Whether you’re trying to become more innovative, agile, or inclusive, changing culture is really a matter of changing shared everyday habits. Those habits are motivated by clear principles, reinforced by congruent systems, and modeled by leaders across the organization.
Rather than mistaking priorities for strategies, we work with clients to see through the behavior change that yields the culture they’re looking for.
Liz Friedman, Global Performance & Management, Microsoft, on the tech firm’s culture work with NLI.
Case Study: Microsoft
As detailed in the Harvard Business Review, Microsoft remade its leadership framework with the brain in mind—going from exhaustive detail to essential principles.
Concurrently, it also embraced a growth mindset, shifting from a culture of know-it-alls to a culture of learn-it-alls.
Our latest thinking on power, learning, and all things culture and leadership.
In 2016, NLI published the first paper on how not just individuals, but organizations, can hold fixed or growth mindsets.
The Idea Report: Growth Mindset Culture follows that up through interviewing global organizations making growth mindset come alive and exploring the science underlying what makes the relevant talent innovations work.
For more Culture & Leadership research, see the NeuroLeadership Journal.