Our Approach
Designed for the moments that matter
Most mindset programmes stop at awareness. But awareness changes intention, and intention reaches only part of behaviour. The rest comes from automatic habits, environmental cues, and emotional responses that arrive before conscious choice. GMI designs for the whole pattern.
Principle one
Regulation comes first
No one can think clearly when their nervous system is activated. When the prefrontal cortex goes offline, honest self-examination is not available, and the response is already underway before conscious thought can catch up.
Every GMI programme opens with a regulation check. Putting feelings into words, what neuroscientists call affect labelling, softens the emotional response without the person realising they are regulating. The sequence is deliberate: regulate, then reflect, then act.
Principle two
Scaffolded self-inquiry, not reflection alone
Self-inquiry is the work of getting underneath a fixed mindset trigger and mapping its BEATs: the belief, the emotional representation, and the action tendency that follows automatically.
Most programmes ask people to reflect without structure, and unstructured reflection slips into rumination. When self-inquiry is scaffolded with self-compassion, curiosity, and the BEATs map, it becomes possible to see the pattern clearly and decide what to do next.
Principle three
Small experiments in the moments that matter
A large share of what people do each day is habitual, cued by context rather than conscious goals. GMI designs experiments to fit into the flow of work, in the very situations where the fixed mindset trigger shows up.
Each experiment is a small, concrete prediction test: a different choice in a meeting, an earlier request for feedback, a new response when a project starts to slip. If an experiment does not work, it means the strategy did not fit, not that the person is at fault.
Principle four
The structural lens
Every exercise explores whether a fixed mindset response is driven by an internal narrative or cued by the situation. A person working on feedback in an environment that punishes vulnerability does not have a feedback problem. They have an accurate reading of an unsafe environment.
Leaders audit and redesign the systems they own: performance reviews, decision-making routines, meeting structures, and the recognition signals that run counter to growth behaviours.
Principle five
Collective intelligence
Unexamined fixed mindset triggers shape how teams communicate, make decisions, and whether anyone asks for help early enough. A team’s ability to solve problems together depends on social sensitivity, which degrades when triggers are active and unexamined.
The Mindset Team Lab surfaces shared trigger patterns using aggregated Profiler data and designs collective practices, held in a structure that makes growth behaviours visible and sustainable rather than aspirational.