Arbinger Institute's Blog, page 9

How Arbinger can help you create a high-performance culture

If the past few years have taught us anything, it’s that in the world of work, change is the new constant. We’ve seen trends emerge like the great resignation and quiet quitting—which indicate a major shift. People want a more human work experience. We have moved from an employer-centric to a people-centric workforce.

When organizations focus on the wellbeing of their employees and transforms their culture, there are measurable increases in revenue and market returns, lower turnover, and ultimately, a more engaged and productive workforce. 

While there’s no silver bullet solution that can overhaul your organization’s culture overnight, working with Arbinger has proved to be the surefire solution our clients have been searching for. (We’ve helped transform over 2000 organizations to date!) 

Let’s look at how Arbinger can help you transform your organization, one step at a time. 

The power of an outward mindset

Mindset is the mental attitude that determines how you will interpret and respond to situations. It is the lens through which we see our work, our relationships, and our world. It’s the foundation of all that we do and shapes how we do it. When organizations shift from an inward to an outward mindset, lasting change takes place. 

Take a look at some of these results from our clients:

270% increase in top-line revenue of a government contractor (who delivered Arbinger training to all 17,000 company employees)43% more trust that leaders see and respond to employee needs in a major metropolitan hospital 65% more product shipped by a large medical supplier during 6 months after Arbinger implementation (with no increase in staffing)

Shifting to an outward mindset is the one change that most dramatically improves performance, sparks collaboration, and accelerates innovation. By implementing an outward mindset across your organization–whether you are a corporation, non-profit, or government agency–you will position your employees to develop far more innovative solutions to their most challenging problems.

If you’re thinking, “Okay, but we’ve tried leadership development training before and nothing has changed,” we have news for you: 

There’s a reason that 70% of organizational change efforts fail. 

Why most change initiatives don’t work (and what makes Arbinger different)

The reality is, change initiatives often fail when they focus solely on changing behavior without addressing the underlying mindset that drives behavior. 

70% of organizational change efforts fail because they focus solely on changing behavior without addressing the underlying mindset that drives behavior. Executives at companies that address mindset were four times more likely than those that didn’t to rate their change programs as “successful.”

Changing mindset must happen before will sustainably behavior change. People’s beliefs, values, and attitudes influence their behavior. So, if you want to change behavior, you must first address the mindset that drives it. If you fail to do so, people may comply with new behaviors temporarily, but they’ll eventually revert to old behaviors with the same old inward mindset.

Organizations can only resolve internal problems and achieve breakthrough results by maximizing the extent to which their employees work with an outward mindset, taking into account their impact on others and focusing on the needs of the organization as a whole.

Our Managing Partner, Mitch Warner, explains Arbinger’s secret sauce for getting change efforts to stick: 

And don’t just take it from Mitch—our clients will tell you themselves:

Develop leaders with the mindset to succeed

Having strong leaders is essential to improving business performance. They set the tone for your organization’s culture, vision, and direction. They inspire and motivate their teams to achieve their full potential, and drive the organization towards its goals. 

When considering the importance of leadership development within your company, remember that:

People don’t quit companies, they quit bosses. Gallup found that 50% of employees left their job “to get away from their manager” at some point in their career.84% of employees cite the way leaders behave as the single most important factor influencing accountability in their organizations. Leaders should not just be holding people accountable, but developing accountable people. Leaders play a crucial role in retaining and engaging employees. The average cost of replacing an employee is 100% to 150% of their salary. For C-level positions, the cost is higher still—up to 213% of their salary. 

Leadership and Self-Deception, Arbinger’s international bestseller—with over 2 million copies sold worldwide—offers powerful insights on how an outward mindset changes the game for organizations in creating lasting motivation, resolving conflict, and improving collaboration.

Arbinger helped the leadership team at Spandex resolve long-standing conflicts and turn around a team of senior leaders embroiled in conflict. Here’s how:

Build high-performing teams

When teammates collaborate well, employees are more satisfied with their jobs, more engaged, and are more likely to stay with a company longer. All of these factors have an impact on your bottom line. In fact, 75% of employees agree teamwork and collaboration are crucial to organizational success. 

