The difference that makes a difference
In our years of work, we have identified four key factors that consistently distinguish Growth Journeys of highest impact.

Tom, the General Manager in a Fortune 50 Technology Company, said it best: "How can I expect my people to transform if I am not willing to go first?" People look at their leaders to set the standard for the level of learning that is expected to be successful, and to prioritize the amount of time and energy that needs to be devoted to personal growth. Of course there are many people who are self-motivated to grow, yet in any organization, people face many competing demands. When growth is a priority, it infuses everything else, creating a high-impact Growth Culture. Leaders set the tone for the entire organization and create a tipping point for the whole system to change with their energy and focus on learning and growth. They model a Growth Culture in their organizations by taking their own journey of self-mastery and sharing openly and candidly with employees their progress and challenges. As the authors of "Growth Champions" conclude, "Passionate leadership really matters, even in a mature business. A leader who is prepared to challenge conventional wisdoms, internally and externally, and put an aspirational stake in the ground gives the organization focus."
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A Growth Journey is not for the faint-hearted. It requires stepping out of the comfort zone of habitual thought patterns and behaviors. Neuroscience research shows that much of human behavior is rooted in the most basic survival fears and instincts, and that higher processes must evolve to override these lower motivations to stay safe and secure. For an individual, team or organization to grow, it needs a reason to, unless it already has developed a deep intrinsic desire to grow for growth's sake.
Leaders of the R&D division of a major pharmaceutical company were more than willing to rapidly evolve themselves and their organization's culture to accelerate the delivery of safe and effective medicines for patients with unaddressed medical needs.
Inspired by Google, the leaders of a Silicon Valley start-up recognized that creating a growth culture, starting with their own team, was a make-or-break factor in their company's ability to become a thriving business.
Both cases demonstrate that leaders who commit to personal and business growth as one and the same journey create importance and urgency for people to evolve themselves. They understand that they serve the business through their personal growth and that business growth in turn provides ongoing impetus and fuel for individual transformation.
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How the journey unfolds depends greatly on one's openness and willingness to be guided. We think of someone we worked with several years ago named Stephanie. In our first meeting, she shared how she found it challenging, as an HR-leader, to have a voice in business discussions with the leadership team. When we talked about her internal programs that may have caused self-doubt, fear and judgment, her eyes lit up. She became fascinated with this inner exploration and how her self-doubt hindered her success. In between our meetings, she practiced diligently. She shared how she began to notice the self-doubt and practiced breathing in response to these anxieties. As she progressed on the journey, she was able to detach from the immediate emotional reactions and examine objectively when her fears told her "No!" Moreover, she was diligent in making sure she committed to next steps at the end of every meeting. Going into the work with an attitude of learning made her journey exciting and her progress rapid, and inspired others on her team to commit to their own growth as they saw such obvious changes in her work.
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Malcom Gladwell states in his book "Outliers" that it takes 10,000 hours to gain true mastery at the level of Mozart, Bill Gates and Steve Jobs. Creating a Growth Culture that continuously fuels excellence, innovation, trust and individual fulfillment requires ongoing practice. We know from neuroscience research that the brain actually creates new connections that become natural response patterns as we repeatedly practice and adopt new emotional, cognitive and behavioral reactions over time. This is why Growth Journeys include continual practice opportunities for individuals, as peers and as groups. Organizations that are successful in their Growth Journeys establish a "Rhythm of Practice" in their business alongside the planning and budgeting cadence and other regular business events. A Rhythm of Practice includes ongoing measurement of growth mindsets and behaviors, after-action-reviews at the end of meetings and individual growth practices, such as mindfulness, study groups and coaching.
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