In 1964, a Harvard professor called Robert Rosenthal devised a two-year experiment to see what would happen if teachers were told that several children who took a “special Harvard test” were “prodigies” about to blossom. The pupils were just given a ‘Flanagan Test of General Ability’ and were picked at random.
In comparison to other kids, the students did indeed bloom rapidly over the course of the experiment. Teachers addressed these kids differently, providing specific comments, encouragement, and extra time to answer questions, among other things, which influenced their growth.
Now consider your own thoughts about your employees’ potential as an employer. Does a Stanford grad receive the same treatment as a Delhi University grad? Is your European manager evaluated at the same time as your local Emirati manager?
Our conscious and unconscious ideas about our employees influence our conduct toward them, which in turn influences their performance.
So, how does one go about changing one’s mind?
It isn’t that simple. You can’t talk yourself out of your bad-behaviour-inducing beliefs. Nobody would ever smoke, drink soda, or do anything else if that were the case.
By adopting a new set of actions, you can transform beliefs “from the outside in”.
Here’s an illustration of what this looks like:
You believe that your over 50-year-old employee cannot mentor your entire Millennial and Gen-Z team in digital data transformation. You believe they are fearful and averse to this entire digital revolution age since they did not have access to mobile phones and computers until they were well into their 20s, but the reality is that their mindsets are simply not that nimble on this subject matter.
Your actions support your ideas. When asked who you would choose as high potential mentors for your complete 1,700 employee workforce as part of Cohort 1 mentor teams for a data and digital transformation in the oil and gas sector over the next two years, you choose your tech savvy Millennials and Gen Z.
Your consultants, on the other hand, recommend a different strategy. Why not utilise a “behavioural” version of ‘Flanagan’s Test of General Ability’ as a signal for assembling a cohort of high potentials to lead digital and data transformation across the firm (instead, the group will be a random mix of the entire workforce, including those over 50-years-old)?
The cohort will be introduced to their peers as strong potentials based on their behavioural aptitude to lead change and their growth mindset.
The cohort will also be introduced to “data and digital experts” from around the world as high-potentials in their field with whom they will “hold class with bi-weekly” where they can co-lead discussions on the subject matter in the context of their job situations, answer questions, give feedback, and encourage one another, among other things.
What do you believe transpired?
The entire Cohort 1 delivered a fantastic performance. Indeed, the over 50-year-olds with more real-world expertise in the sector were crucial in determining how to best express the proper measurements that would lead to better decision-making across the business due to accurate data storytelling. This resulted in immediate buy-in and the first phase of the change being a huge success.
Cohort 1 after six months were elevated and began holding workshops for their peers on the topic. Shortly thereafter applications for the High Potentials program tripled for Cohort 2. Age was no longer even a topic of conversation.
Beliefs were shifted through actions
Regardless of one’s age, a growth attitude is essential for digital transformation. We don’t stop learning at a particular age, according to scientists. People with a fixed mentality believe that intelligence (along with talent, personality, and other traits and capabilities) is static: You either have it or you don’t, and there is little you can do to change it says Carol Dweck.
The underlying concept that intelligence (or talent, or other personality or capabilities) may be developed — that it is not static or preset — is the foundation of a growth mindset.
Soft skills including as influence, communication, collaboration, and empathy are also required for successful digital transformation. Guess which age group has the most of these latter characteristics?
Sallyann Della Casa, founder of GLEAC
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