The three major outcomes of building a high-performing team are:

You’ll unlock new levels of collaboration You’ll get to the heart of the conflicts that impact productivity You’ll prevent burnout by boosting employee morale

Arbinger shows teams how an outward mindset will help them find new ways to solve old problems today and avoid them in the future. It ignites a level of engagement that’s both energizing and inspiring for everyone.

Hear it from our friends at Outfit7:

Watch their team transform and unlock new levels of collaboration (all while navigating a fast-paced software development environment) here:

Arbinger’s international bestseller, The Outward Mindset, helps you shift to a new mindset that will improve performance, spark collaboration, accelerate innovation, and make your life and the lives of everyone around you better.

Foster an inclusive culture 

We’re all worthy of being seen as people who matter, yet we often see people as obstacles or problems. You can’t make meaningful change to organizational culture unless you focus on the dehumanizing mindset that holds people and organizations back—which is where the Arbinger comes in. 

By leveraging Arbinger’s principles in diversity, equity, and inclusion (DEI), we help you shape the organizational culture that impacts employee engagement, retention, and performance.  

Arbinger helps organizations:

Operationalize psychological safety with a set of frameworks and strategies to ensure all voices are heardTransform team dynamics and reframe perspectives by enabling employees to examine their impact on othersCreate a culture of openness by empowering teammates to evaluate unhelpful biases and correct practices that erode equity and inclusion

Arbinger authored The Anatomy of Peace, an international bestseller, to address the diversity, equity, and inclusion challenges that plague our communities and organizations.

General Motors knew they needed to find the humanity within their workforce to be successful with the DEI initiatives they knew they needed to implement. They wanted more than a tactical to-do list when it came to their training and development—they wanted to get at the heart of inclusion. See the impact Outward Inclusion had on the General Motors team.  

What partnering with Arbinger looks like

The goal of Arbinger’s services is to bring out the best in your people through curated, ongoing learning experiences designed to shift mindsets and behaviors to drive exceptional organizational results. 

A partnership with Arbinger begins with assessing your organization’s goals, curating training to address your needs and challenges, certifying key members of your team to facilitate Arbinger training, the implementation of a sustainment program, ongoing coaching and consulting, and reviewing actionable insights to ensure your team is getting the most out of your investment. 

Curious about what an Arbinger training looks like in action? Here’s a peek at what you can expect from a workshop day

Are you ready to experience the impact of an outward mindset?

Clients across corporate, non-profit, government, and state and local businesses trust Arbinger to help maximize their team’s performance and drive lasting results. We help facilitate individual mindset change at all organizational levels, and provide the support needed to coordinate and sustain these shifts over time. Just ask our clients! To date, Arbinger has helped transform nearly 2000 companies and counting. Is yours next?

Time to bring the power of an outward mindset to your team! Tell us a bit about yourself and your organization, and we’ll get you connected to our team of experts. 

The post How Arbinger can help you create a high-performance culture  appeared first on Arbinger.

Developing a Winning Culture

As an organization whose purpose is to help other organizations transform their workplace culture, the bar for our own culture at Arbinger feels especially high. But what we tell our clients is true for us as well—when it comes to culture, you never “arrive.” The work is never over and done. Your culture is the dynamic, living core of your organization that takes careful, ongoing cultivation. However, even though you never complete the journey, you do experience the fruit of striving to work with an outward mindset—the morale and engagement of your team, the satisfaction and joy people experience in their work, and the results you are able to produce together. And while these fruits are the most important outcomes of any organization’s work to create a world-class culture, it is deeply gratifying when others outside your organization recognize this ongoing work.

For this reason we are incredibly proud to share that we are the recipients of three awards which both highlight our commitment to create a workplace culture at Arbinger that our team loves and demonstrates our commitment to deliver best-in-class solutions to help our clients do the same.

