The document contrasts the obligation mindset, characterized by feelings of resentment and minimal performance, with the responsibility mindset, which fosters self-empowerment and high performance. It highlights the negative impacts of obligation, including inadequate performance and growing resentment, while emphasizing the benefits of responsibility, such as improved engagement and happiness. Leaders are encouraged to reflect on their own mindsets and how they influence their teams, promoting a culture of responsibility.

1. Performance & the
Obliga3on Mindset

2. Execu3ve Summary
Many people and leaders confuse the mental states of obliga'on and
responsibility.
Obliga'on is the mindset of “have to, don’t want to.” In this state one’s
performance is barely adequate to get a pass. One resents the trap they
are in and demonstrates resistance.
Responsibility is the mindset of self-­‐empowerment. One feels they are
freely choosing their life and work. High performance follows, as does
happiness.

3. These two
mindsets
are easily
confused

4. We have
no choice.
We have to,
but we don’t
want to.
Obliga'on
Mindset

5. Obliga'on
Mindset
• Boring mee3ngs
• Meaningless
paperwork
• Required
in-­‐law visits

6. The Costs of the
Obliga3on Mindset
1. Barely adequate
performance
2. Resentment grows

7. We own this.
We can and
will face It
and take
ac3on.
Responsibility
Mindset

8. Responsibility
Mindset
• Mentally present
• Engaged
• Part of the
solu3on

9. The Value of the
Responsibility Mindset
1. High performance
2. Happiness grows

10. Think about it
As a leader…
No3ce your feelings of obliga'on about your life and
work, and the impact to performance and happiness.
What do your charges learn when you demonstrate
obliga'on, i.e., “I have no choice. I have to”?
How can you lead from and demonstrate responsibility
and nurture your charge’s experience of responsibility?
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2015
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