Invite CHANGE

7 BUSINESS VIEW MAGAZINE VOLUME 10, ISSUE 5 do not?’ It’s because leaders are not thinking about their relationship with their team in the context of ‘how do I attend to what would make them successful?’ They’re thinking about their own success, or they’re thinking about how to minimize expenses, as opposed to ‘how do I uplift this workforce and what’s asked of me in order to give more opportunity to the competent people that we invested a whole bunch of money recruiting into the organization?’ An important shift in mindset, in this case frame of reference, operates to optimize potential. Instead of telling their teams what to think and do, they invite people to learn how to think in ways that always connect with the core purpose, the vision, and the strategic direction of the organization as the source for choosing among options and gaining certainty about how to produce the outcomes customers and the organization desires. Generative leaders continuously ask themselves, ‘How will I ensure that my actions optimize each person’s strengths and uniqueness on the path to producing results?’ Janet explains that “when leaders invest in their people, that drives revenue growth. It’s not about the cost of the investment; it’s about long-term value creation.” Harvey insists that the key to changing the mindset of employees is by challenging how they think about productivity and work. What approach they take to the tasks and how they relate to clients and co-workers are the underpinnings. Understanding what is needed to succeed and incorporating new ways of thinking about completing work tasks or navigating the work schedule are the underlying INVI TECHANGE