Best Places To Work Award

For the third year in a row, we are honored to receive the Salt Lake City Tribune’s Best Places to Work Award—a distinction given to select organizations whose employees feel a deep sense of value within an organizational culture that fosters belonging, ensures leadership excellence, and promotes professional development. More than any other recognition we could receive, this feedback from our own employees matters most as it confirms our highest aim—that seeing people as people and cultivating an inclusive culture is more than the philosophy at the heart of what we deliver to our clients. It’s the way we do business.

HIRE Vets Medallion Award

We are also deeply gratified to be named a 2022 recipient of the HIRE Vets Medallion Award for our commitment to hire, develop, and retain our United States veterans. In addition to the honor of serving clients in all branches of the U.S. military, we feel deeply honored to have many veterans serving in roles throughout Arbinger—as members of our executive leadership team, as account executives and client support professionals, and as facilitators who work onsite with our clients. The HIRE Vets Medallion Award is the only federal award recognizing exceptional achievement in veteran employment. But, as the recipients of this award, we have been pleased to discover that any recognition for supporting our nation’s veterans is far surpassed by the incredible value our veterans offer as they apply the deeply entrenched lessons that are born out of their service and share the influence of personal character forged in their sacrifice.

Training Magazine Choice Award for Leadership Development

Finally, in recognition of our cutting-edge leadership-development training and coaching, we are excited to share that Arbinger has received the Training Magazine Choice Award for Leadership Development. In an annual effort to “share what works” with all of Training’s audiences, Training Magazine invites their 56,000-plus engaged member community to cast their votes for the vendors they find to provide the most effective tools and solutions for their organizations. This year, more than 5,900 votes were cast by respondents representing over 650 companies to enable this peer-rated and crowd-sourced recognition of outstanding training products and solutions. We love this feedback from our clients. It means the world to us to see that our leadership development work—work that begins with the radical self-awareness we discuss in our international bestseller, Leadership & Self-Deception—continues to lead the industry as the best solution to develop truly great leaders.

Whether measured by external recognition or by the internal scales of work satisfaction, retention, and growth, the outward mindset will enable you to create the culture you aim for in your organization just as it does for us here at Arbinger. Your organization is your greatest laboratory just as Arbinger is for all of us who work here. But applying an outward mindset is no experiment. It is a proven strategy.

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How to Onboard a New Hire (With Free Tools)

How to Onboard a New Hire (With Free Tools)

Congratulations, you hired a new employee! After a few interviews and negotiations, you have brought on the person that will help bring your team to the next level. Now, the next step is getting this new hire onboarded and ready to hit the ground running. But as a busy manager or HR leader, how do you maximize the effectiveness of the onboarding process? How can you make sure your new hires have a good first experience?

The onboarding process is unique for each organization, covering specific training, tasks, company policies, role clarity, and outlining of the company culture. In this post, we’re going to focus on giving you the tools to onboard new hires to have clarity in their new role and make an impact for years beyond initial onboarding.

How to Start Thinking About the Onboarding Process

When onboarding a new hire, you have a lot of ground to cover in a short amount of time. This pressure can cause feelings of stress or anxiety from the HR team, hiring manager, and new employees. Before you start, take some time to think about what a good onboarding experience should look like and what a bad experience would look like. We’ve outlined a few of those examples to help get you started:

Good: New Hire…

Feels welcomedIs confident in their roleIs clear on expectationsKnows how and whom they will impactUnderstands company policiesFeels they belong and understand the company culture

Bad: New Hire…

Is confusedFeels like a numberIs unclear about their roleIs on an islandDoesn’t know where to start

This simple exercise will help you reset each time you start the onboarding process. When you’re in the right mindset, you will be more focused on providing the best experience possible, which will be a win-win-win for you, the new employee, and the organization. The numbers below show the contrast of an employee’s tenure depending on their onboarding experience.

