1. mindset
Supposeeverything
inyourorganisation
dependedonone
thing...
Manycompaniesmovequicklyfrom settingtheirperformanceobjectivestoimplementingasetofchangeinitiatives.Beitanew
growth strategyorbusiness-unitrestructure,theintegration ofarecentacquisition,ortheroll-outofanew operational
improvementeffort,suchorganisationsfocusonalteringsystemsandstructuresandoncreatingnewpoliciesandprocesses.To
achievecollectivechangeovertime,actionssuchasthesearenecessarybutseldom sufficient.Anewstrategywillfallshortofits
potentialifitfailstoaddresstheunderlyingmindsetsandcapabilitiesofthepeoplewhowillexecuteit.1
McKinseMcKinsey’sresearchandclientexperiencesuggeststhathalfoftheeffortstotransform organisationalperformancefaileither
becauseleadersandseniormanagersdonotactasrolemodelsforchange,orbecausepeopleintheorganisationdefendthestatus
quo.Inotherswords,despitethestatedchangegoals,peopleonthegroundtendtobehaveastheydidbefore.Concurrently,the
sameMcKinseyresearchindicatesthatifcompaniescanidentifyandaddresspervasivemindsetsattheoutset,theyarefourtimes
morelikelytosucceedinorganisationalchangeeffortsthanarecompaniesthatoverlookthisaspect.1
WhenWhenwethinkofleadershipweoftenfocusonthewhatexternalcharacteristics,practices,behaviourandactionsthatexemplary
leadersdemonstrateastheytakeoncomplexandunprecedentedchallenges.Whilethislineofthinkingisagreatplacetostart,we
willnotreachourpotentialasleadersbylookingonlyatwhatisvisible.Weneedtoseewhatisunderneathtounderstandhow
remarkableleaderslead–andthatbeginswithmindset.2
AsAsimportantasmindsetsare,weoftenskipaheadtoactions.Weadoptbehaviourandexpectittostickthroughforceofwill.Sadly,
itwillnotifwehavenotchangedtheunderlyingattitudesandbeliefsthatdrovetheoldbehaviourinthefirstplace.Makingmatters
worse,ourbehaviouraffectsotherpeople’smindsets,whichinturnaffectstheirbehaviour.Aleader’sfailuretorecogniseandshift
mindsetcanstallthechangeeffortsofanentireorganisation.2
1(McKinseyQuarterly,March2014–ChangeLeader,changethyself–NateBoaz&ArielFox)
2(McKinseyQuarterly,April2014–Leadatyourbest–JoannaBarsh&JohanneLavoie)
TheseTheseaspectshaveadirectbearing on Arbinger’scoreoffering to individuals(leadersand seniormanagers),teamsand
organisations,andhighlightthenecessitytofirstchangeourownmindsetsandthemindsetsofthosewearetoserve.
Comeinandlearnhowwehelpindividualsandorganisationsseeradicallynewwaysofunderstandingandsolvingproblemsand
achievebreakthroughresults.Wechangemindset.

2. ABOUTARBINGER
TheTheArbingerInstituteisarenownedinternationalman-
agementtrainingandconsultingfirm andscholarlycon-
sortium basedaroundtheglobe,withitsheadquartersin
theUnitedStates.Arbingeristheworld’spioneerand
leaderin the area ofchanging mindset.Arbinger’s
materialisasophisticated,deepandinternallyconsistent
whole.Peopleview thingsdifferentlyoncetheyhave
assimilatedthematerial.assimilatedthematerial.
WHYARBINGER?
-ArbingerclientsagreethatbyembracingtheArbinger
approach,anorganisationacquiresanalignmentbetween
operationsandstrategy,improvedefficiency,lower
employeeturnover,higherjobsatisfactionandtherefore
betterbusinessresults,tonamebutafew.
-Arbingerspeaksalanguagethatcanbeusedinan
organisationtodealeffectivelywithanytypeofconflict
and/ordisagreementinordertofacilitatesolutionsrather
thansustainingproblems.
-TheArbingerapproachminimisesopportunitycosts,suchas
lackofaccountability,trust,cooperationandtransparency.
-TheArbingerapproachestablishesashiftwithinpeople
enablingthem tofocusonenablingthem tofocusonimprovingbusinessresults.
-TheArbingermindsetaddressestheissuesaround
resistancetochangeandthereasonsforresistingchange.
