BOOK BRIEFS
Editor’s Note: Welcome to the newest feature in LTEN Focus on Training magazine, Book Briefs. In this monthly series of articles, we’ll let LTEN members share the tips and takeaways from their favorite business books. Hopefully you’ll find inspiration in their summaries of the bestsellers and find these recommendations helpful for your professional library.
Reading a training-compatible book that you’d like to share with your LTEN colleagues? Reach out to us at editor@L-TEN.org and we’ll help you get started!
Author: Mary C. Murphy, Ph.D.
Published: March 12, 2024
For more information, click here.
Quote: “The reality is no one has either a fixed or a growth mindset. Although we may favor a fixed or a growth mindset, we all have both — and shifting between them is something each one of us does. Moreover, when we shift from fixed to growth, it isn’t always like flipping a switch; sometimes it’s more like adjusting a dimmer. Mindset exists on a continuum. And where we fall on that continuum at any given moment often has to do with the situation we’re in and the people around us.”
Mary C. Murphy, Ph.D.
Book briefed by Greg Adamson
I have been a leader of teams for several years at five medical device companies. In that time, I never considered writing a book report. But that’s exactly what I did upon reading Murphy’s “Cultures of Growth.” I wrote a PowerPoint book report presentation and shared it with the team.
So, what struck a chord with me? I have witnessed countless meetings where someone (or more than one person) is trying to be the smartest person(s) in the room. How irritating is that? It is fascinating how little general curiosity there can be in these situations. Murphy chronicles her experience as a consultant at Microsoft, where she and her research team uncovered the two organizational structures and how Microsoft made an about-face change to its culture. (Takeaway 1)
In Takeaway 2, we learn about organizational or personal mindset. These mindsets don’t happen by accident. We must be intentional to make these mindsets widely accepted — even if it is just for our personal mindset.
I spent a lot of time looking into the mirror when I read this chapter, asking myself, “When no one else is around, what do I really think? Am I really in a growth mindset?”
Takeway 3 is all about mindset triggers — what sets us off? In today’s culture, we think of politics or other divisive topics as triggers. Instead, Murphy explores triggers that are very common at work regardless of the industry.
It was an opportunity for self-reflection and I developed a staff meeting around that topic. It also led to several healthy follow-up calls where team members recognized themselves and the triggers that get in their way at work or in life.
Takeaway 4 is about differentiating company vs. local cultures (macro vs. micro), critical when deciding to join or exit a company or job. I had never considered the difference before and had viewed these decisions as somewhat of a “gob” where all our decision factors ran together. I now consider myself more informed and more intentional about creating and nurturing the micro culture I lead.
I commonly kickoff or wrap up training sessions. This book has many takeaways that I have and will continue to use to tie ideas together.
Culture of Growth
Offers highest growth opportunities.
Emphasizes employees’ motivation and hard work.
Focuses on results and processes.
Fosters learning, passion, creativity and resourcefulness.
Cultures of Genius
Offers the highest performance opportunities.
Emphasizes employees’ talents and successes.
Focuses on results.
Best instincts, best ideas and best people.
Do you see your organization in one or both lists?
Growth Mindset
I can learn anything I want to.
When I am frustrated, I persevere.
I want to challenge myself.
When I fall, I learn.
Tell me I am trying hard.
If you succeed, I am inspired.
My effort and attitude determine everything.
Fixed Mindset
I’m either good at it or I am not.
When I am frustrated, I give up.
I don’t like to be challenged.
When I fail, I am no good.
Tell me I am smart.
If you succeed, I am threatened.
My abilities determine everything.
Do you ever wonder, what makes us or someone else tick? Why we react to a certain situation the way we do? Consider these triggers:
Evaluative situations: How do I react when I know others are watching and evaluating me?
High effort situations: Think product launch or national meeting.
Critical feedback: Do I accept feedback well? Good or bad?
Success of others: Am I threatened by the success of teammates?
When we say, “I love working at __________.” We are referring to the name of the company. This is a macroculture. Thousands of employees could have a very different perspective and that is usually due to their microculture.
A macroculture is your direct team, department, colleagues or boss. Employees can leave both, but usually they leave bad microcultures.
Greg Adamson is immediate past president of the LTEN Board of Directors and executive director, sales training, for Olympus Americas. You can reach Greg via email at greg.adamson@olympus.com or through linkedin.com/in/greg-adamson-9b85ba7.
