Seeing Beyond Ourselves How to Change Lives and Transform Organizations
Publication date: 06/13/2016
Unknowingly, too many of us operate from an inward mindset—a narrow-minded focus on self-centered goals and objectives. When faced with personal ineffectiveness or lagging organizational performance, most of us instinctively look for quick-fix behavioral band-aids, not recognizing the underlying mindset at the heart of our most persistent challenges. Through true stories and simple yet profound guidance and tools, The Outward Mindset enables individuals and organizations to make the one change that most dramatically improves performance, sparks collaboration, and accelerates innovation—a shift to an outward mindset.
Part I: Something New
1. A Different Approach
2. What Shapes Behavior
3. Two Mindsets
4. Seeing Truthfully
Part II: Exploring the Outward Mindset
5. Getting Our of Our Own Way
6. The Lure of Inwardness
7. The Outward Mindset Solution
Part III: Becoming More Outward
8. The Outward Mindset Patters
9. Applying the Outward Mindset Patters
10. Don't Wait On Others
Part IV: Multiplying Mindset Change
11. Start With Mindset
12. Mobilize Around a Collective Goal
13. Allow People Full Responsibility
14. Shrink Distraction
15. Turn Systems Outward
16. The Road Ahead
1 A Different Approach
Two black cargo vans snake down Wabash Avenue in Kansas City, Missouri. The passengers are members of the Kansas City Police Department (KCPD) SWAT team. They are about to serve a high-risk drug warrant—the fifth warrant service of that day. The targets of this warrant are sufficiently dangerous that the squad has obtained a “no-knock” warrant, meaning that they will storm through the door unannounced. The men are dressed in black from head to toe, their faces covered by masks that leave only their eyes exposed. Bullet-resistant helmets and body armor make them an intimidating sight.
Senior Sergeant Charles “Chip” Huth, leader of the 1910 SWAT Squad for eight years, is driving the lead van. He slows as the target residence comes into view, and his men stream from both vehicles as quietly and quickly as they can.
Three officers sprint around to the back of the house and take cover, supplying containment should the targets attempt to flee. Seven others, including Chip, run to the front door, six of them with their guns drawn. The seventh runs a well-used battering ram up to the door and slams it through.
“Police,” they yell. “Everybody down!” Inside is bedlam. Men attempt to scramble out of the room, some to the stairs and others down hallways. Young children stand as if paralyzed, screaming. A number of women cower in terror on the floor, some of them shielding infants who are screaming at the top of their lungs.
Two of the men—the two suspects, it turns out—go for their weapons but are taken down by officers. “Don't even think about it!” the officers shout. Then they pull the men's arms behind them and put them in cuffs.
With all the young children, the scene in this home is more hectic than most, but within five minutes, the two suspects lie facedown on the living-room floor, and the rest of the inhabitants have been gathered into the dining room.
With everyone's safety secured, the officers begin their search. They move with purpose and precision. Chip notices his point man, Bob Evans, leaving the room, and he assumes Bob is simply joining the search.
A couple of minutes later, Chip passes the kitchen as he walks down the hall. Bob is standing at the kitchen sink. A moment earlier, Bob had been rifling through the kitchen cabinets looking for white powder—not for contraband to be used as evidence against those they are arresting but for a white powder that was of much greater immediate importance. He was looking for Similac. With babies crying and their mothers understandably in hysterics, this most alpha male of all the alpha males on Chip's squad was looking for a way to help them. When Chip sees him, Bob is mixing baby bottles.
Bob looks at Chip with a faint smile and shrugs. He then picks up the bottles and begins distributing them to the mothers of the crying infants. Chip is delighted by this. He hadn't thought of baby bottles himself, but he completely understands what Bob is up to and why.
This one act of responsiveness changed the en tire scene. Every one calmed down, and Chip and his men were able to explain the situation thoroughly and then smoothly turn the two suspects over to the detectives. Nevertheless, mixing baby bottles was such an unusual and unpredictable act that many people in police work—including the members of this SWAT team just a few years earlier—would have considered it irrational. But in Chip's squad, this kind of responsiveness is routine.
It wasn't always this way. To appreciate the remarkable transformation that had come to the 1910 SWAT Squad, we need to learn a little of Chip's challenging background and his history in the Kansas City Police Department.
“The secret to teamwork is an outward mindset. This is the definitive guide on how to achieve it.”
—Steve Young, NFL MVP and Hall-of-Fame quarterback
“This is a powerful book with a powerful message about really seeing. It opens a path to trust, collaboration, creativity, and performance.”
—Katherine Klein, Professor of Management, Wharton School
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—John Wilson, President of International Operations and Head of Global Transformation, Staples
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—Nick Ward, Vice President, Digital Marketing, Children's Miracle Network Hospitals
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—Jon Hamm, CEO, California Association of Highway Patrolmen
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—Gene McCarthy, President and CEO, ASICS America
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—Dan Shimoff, Vice President, McGraw-Hill Education
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—John Fikany, Vice President of Strategy Development, Quicken Loans, Inc.
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—Elizabeth Hall, former Vice President, Human Resources, Cricket Communications
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—Ken Blanchard, coauthor of The New One Minute Manager and Collaboration Begins with You
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—Van Zeck, former Commissioner of the Public Debt, US Department of the Treasury
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—Jeff Kerr, Executive Vice President, U.S. Bank
“Superb writing and clear, cogent thinking on a critically important topic. This book will help individuals, organizations, and families.”
—Robert Daines, Pritzker Professor of Law and Business, Stanford Law School
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—Benjamin Karsch, Executive Vice President and Chief Marketing Officer, Revlon
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—Corey Jamison, President and CEO, XperienceU Training and Leadership Development
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—Dave Friedman, Chief of Staff, Office of the CEO, Citrix
“A thought-provoking and practical book! It helps me look at my personal and professional life with a whole new perspective.”
—Tom DiDonato, Senior Vice President, Human Resources, Lear Corporation
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—Rod Larson, CEO, Spandex
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—Neil McDonough, President and CEO, FLEXcon
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—Simon Kelner, Global Head of Talent Development, Merck
“The Outward Mindset is an easy-to-digest essential guide for all—beginning with CEOs and other leaders, whose most important responsibility is to see everything through the lens of an outward mindset and to help others do the same.”
—Alistair Cameron, CEO, ASICS EMEA
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—Rick Dreher, Managing Partner, Wipfli, LLP
“An outward mindset is the foundation of leadership effectiveness. All relationships depend on it.”
—Brad Botteron, CEO, Wachter, Inc.
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—Emanuel Shahaf, CEO, Technology Asia Consulting Ltd.
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—Joe Farrow, Commissioner, California Highway Patrol
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—Pierce Murphy, Director, Office of Professional Accountability, City of Seattle
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—Chris Connally, Chief of Police, St. Joseph Police Department
“This book gets to the core issues of organizational behavior in a way I've never seen. I aspire to be more like the individuals in this book who are making such a profound impact by focusing on how they can help others achieve their goals.”
—Lindsay Hadley, Executive Producer, 2012 and 2013 Global Citizen Festival
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—Jean-François Turgeon, President, Tronox TiO2
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- Bob Miller, Global Client Director, IBM