Adventures WE want to go on
Partnered with the Arbinger Institute to give you training that will transform your mind, your work, and your life.
Mother Teresa meets Indiana Jones
The perfect blend of service and adventure. Explore the world and serve the locals...they will LOVE you.
Organizational problems—including weak individual performance, lack of accountability, ineffective leadership, poor teamwork, interpersonal conflict and functional silos—plague many organizations, hurting their results. In an attempt to improve performance, leaders often attack these individual symptoms but don’t see improved results. The reason these attempts often fail is that the real problem is an issue that is much deeper than those symptoms.
The root cause of most organizational problems is the fact that people often unknowingly work with an “Inward Mindset,” which is characterized by an inward focus on their own, individual objectives. Organizations can resolve internal problems and achieve breakthrough results by maximizing the extent to which their people conceive of and execute their work with an “Outward Mindset,” holding themselves accountable for their impact on others and focusing on the needs of the organization as a whole.
During our time together, you will learn the key differences between an inward and outward mindset and how to move yourself and your teams and organizations to outward-mindset orientations.
There are two basic mindsets from which individuals and organizations may operate in any situation—an “inward mindset” or an “outside mindset.” When acting from an inward mindset, people conceive of their work in terms of how others are impacting them and their objectives. To one degree or another, people operating from an inward mindset focus on getting others to behave in ways that will further their own objectives. As a result, they focus on what they themselves do and measure their success by what they themselves accomplish.
When acting from an outward mindset, on the other hand, people work to help others be successful—their customers, for example, their coworkers, their managers, and their direct reports. They conceive of their work based on the impact of what they do and measure their success in terms of what others are able to accomplish as a results of their efforts. Though it might seem that working with an inward mindset is always a conscious or malicious decision, that is not usually the case. Without the proper awareness and tools, employees often unwittingly operate from an inward mindset while believing that they are working collaboratively and responsibly.
Few, if any, people operate totally from one mindset or the other. Most of us display an inward mindset in some situations and an outward mindset in others. one’s mindset in any given moment is influenced by such factors as the situation at hand, the nature of the relationships with others wh are involved, and personal experiences with similar situations in the past. As a result, people operate somewhere along a mindset continuum, with some people operating much more frequently from an inward mindset, and others operating much more often from an outward mindset.
TOUR DE FRANCE
(July 17, 2017 – July 24, 2017)
GREECE: SPARTA 300
(May 7, 2017 – May 14, 2017)
RWANDA: WOMEN’S HOSPITAL
PERU: CHARITY VISION
MEXICO: GROW GREENS
We partner with the GÜD Foundation on all of our humanitarian trips. Visit gud.org today and start earning GÜD POINTS.