4. Plan for next steps and iterations
Finalize planning and focus on how to communicate and follow up on DLM plans.
This guided implementation is a five call advisory process.
Guided Implementation #1 - Build organizational readiness
Call #1 - Discuss project rationale for a DLM, including benefits and pain relief.
Call #2 - Review initiatives for the organization to enable a DLM.
Guided Implementation #2 - Integrate and incent a DLM
Call #1 - Discuss research recommendations and review the initiatives that have been developed to provide feedback.
Guided Implementation #3 - Develop your employee training structure
Call #1 - Discuss high-level goals and metrics and review training recommendations as well as training project plan for feedback.
Guided Implementation #4 - Plan for next steps and iterations
Call #1 - Discuss finalizing plans for a DLM and review how to update planning and measure success of the project.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Impact of DLM and Stakeholder Buy-In
- Identify and understand the impact of a DLM, how to enable it, and how to get stakeholder support.
Key Benefits Achieved
- Challenges and successes are identified, tenets activation is discussed, and a plan is prepared for stakeholder support.
Brainstorm the impact of a DLM on organizational challenges and successes.
- Impact of a DLM on challenges and successes is understood
Craft your stakeholder buy-in plan.
- Buy-in plan for stakeholder support created
Identify ways to enable a DLM.
- DLM tenets enabled
Module 2: Create an Integration Strategy
- Understand the current mindset.
- Develop an integration strategy.
Key Benefits Achieved
- Determination of the most successful members of the team and their place on the mindset spectrum post activity.
- Integration strategy is ready.
Assess your mindset.
- Benefit of DLM for the department is determined
Create your HR integration strategy.
- Integration strategy is developed
Module 3: Set Metrics and Develop Project Plan
- Set project goals and metrics.
- Create a project plan for DLM.
Key Benefits Achieved
- Metrics and goals at all levels are set.
- Project plan is developed and ready.
Set high-level goals and metrics for DLM training.
- Goals and metrics identified and set
Develop the project plan for DLM training.
- Project plan for DLM training is developed
Set final metrics for the overall DLM program.
- Overall DLM metrics are set