If people don’t feel seen as a person, they won’t feel connected to their surroundings. It’s easy to think strictly about the process and forget there is a person on the other side. A good onboarding process starts with seeing each new hire as a person who wants to feel like they belong in their new role, team, and organization.

Understand Common Onboarding Challenges

Another part of this process is understanding common onboarding challenges for new hires. Knowing these will help you understand how to engage and interact with your new employee on a human level. When people are not seen as people with their own needs, challenges, and objectives, they are often seen as objects to be used. The problems below are more likely to occur when people are seen as objects.

To help counter these challenges, we have a few tips and tools for you to use when bringing on a new employee.

#1 Create Clarity Around Roles and Responsibilities

One of the most difficult areas of joining a new team is understanding what a day in their new job will entail. What are the main functions? To whom are they reporting? Where do they fit on the team? What does growth look like? Etc. These questions are not only essential for the new hire but for their manager as well. Without clear roles and responsibilities, both parties will end up confused and frustrated if these aren’t addressed upfront and in detail.

Arbinger’s Clarify Roles tool will help shape your new hire’s understanding of what they will be doing and who their work will be impacting.

The difference between this approach and traditional onboarding approaches is the emphasis on the impact of one’s work. Most organizations fail or ignore this step, which sets everyone up for failure.

Once there is an understanding of what needs to be done, the next step is understanding whom it will impact. If you’re working on your own without any idea of how the work you do will positively or negatively affect someone else, you’re working in a silo. And if this isn’t cleared up in the onboarding process, you’ll soon find conflict and frustration for everyone involved.

With a focus on role clarity and impact, your new hire will feel confident and understand how to contribute in their new role.

#2 Ask the Right Questions

This is the most practical and simple step of the onboarding process. We call it, Three Questions. These three questions will help your new employee fully understand how they will be impacting their co-workers and set up a cadence to check in and assess impact. To start, the questions are:

How does someone in my role affect or potentially affect your ability to do your work (both positively and negatively)?From your perspective, how could a person in my role be most helpful to you?How and at what frequency would you like me to check in and stay accountable to you for my impact on your ability to do your work?

One overlooked area of the onboarding process is creating space for people to build relationships with their new co-workers. With all the other steps in the process, there is little time associated with connecting with the people on their team. At the foundation of this process is allowing people to feel they are seen, heard, and understood as a person before anything else. Not a number, a job title, or their ability to produce.

When organizations use our tools and training to onboard, we’ve found they drive key conversations that:

Build RelationshipsDevelop ConnectionsSpark CreativityLocate Accountability

By simply using these three questions, your new hire will understand their role, whom it will impact, and how to regularly check in to assess their efforts and hold everyone accountable.

#3 Share with Your Manager

To wrap up this process, the last step is to have your new employee share their findings with their manager. Getting everyone on the same page will give everyone the ability to measure the results from the same viewpoint. The areas to cover in this meeting are:

How they perceive their roles.What adjustments do they plan to make to elevate impact? (Capability, Impact, Effort?)Ask for feedback.

The goal of a leader or manager is not to hold people accountable, but to develop accountable people. If your mindset as a leader is set only on holding people accountable, you will find yourself teaching and correcting more than trying to understand and build relationships. These three prompts will help develop your people to be accountable and give them actionable ways to assess their work and its impact on others.

How to Onboard New Hires in Practice

A successful onboarding process sets an employee up to succeed beyond the standard 90-day probation period. It gives them the tools to feel confident to do the work they were hired to do without confusion. No matter who you’re hiring, remember to focus on:

Orienting their work to account for their impact on others.Ensuring there is clarity regarding roles, responsibilities, and performance standards (including impact).Establishing a regular cadence of reporting and feedback based on one’s capabilities, impact, and effort.

Above all, remember your new employee is a person with needs, goals, and objectives that matter, just like yours. When your mindset is outward and you see people as people, you’ll help everyone perform at their highest level from the start of their onboarding process. If you need help, connect with one of our team members today.

