As an invited speaker with a group of business leaders, I was sharing our (www.TeamTelligent.com) perspective on talent management. As expected with tough audiences, one of the business leaders asked, “In two words, what do you do?” The two words that popped out of my mouth were: “Learning Engineering.” Engineers design, plan, and build according to specific standards and calculations; it struck me that the term was just right. We are engineering learning for individuals and organizations to enable them to achieve their goals and purpose. By helping organizations provide a way to profile leaders, managers, and individual contributors essential to perform, we help individuals at all of those levels understand what is required for a given organization. By facilitating individual learning paths through a career, we are engineering learning to leverage individual talents and to build capability for their career futures. Then one of the business leaders said, “I will not limit
Mindset is a disposition, an inclination, mentality, an ethos, or a point of view. It is a useful term in that it allows for flexibility, variability, and stability in perspective. The term gets used to say someone has a social, fear, business, dreamer, or growth “mindset.” The term is intended to communicate a kind of “gestalt” in the way an individual approaches life. Popular at the moment is the notion that a growth mindset is a perspective that we can learn and grow, that intelligence is malleable, and that openness to experience invites experiences that help us extend beyond our basic talents. Feedback —in all its forms —is vital to a growth mindset. [1] The absence of a growth mindset is a fixed mindset (which may serve various purposes as well) which has the main downside of leading to what I call, “hardening of the categories.” Carl Jung could have helped us tremendously if he had titled his initial work Psychological Mindsets rather than Psychological Types. If you