This document discusses creating a mindset for change. It notes that most organizations focus on structure and systems when facing change, but that a mindset for change is the foundation for being adaptable to change and innovation. It promotes an online learning program called "Seeing Red Cars" that builds leadership skills, leverages neuroscience, and creates an interactive experience to develop a mindset for change over time rather than just an event. The goal is to help organizations and individuals effectively manage challenges and be resilient and optimistic during difficult times of change.

3. Dedicated to helping you
manage change and be
ready for the future of work
GWT ext
GlobalWorkforce Transformation
B1Z0LIBRARY
EMPLOYEE TRAINING MADE EASY.
Laura@GWTNext.com
@LauraGoodrich

5. Cross-Sector Competition
Digital Disruption
560/o of CEO's think cross-sector
competition is on the rise.
{2015 PWC GlobalCEO Survey
+1300CEO'sin77Countries)
World's largest taxi company owns no taxis. (Uber)
Largest accommodation provider owns no real estate.(Airbnb)
Largest phone companies own notelco infrastructure. (Skype)

6. We live and lead in a time of unprecedented
change where a new product or innovation
can drop into the marketplace and change the
game overnight.
Laura Goodrich

7. . - ' • -
Itisatimeofextraordinaryopportunity!
Butyou must SEE it, to seize it.

8. ople or groups of people.
istypicallydeveloped over
ioning it has the potentialto
Iincentivesfor peopleto
d onto those assumptions,
,eliefs.
A Mindset for Change and Innovation
This isurgent!
This isreal!
Drivers o1

9. Mindset
Mindset is a set of deeply engrained
assumptions, methods and beliefs held by
one or more people or groups of people.
Since Mindset is typically developed over
years of conditioning it has the potentialto
create powerful incentives for people to
accept and hold onto those assumptions,
methods andbeliefs.

10. Creating a Mindset for Change
• Urgency
• Awareness, understanding and commitment
• Reinforcement of the value of Creating a Mindset for Change.

11. Transformation

12. Drivers of Change
• The Impact of Technology
• Cross-Generational Challenges
• Diversity & Bias <both conscious Et unconscious>
• The Future of Work
• Leader & Manager Readiness

13. uu nours ot v1aeo are up1oaaea to voutuoe
WHYisCreatinga Mindset
for ChangeSo Important?
Radio Facebook
13Years
38Years 2 years
Compressed Timeline Television
Today
To Reach an Audience of 50Million People

15. ' sthesedriversof changecollide,theywill
producechangessosignificant thatmuchof
themanagement intuition thathasserved us
in the past will become irrelevant. "
,.
McKinsey Institute

17. WHAT IsGetting Inthe Way of
Creating a Mindset for Change?
• A myth regarding change:
People need to completely understand any change
before committing to it. False
With leaders and organizations that have an individual and collective
mindset for change will embrace change. In essence, they arewilling
to get inthe car, before they know exactly where it's headed.
Accenture2015
• Upwards of 70% of thoughts are unconsciously focused
on fear and those things we don't want.
This unconscious focus is literally paralyzing organizations.

18. You get more of whatever you focus on.
Laura Goodrich

20. A Mindset for Change
& Innovation
What is your professional priority?
Success is not an option, it's amust!

23. Social conditioning
Reallifeexperiences
Wefear whatwedon'tunderstand

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36. WHAT Is Getting In the Way of
Creating a Mindset for Change?
• When it comes to change most organizations focus on structure and
systems. Few even recognize that without a mindset for change their best
efforts will fail.
• To be successful, you have to have a mindset for change .
• Mindset is the foundation to be change adaptive and
innovative.