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An Arbinger Success Story: Idaho National Laboratory

The Story of Idaho National Laboratory

Idaho National Laboratory started to implement the Arbinger Principles 18 years ago looking to create a more unified organization and a healthier company culture. INL is one of ten multiprogram national laboratories owned by the U.S. Department of Energy, working to “change the world’s energy future.” With close to 5,000 employees and an 890-square-mile work site, INL is the largest of the ten labs. Because of the magnitude of the organization, finding a universal way to connect with all those people becomes increasingly difficult. Especially with the switch to remote work over the last year and a half.

Building Culture with Arbinger

The team at INL has been using the Arbinger tools to manage conflict, engage employees, foster change, and boost company culture. Within the last five years, they have made an increased effort to invest in the growth of their employees by offering personal development opportunities. One way they have been able to achieve this is by sending out emails called “Weekly Reminders.”

In these reminders they go over different Arbinger tools related to specific issues employees have mentioned they need help solving. These issues include, poor communication disengaged teams, cross-department conflict, and a lack of accountability to name a few. The results speak for themselves.

Because of these weekly reminders, the employees are empowered to continue using the Arbinger tools after training is over. It isn’t an add-on or nice to have, but an integration to the everyday work that has helped transform their culture. Seeing people as people isn’t a tagline at INL, but a commitment. In one case, they were able to mend a relationship between two managers who haven’t seen eye to eye for over ten years. INL is now using these reminders to help get employees ready to come back into the offices after two years of being remote.

Returning to Work with an Outward Mindset

The focus of the weekly reminders has now shifted to keeping an outward mindset while coming back to work. On top of that, they host a call titled, Returning to Facilities with an Outward Mindset where they discuss specific topics like:

Flexibility with new normalEmbracing ChangeSeeing People as People

Every month there are around 800 participants who are engaged and who want to be prepared to return to work in the best way possible. When asked why they think so many people are participating the answer was simple, “because it works.” The proof is in the results. Employing tools like Meet to Learn, Start the right way, 3A+, and the influence pyramid, have cultivated a culture where others come first. Now, with many employees back working in the office, they are ahead of the curve and have transitioned nicely.

They have received countless messages from people who have been impacted by these calls. Here are a couple of their comments:

“This was a really great way to start the week. There is so much hurt under the surface that we might never see and how we treat people either encourage that hurt to continue or can help stifle it and help them realize their worth. Thanks again for sending out these encouraging messages.” – INL Employee

“Thank you for this wonderful reminder that being outward involves listening to and responding to the other’s needs and desires. Without doing so, our efforts become good intentions, and we know the destination of the road paved with good intentions.” – INL Employee

INL has been able to achieve this success because of its dedication to the people in its organization.

As many companies are working on a plan to bring their employees back to the office, it will be imperative that there is a focus on the people rather than the policies. How do you know what the employees need? Talk to them. Have a conversation and really listen. Step into their shoes and give them a voice in how they want to come back. The results won’t disappoint.

To see how we can help build the best culture you’ve ever seen, connect with us today.

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Collaborate or Frustrate: How a Leader’s Mindset Affects Team Culture

A new survey from the Pew Research Center found that people left jobs in 2021 due to low pay, a lack of opportunities for advancement, and feeling disrespected at work. The results confirm what many of us already know—when leaders do not see people as unique, valuable individuals, those people disengage and depart. In this article, I’ll explain how a leader’s mindset can be the difference between a culture of collaboration or frustration and provide a simple question to help leaders build relationships based on mutual respect.

People left jobs because of pay, opportunity, and respect

The Pew Research Center surveyed U.S. adults earlier this year to gauge the top reasons workers left their jobs in 2021. The results highlight and confirm existing frustrations for many people, such as low pay or lack of mutual respect. They also show heightened considerations due to the pandemic like child care challenges and the need for flexible working arrangements.

