A marketing agency that creates creative videos and posters have been having a really bad year. The manager of the production division found that the employees aren’t working as motivated and quick as before. So in the next quarter the manager tried to have a weekly performance review in order to rev up the performance. It did work for a while but later on the manager found out that you can’t last a marathon with a sprint.
Later on the management team tried to focus on what drives the people to work. The team found out that people were gaining praise for doing new things even if they were not delivering their promised results. They thought that short-term results were more important than satisfying the consumer. And when the time came to choose, they felt that their individual goals were bigger than the company’s. All this was limiting them from participating wholeheartedly in the transformation underway.
Mindsets needed to be flipped through a set of targeted initiatives. The people came to realize that satisfying the consumer is what will bring the short-term results. There won't be any success for the individual if the company is not doing well. They started to be recognized for executing with discipline focusing on our full potential to deliver challenging goals. Sharing the story of why the transformation was necessary and addressing these mindsets engaged the employees with a whole new level of energy, and only a few months later the organization was able to deliver its first quarter back on track and continue the trend.
Companies that take the time to identify and shift deep-seated mindsets were 4 times more likely to rate their change programs as successful, according to the McKinsey Quarterly transformational change survey 2010. mindset shifts are linked to the highest impact behaviors a person wants to change.