Better Me, Better We, Better Organizations

Laying the Foundation for a Constructive Culture

‘Tis the season for reflecting on the year that’s ended and planning for the year we’ve entered. A ritual that often results in…NEW YEAR’S RESOLUTIONS!

It’s known that New Year’s resolutions come with an abysmally low success rate—only 8% of people achieve them. Probably as low, if not lower, than the success rate of major organizational changes; such as mergers, reorganizations, and—near-and-dear to the readers of this blog’s hearts—culture change initiatives, which fail at a dismal rate of 70% — a statistic that has not changed in over 30 years.1

A New Resolution

Why are we so bad at change—as individuals and as organizations? While there are many layers to that onion, I believe that one of the key failure factors is that we start wrong. We start by trying to change our behaviors, without changing our mindsets first. It’s like building a new house on a shaky old foundation that might have been appropriate in yesteryear but is not up for the challenge of being buffeted by the tidal waves of disruption we are experiencing today (and will be for the foreseeable future).


During the 3rd Annual Ultimate Culture Conference hosted by Human Synergistics, Mark Wilson of Loblaw Companies Limited provided a powerful case study of how his company achieved a measurable and sustained transformation to a more Constructive culture by replacing its old foundation with a strong, new edifice. Wilson coined the culture change “B3”: Better Me, Better We, Better Loblaw. As he explained, the transformation began with “shifting mindsets.” Leaders must own the culture-shaping process, unfreezing and moving beliefs that are no longer serving them or the company. Then, and only then, can people up, down, and across the organization embrace the transformational journey and unfreeze their existing habits to make personal behavior change.

Easier said than done. As Peter Fuda, a prolific change agent, noted during his presentation at the conference, “taking action is the easy part. The hardest part, that takes the longest, is moving from awareness to acceptance. Only after acceptance can you get into action.” This important approach to understanding change, the “Triple A Approach,” was developed many years ago by J. Clayton Lafferty and Lorraine F. Lafferty of Human Synergistics.2

These concepts are foundational to building Change Intelligence® (CQ®), a critical competency for leaders at all levels today, which entails both mindset and behavioral shifts.3 CQ is defined as the awareness of one’s style of leading change, and the ability to adapt one’s style to be optimally effective across people and situations. If leaders are not aware of their “style,” and the unexplored mindsets driving their behavior, they cannot consciously make a different choice, which could result in a better outcome. As renowned business educator and coach, Marshall Goldsmith, wryly observed at the conference, “what got you here won’t get you there,” and “leaders are often victims of their own success.” Behaviors that led to successful outcomes in the past are repeated, even when potentially inappropriate (or worse, damaging) and ineffective for meeting the change challenges of the future. When you have a hammer, everything looks like a nail.

Leaders who are more reflective are more effective.

Leaders who are more reflective are more effective. Once one becomes aware of one’s style, the corollary of that is that one becomes aware of other styles—that one has other options about how to think and act as a leader. The more tools a leader has in her toolbox, the better she is able to act effectively across a much wider array of challenging situations. Sometimes one needs a hammer.  Sometimes a wrench or power tool is required. The more options one has, the more power one has.

Growing a New Mindset

As William James observed about the budding field of psychology over a century ago, “The greatest revolution of our generation is the discovery that human beings by changing the inner attitudes of their minds, can change the outer aspects of their lives.” In this century, thanks to the work of Carol Dweck, we know that by changing how we think, we can change whether we perform to our potential, or whether we struggle to meet ever-increasing challenges in our V.U.C.A world.4

In Dweck’s words, summarizing her research with student populations: “We found that students’ mindsets—how they perceive their abilities—played a key role in their motivation and achievement, and we found that if we changed students’ mindsets, we could boost their achievement. More precisely, students who believed their intelligence could be developed (a GROWTH mindset) outperformed those who believed their intelligence was fixed (a FIXED mindset). And when students learned through a structured program that they could “grow their brains” and increase their intellectual abilities, they did better. Finally, we found that having children focus on the process that leads to learning (like hard work or trying new strategies) could foster a growth mindset and its benefits.”5


Management guru Peter Drucker asserts, “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.” As Henry Ford quipped, “If you think you can or you think you can’t, you’re right!” We need to remind ourselves—and teach others—that neither our mindsets nor our behaviors are fixed and immutable.