According to the article and report:

Majorities of workers who quit a job in 2021 say low pay (63%), no opportunities for advancement (63%) and feeling disrespected at work (57%) were reasons why they quit, according to the Feb. 7-13 survey. At least a third say each of these were major reasons why they left.

Roughly half say child care issues were a reason they quit a job (48% among those with a child younger than 18 in the household). A similar share point to a lack of flexibility to choose when they put in their hours (45%).

Leaders build effective teams when they consider their mindset

Your mindset—how you see challenges, choices, opportunities, and people—impacts your behaviors and the results you create for your team and organization. So let’s consider how your mindset might affect each of these reasons for leaving a job, starting with respect.

A mindset where I am alive to the needs, challenges, hopes, dreams, and aspirations of another person is what we refer to as an outward mindset. When I lead with an outward mindset, I am curious about the people who work with me. This is because they matter like I matter. Because of this, I can follow my natural sense to learn about and respect their needs and challenges.

Of course, what requires respect will be different for each person. Still, the act of understanding how another person values their time, ideas, burdens, struggles, efforts, and desires is how you can build a strong relationship.

A person leaving a job because they do not see an opportunity for advancement might result from circumstances beyond your control—there are a limited number of roles, or a company has restructured a team. But let’s consider what you can impact.

Do your team members understand who and how they impact others in the organization?Is there a path into another role through improved capabilities and skills?Do both of you see this opportunity?Do you know the hopes and aspirations of your team members?

I worked with a senior leader in a large financial organization struggling to motivate a teammate. The teammate was in a new role that utilized new technology and impacted multiple team members. The leader saw the role as a fantastic opportunity. However, the teammate was often unresponsive and quiet about the new role.

Rewards, encouragement, and additional responsibilities did not change the teammate’s behavior. I invited the leader to ask the teammate about their aspirations (beyond the current organization) during their next 1:1. The leader discovered that the teammate aspired to open a personal training business.

They were struggling in their current role because it seemed so disconnected from their dream. Additional discussions helped both the leader and the teammate identify responsibilities that would contribute to department goals while also assisting the teammate in developing valuable skills and experience for a (potential) future career.

Get curious about a person’s effort

Low pay is a topic that is rarely discussed between leaders and team members. Even the phrase “low pay” in the survey creates an impression that the issue is too large for the leader or the employee. Often the subject stays hidden until you hire a new teammate or conduct a performance review. Again, let’s consider what you can impact. To do that, we can focus our curiosity on a related phrase—effort.

When we hear that our teammates are leaving for “more money” or because of “low pay,” we often assume that the person was not loyal or greedy. But unfortunately, that mindset stunts our curiosity.

Instead, consider becoming curious about the effort required by your team to achieve their responsibilities and the effort needed to be present, focused, and thoughtful. Here again, we are considering what we might not know.

Thinking about responsibilities, is it possible that we don’t understand how their role has changed or evolved? Do we know what tasks are taking up too much time? Or what support they might need. As we continue to get curious about effort, what else might be a blocker or obstacle for them? Are these temporary or permanent?

Uncovering the answers to these questions may not solve all of the person’s needs related to pay and compensation. Still, it will help you better understand what things you can do to recognize and reward their effort.

Improving employee relationships starts with a simple question

How have I made things harder for you?

Getting curious about a peer or teammate is essential to improving your organization’s culture. Almost any question is a good question, but some are more revealing and inviting than others. Asking another person how you have made things harder for them will create a space for responses that have previously been ignored or subdued. The question invites you—the leader—to consider your actions and listen to feedback. Finally, it helps build a relationship of trust and clear communication.

People leave jobs for many reasons. However, what is most concerning for any leader is when a survey knows more about why they are leaving than you do.

Even high-performing people need coaching

The Arbinger Institute is an international training, consulting, and coaching firm specializing in training leaders and helping organizations build the best culture they’ve ever seen. Our coaching practice connects individuals, leaders, and executives to coaches with deep experience in business, government, law enforcement, and education. The result is transformational leadership that changes destructive behaviors by developing an impactful mindset.

