The Invisible Operating System of Your Organization
Here is the reality for most organizations: You have clear strategies, talented people, and robust processes. Yet, execution stalls, accountability feels forced, and the same interpersonal friction resurfaces quarter after quarter.
Why? Because you are trying to solve behavioral problems without addressing the lens through which your people see the world.
What is an outward mindset? Simply put, having an outward mindset means seeing others as people who matter like we matter.
When we operate with an outward mindset, we understand that our colleagues, customers, and managers have needs, objectives, and challenges that are just as real and legitimate as our own. Consequently, we focus on our impact—doing our work in a way that helps others be effective—rather than just focusing on our own output.
To truly understand the outward mindset, you have to understand the alternative. The default state for many people under pressure—and for many organizational cultures—is the Inward Mindset.
When we have an inward mindset, we are self-focused. We see others not as people, but as objects. We view them in one of three ways:
When leaders operate with an inward mindset, they might deliver on their personal KPIs, but they often do so at the expense of the organization. They hoard resources, deflect blame, or fail to communicate vital information because they are focused on their success, not the collective success.
Shifting to an outward mindset isn't about being "nice" or "soft." It’s about seeing reality clearly. It transforms how we approach our work in three specific ways:
1. See others Stop assuming and start getting curious. Actively work to understand the objectives and challenges of the people you impact—your direct reports, peers, and customers.
2. Adjust Efforts Once you see what others need to succeed, change how you work. Don't just ask, "Did I do my job?" Ask, "Did I do my job in a way that helped you do yours?".
3. Measure Impact Hold yourself accountable not just for your activities, but for your impact on the results of others and the organization as a whole.
Mindset drives behavior, and behavior drives results. If you try to change behavior (e.g., "collaborate more") without changing the mindset (the inward focus), the change won't stick.
Research by McKinsey & Company found that organizations that identify and address mindsets at the outset of a transformation are four times more likely to succeed than those that focus only on behavior.
When an organization shifts to an outward mindset:
You cannot mandate an outward mindset. You can't policy your way into it. However, you can equip your organization to change.
It starts with self-awareness. Most people believe they are already outward; our data shows that people rate themselves as being 50% more outward than their colleagues. We are often blind to the ways we are creating the very problems we complain about.
The journey begins by helping your leaders and teams see where they have turned inward—where they are blaming, justifying, and seeing others as objects—and giving them the practical tools to turn outward.
Q: Is an outward mindset just about being selfless?
A: No. An outward mindset is not about abandoning your own goals or letting people walk all over you. It is about achieving your objectives in a way that considers the whole picture. In fact, people with an outward mindset are often more direct and effective because they can address problems without the friction caused by blame and self-protection.
Q: Can you really change an organization's mindset?
A: Yes, but it requires a structured approach. It isn't a one-time event. It involves equipping leaders to model the shift (making the "most important move"), integrating outward mindset tools into daily workflows (like meetings and performance reviews), and rethinking systems that might reward inward behavior.
Q: How do I know if my team has an inward mindset?
A: Look for the symptoms: Is there frequent finger-pointing when things go wrong? Do departments hoard information? Is there a gap between what was "communicated" and what was "understood"? Do meetings feel like negotiations rather than collaborations? These are all hallmarks of an inward mindset culture.