Findings from neuroscience are instructive. A common mindset last century was “you can’t teach an old dog new tricks.” We now know that the brain is constantly creating new neural networks, and that “neuroplasticity” is a very real phenomenon—our brains learn until the day we die. Our brains are not fixed—we are all wired for continuous growth and continuous improvement.6

Better Me.  Better We.  Better Organizations.

Unlike raw intellectual intelligence, or IQ, which is indeed difficult to significantly improve after adulthood, our CQ and our EQ (Emotional Intelligence) are both much more malleable—and much more clearly linked to success in life and work. Much research shows that IQ, along with technical skills and abilities, may get you the job. However, once you’re in the job, it’s EQ—not IQ—that separates superior from average performers across industries, job classes, and hierarchical levels.7

Towards that end, the Arbinger Institute offers a fascinating insight into the “one change that most dramatically improves performance, sparks collaboration, and accelerates innovation—a shift to an outward mindset.” An outward mindset is characterized by an inclusive and palpable focus on others’ needs, objectives, and challenges. However, “unknowingly, too many of us operate from an inward mindset—a narrow-minded focus on self-centered goals and objectives.” Sounds eerily like dynamics plaguing non-Constructive cultures in Human Synergistics’ research. Leaders shape culture. Leaders with growth-oriented, outward-focused mindsets foster Constructive cultures.8

Ring in the new year not by starting off with new b.s. (in the form of New Year’s resolutions) but rather by letting go of old b.s. (belief systems).

Ring in the new year not by starting off with new b.s. (in the form of New Year’s resolutions) but rather by letting go of old b.s. (belief systems). Embrace a growth-oriented, outward-focused mindset. Become aware of a new way of being, consciously reflect upon accepting it, and then intentionally choose new actions to advance your own and your organization’s collective success. As Jack Welch said, “If the pace of change on the outside is faster than on the inside, the end is near.” Welch was referring to the pace of change outside versus inside organizations. I assert the same is true for changes outside and inside ourselves as leaders. If it’s gonna be, it starts with me.



1 Ashkenas, R. (2013, April 16). Change Management Needs to Change. Harvard Business Review.

2 Lafferty, J. and Lafferty L (1996). Perfectionism: A Sure Cure for Happiness. Plymouth MI: Human Synergistics.

3 Trautlein, B. (2013). Change Intelligence: Use the Power of CQ to Lead Change that Sticks. Austin TX: Greenleaf Book Group Press.

4,5 Doocey, C. (2017, January 10). Perception of failure: The end of the road or a new beginning? Centre for Leadership Advantage.

6 Reisyan, G. (2017, June 6). Cultivate Yourself and Others for more Social and Material Benefit – A practical Coaching case., Human Synergistics.

7 Deutschendorf, H. (2015, June 22). Why Emotionally Intelligent People Are More Successful.

8 Szumal, J. (2015, September 2). The Real Culture Debate. Constructive Culture blog, Human Synergistics.

About the Author

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Barbara Trautlein, Ph.D.

Barbara is author of the best-selling book Change Intelligence: Use the Power of CQ to Lead Change that Sticks, principal and founder of Change Catalysts, and originator of the CQ System for Developing Change Intelligent Leaders and Organizations. For over 25 years, she has coached executives, trained leaders at all levels, certified change agents, and facilitated mission-critical cultural transformations – achieving bottom-line business and powerful leadership results for clients. In 2015, she had the honor of being awarded Change Management Consultant of the Year by the Association of Change Management Professionals (ACMP) Midwest Chapter. Barbara holds a doctorate in Organizational Psychology from the University of Michigan.