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Understanding and Celebrating Black History Month

Observed in February, Black history month is an annual celebration of the contributions and achievements made by African Americans throughout our history.

Carter G. Woodson–a notable educator and historian– encouraged recognition of the study of African American history in schools and organizations. He believed it was necessary for young African Americans to learn about and be proud of their heritage. In February 1926, Woodson established “Negro History Week” during the second week of February to coincide with the birthdays of Frederick Douglass and Abraham Lincoln. This week was celebrated by black communities throughout the following decades across the United States.

The first-ever month-long celebration of Black History was introduced by Black educators at Kent State University in 1970. Six years later, Black History month was formally recognized by President Gerald Ford in 1976 and became a nationwide celebration. Ford called upon Americans to “seize the opportunity to honor the too-often neglected accomplishments of Black Americans in every area of endeavor throughout our history.” Along with the United States, Canada and The United Kingdom devote a month to celebrate black history.

To commemorate black history month, people take time to reflect on the contributions and achievements of prominent figures such as Martin Luther King Jr., Rosa Parks, Harriet Tubman, Muhammad Ali, Ruby Bridges, and countless others who have made a substantial impact in history. While revisiting and studying black history during this month is great and important, what can we do to celebrate black excellence all year-round?

Tokenism vs Genuine Appreciation

Black excellence is a celebration of success in the black community. If diversity and inclusion practices are done correctly and are all-encompassing, we shouldn’t wait to celebrate black voices once a year. Though February focuses on honoring black history, it should be an extension of celebrating individual black excellence throughout the year.

As stated by the Association for the Study of African American Life and History–“Black History Month is not a token. It is a special tribute—a time of acknowledgment, of reflection, and inspiration—that comes to life in real and ongoing activities throughout the year.”

If organizations are confident they are investing time and effort in implementing diversity, equity, and inclusion in an authentic manner, there isn’t a need for concern about their celebration of black history month being performative. Being genuine and continuously engaging in creating a culture of belonging more than a performance. It is key to making people feel seen and heard.

Celebrating Black History in the Workplace

A few ways to support our colleagues are by recognizing their work and contributions month to month, being aware of biases toward them, amplifying their voices and experiences, and acknowledging all that African Americans have done for our community and our country.

To celebrate Black excellence in the workplace in continuity–organizations can support Black-owned businesses, offer volunteer services to organizations in Black communities, and acknowledge black creators by promoting their art and entertainment. In addition to that, it’s always good to take the time to educate ourselves and listen and learn from those who know more.

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Healing What Ails Healthcare in the United States

by Mike Wilson Director of Business Development, the Arbinger Institute I’ll start by acknowledging that the U.S. healthcare system is amazing. It has achieved incredible life-enhancing and life-saving advancements. It has been, and continues to be, an incredible strength to the world and has benefited billions of people. But despite this overall strength, the system […]

Arbinger Keynote at the Surface Warfare Summit 2017

Jim Ferrell, managing partner and author at the Arbinger Institute, will speak this month at the Surface Forces Summit in San Diego, CA, about applying an outward mindset within the U.S. Navy’s new surface warfare strategy. Implementing the strategy will require a change in mindset. The strategy was outlined in a December 2016 document, “Surface […]

Arbinger Keynote at the Surface Forces Summit 2017

Jim Ferrell, managing partner and author at the Arbinger Institute, will speak this month at the Surface Forces Summit in San Diego, CA, about applying an outward mindset within the U.S. Navy’s new surface warfare strategy. Implementing the strategy will require a change in mindset. The strategy was outlined in a December 2016 document, “Surface […]

Empower Your Employees to Improve Organizational Results

By Benjamin Carrier Principal, George Washington High School I’ve been an Arbinger facilitator at my school, George Washington High School in Ogden, UT, for about a year now. I’ve learned many lessons as I’ve delivered outward mindset training to my coworkers, but there’s one in particular that I’d like to share. Namely: Empowering people to […]