Why MindFit?
How many people actually change their attitudes and behaviours and deliver the desired results following training?
Why MindFit?
Research by George Alliger and Elizabeth Janak (1989) found that the correlation between training and change in the workplace to be poor – The Chartered Institute of Personnel and Development (CIPD) in 2007 state it is “….no better than random chance”.
People return to work after the training and soon fall back into their old mindset and habits. The training even though of great quality, invariably results as a waste of time, effort and money.
It doesn’t have to be that way. MindFit is the prequel to training.
Change a person’s mindset first and they will respond positively. The evidence is overwhelming – MindFit people take action, achieve higher performance, are more productive and where relevant, more profitable.
MindFit programmes grow people and unlock
new value for your business.
The MindFit approach for change is surprisingly simple and it is very practical. It provides people with the ‘KNOW HOW’ to increase their MindFitness and that of others . It is an actions based process to improve performance in the workplace. And MindFit people make great leaders.
The MindFit process was developed over 14 years and is still evolving. Our programmes are full of the latest insights from neuroscience and neuroplasticity but presented without theories. The logic behind the process is simple. You cannot build a house without foundations; neither can you expect a person to perform or lead to their best without being MindFit.
So get MindFit first, otherwise, any intervention to develop people will not be sustainable. The evidence for this can be found in any organisation following educational training.
Why do we need to
change mindsets?
The fact that stress at work, lack of engagement, conflict, grievances and underperformance are routinely reported as major issues by professional bodies such as the Health and Safety Executive, The Chartered Institute of Personnel and Development (CIPD) and the Chartered Management Institute (CMI) confirms this. Other professional bodies from around the world continually report on these subjects and provide new insights on how to tackle them, yet the problems still persist. Academic researchers looking at engagement and disengagement, such as W. A. Kahn (1990), J. A. Haudan and D MacLean (2002) and W. H. Macey and B Schneider (2008) are part of major effort to understand and discover solutions. However, the problems still exist.