ExamplesofArbinger’s
impactonorganisational
results
-Eliminateinterdepartmentalconflicttoimprove
businessresults.
-Overcomethenaturaltendencytoresistchange
inordertoimproveprogrammeimplementation.
--Improveoveralleffectivenessandbusiness
results.
-Achievedramaticcostreductions.
-Resolvemajorconflictswithinternaland
externalparties.
-Improveteam dynamics.
TheArbingerInstitute's
valuepropositionvalueproposition
TheArbingerInstitutechangesmindset.
Weprovidetheframeworks,toolsandsupportthat
culminate in breakthrough organisationalresults.
Breakthrough results cannot be accomplished
simplybyfocusingonlyonchangingbehaviour.
Why?
BecauseBecausejustasbehaviourdrivesresults,mindset
drives behaviour. Breakthrough results require
breakthroughsinthinking,alignmentandengage-
ment,andthatrequiresachangeofmindset.
Thatiswhatwedo-wechangemindset

3. ARBINGER
EXECUTIVESUMMARY
WeChangeMindset
ImagineImaginewhatwouldhappeninyourorganisationif
everypersonwereinvestedinthesuccessofeveryone
aroundthem?Whatwouldhappentosilos?Whatwould
happen to culture?Whatwould happen to perfor-
mance?Whatwouldhappentoresults?
Ashiftinorganisationalfunctioningthissignificantcan-
notbeaccomplishedsimplybyfocusingonchanging
behaviour.Why? Because justas behaviourdrives
results,mindsetdrivesbehaviour.Thisiswhatwedo.
Wechangemindset.Specifically,wehelpindividuals,
teamsandorganisationsto changefrom anInward
MindsettoanOutwardMindset.Wethenprovidethe
toolstoolsnecessarytoinstitutestrategiesandbehavioural
patternsthatreinforcethischange.Wedothisatindi-
vidual,team andenterpriselevels.
Theresultisadramaticandsustainedimprovementin
thekeysuccessindicatorsofourclientorganisations–
intheirlevelsofcollaboration,employeeengagement,
accountability,revenuegrowth,marketshareandprof-
itability.Weaccomplishtheseresultsbymeansofthe
training,consulting,coaching and implementation
toolsoutlinedbelow.
TRAINING
Arbinger’sArbinger’strainingprogrammesenableparticipantsto
uncovertherootcauseoftheInwardMindsetand
exploretheimplicationsandimpactofthismindsetin
theirwork.The training experience then equips
participantstodevelopanOutwardMindsetandto
begin,withpracticalstrategiesandtools,implemen-
tinganOutwardMindsetapproachintheirwork.
Arbinger’sin-persontrainingprogrammes*include:Arbinger’sin-persontrainingprogrammes*include:
-DevelopingandImplementingan
OutwardMindsetTM
(twodays)
-TransformingConflictwithanOutward
MindsetTM
(oneday)
*Arbinger’sin-persontrainingprogrammesinclude
train-the-traineroptions.
ArbingerArbingeralsoprovidesdigitalsupporttoparticipants
bymeansofitseight-weekSustainmentVideo
Pack.Thesevideosandaccompanyingassignments
reinforcekeyconceptsandencourageongoingappli-
cationoftheskillsthathavebeenacquired.
TOOLS
Arbinger’simplementationtoolsenableleadersand
teamstoimplementOutwardMindsetpracticesata
pacethatdramaticallyimprovesresults.
ArbingerImplementationToolsinclude:
-LeadingwithanOutwardMindset
-OutwardMindsetSkillsforManagers-OutwardMindsetSkillsforManagers
-TeamingwithanOutwardMindset
CONSULTING
Arbinger’simplementationconsultingprovidesex-
ecutiveteamswithstrategicguidanceinleadingthe
changeeffortwithintheirorganisation.Arbinger’s
consultingprogrammesenableleaderstosuccess-
fullyaddressthefollowingkeyareas:
-Strategy,alignmentandexecution
-Enterpriseaccountability
-Intra-andinter-team collaboration
-Conflictresolution
COACHING
ArbingerArbingerofferstelephoniccoachingforexecutives
andteam leaders.Eachindividualcoachingplanre-
flectsthegoalsandmeasuresforpersonalleader-
shipdevelopmentobjectivesandteam leadership
objectives.
ArbingeralsooffersCoachingandMentoringwithan
OutwardMindsetTM
,a12-weektelecoursede-
liveredtocollaborativegroupsoffiveparticipants.