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Enterprise WithinTM – Mind-Set For Growth

Enterprise WithinTM – Mind-Set for Growth

As part of examining the 6 areas of Enterprise WithinTM we take a look at area 4 – Mind-Set for Growth.

It is common (unfortunately) that when organisations have grown and become established they can become stuck in familiar ways of working. The board or shareholders mEnterprise Within<sup>TM<sup> - Mind-Set for Growth Rebecca Jones Motivational Speaker ay take a more conservative role or be less willing to take a chance on new initiatives.

There could also be a culture of fear where concerns about spoiling existing success means that innovation and creativity are no longer business imperatives.

Employees who fear losing their jobs will also keep their ideas to themselves or feel scared to ‘rock the boat’.

This can lead to a less than enterprising workforce and stilted growth where the organisation is not able to move forward.

To not only survive, but to keep adapting and moving forward, organisations need to have a growth mind-set. This is a willingness to keep on trying and adapting to becoming even stronger and better at what they deliver.

But, many organisations create “brilliance blockers”. A ‘brilliance blocker is when organisational bureaucracy, hierarchy, rules and individuals all serve to block the ideas of intrapreneurial staff members.

“Brilliance blockers”

A person / group of people or a structure / process / procedure which stops a great idea from moving forward as it is just too awkward / unweeding to navigate

A mind-set for growth is about having an open and honest discussion with staff about what your organisation is seeking to achieve. Only then will staff come forward with ideas without fear of being laughed at or judged.

Developing a growth mind-set within your organisation will ensure that staff members are always looking to improve and grow.

It is possible to take the concept of growth mind-set and embed it within an organisation. This is done by encouraging the whole organisation to consider moving forward through effort and trying, rather than accepting existing limits.

Additionally, by supporting and encouraging learning, alongside making effort, it is probable that staff will feel all their effort is rewarded rather than just successful outcomes.

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