37. Leadership Mindset for Change
Dynamic and Disruptive change involves
dislocation, conflict
confusion,uncertainty.New ways are nearly
alwaysreceivedwithcoolness,evenmockery
or hostility.Thosewithvested interestsfightthe
change.These shifts demands such a different
viewofthingsthatestablishedleadersareoften
last to be won over,it at all.
Don Tapscott
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ANTHONYDWILLIAMS

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Ca
Ambassadors
Backseat-Sitters
Detractors

39. Detractors
Complaining
Criticizing
Commiserating
Expressing concern
Catastrophizing

41. 700/o
DE
Ambassadors
Backseat-Sitters

42. HOW Do You Create a Mindsetfor Change?
Start with Leaders
• Hold them accountable for effectively managing change and
leading others to do the same.
• Next use Creating a Mindset for Change for Individuals, for
employees at all levels.

43. Realchangeisnotanevent,
it'saprocess
Organizations often deliver
formal presentations & training.
An event is a great place to start,
but no place to stop.
Continue the learning with
online learning.
The NewWisdom

44. The Problem
5°10 Oral
10°10 Reading
50°/o
75°/o
Reading &Discussion

45. Today's Employee is mired into day to day tasks
Sales meeting Teamevaluation
Reportdue Off-site meeting Budgetsession

50. Creating a Mindset
for Change
with Seeing Red Cars
Imagine anonlinelearning that hasbite sized
lessons, stories, and coaching spaced over
time.
This interactive online learning builds 2020 leaders
skills, leverages the neuro-science of change and is
created with today's learner expectations.

52. Driving it Home
.....=.....,...,..---i

53. Accenture Studies: 1Million Employees
Myth #1:Too much change,too fast, isdestructive.
According to the data, organizations that have a Mindset for Change, high
performing groups actually thrive in a change dynamic environment.
Myth#2: Changecauses organizationstogoofftrack..
In fact, 85°/o of groups that run into trouble hadmajor underlying issues
before implementing their change program.
Myth #3: Performance will dip during early stages of change.
For organizations that have a Mindset for Change, high performance groups performance
actually improves from the start
Myth #4: People need to completely understand any change before committing to it.
With leaders andorganizations that havean individualandcollective mindset for change
will embrace change. In essence, they are willing to get in the car, before they know exactly
where it's headed. .,

54. Creating a Mindset
for Change
with Se,eing Red Cars
Shines a light on the unconscious focus on fear.
Creates detours around fear based thinking.
Builds the urgency to change
Builds 2020 Leader Skills
Leverages the neuro- science of change
Appeals to the expectations of today's Learners
EMPLOYEE TRAIi I C" ._, DE FA'

55. Creating a Mindset
for Change
with Seeing Red Cars
B1Z0LIBRARY
EMPLOYEE TRAINING MADE EASY.

56. '
- - - -- - -
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58. www.gwtnext.com 5
Download Tool kit
www.GWTNext.com

60. (?lease type your statement here)
lwanttobecuriousaboutglobalconnectedness,technolog1ical
changes, demographics shifts and changing employee and
consumer expectations. Iwant to ste1
er toward opportunities. I
wantto berelevant now andintothe future andhelpothers do
the same.

61. (Please type your staterment here)
I want to effec1i1vely manage chaHenges and be r1
esour1oetuland
upbeat during the toughest m1
oments.

62. '----------------'
(Please type your statement here)
(Please type your statement here)
---------!:Future otwork :
---------1lrulure of work I
I I
(Please type your statement here)
www.gwtn&xtcom 7

63. Creating a Mindset
for Change
with Seeing Red Cars
B1Z0LIBRARY
EMPLOYEE TRAINING MADE EASY.

64. Dedicated to helping you
manage change and be
ready for the tuture of work
GWT ext
Global Workforce Transformat ion
BIZf)LIBRARY
EMPLOYEE TRAINING MADE EASY.
Laura@GWTNext.com
@ LauraGoodrich

65. Dedicated to helping you
manage change and be
ready for the future of work
GWT[>J ext
Global Workforce Transformation
B1Z0LIBRARY
EMPLOYEE TRAINING MADE EASY.
Laura@GWTNext.com
@LauraGoodrich