The second step is to become aware of your fixed-mindset triggers. When does your fixed-mindset “persona” come home to roost?

• It could be when you’re thinking about taking on a big, new challenge. Your fixed-mindset persona might appear and whisper, “Maybe you don’t have what it takes, and everyone will find out.”

• It could be when you’re struggling with something and you keep hitting dead ends. Your fixed-mindset persona might fly in and offer its advice: “Give it up. It’s just making you feel frustrated and ashamed. Do something easier.”

• How about when you feel like you’ve failed decisively? Lost your job. Lost a cherished relationship. Messed up in a very big way. It’s a rare person who doesn’t have a fixed-mindset episode. And we all know very well what that fixed mindset says to us: “You’re not the person you thought you were—and you never will be.”

• What about when you encounter someone who’s a lot better than you in the very area you pride yourself on? What does that fixed-mindset voice say to you? Does it tell you that you’ll never be as good? Does it make you hate that person just a little?

• What about our fixed mindset toward others? If we’re educators, what happens after a high-stakes test? Do we judge who’s smart and who isn’t? If we’re managers, what happens during and after a big project? Do we judge our employees’ talent? If we’re parents, do we pressure our kids to prove they’re smarter than others and make them feel judged based on their grades and test scores?

Instead of prematurely asking what you should do, try something new. Ask no questions rather than an action question. Try meditating, exercising, sensing your arms and legs, or any of the approaches we have suggested for putting you in touch with your inner creative ability. Then try answering any or all of the following questions:

• What is it I don’t yet understand? This question or ones like it can penetrate the mind for clarity and understanding.

• What is it that I’m really feeling? When there is a problem there are usually emotions - fear, anger, hurt, or sorrow - and this question can help you become aware of seeing them specifically.

• What is it that I’m not seeing? Problems usually come from not seeing clearly. By asking about what you are not seeing specifically, almost as if it consists of material objects, you heighten your perceptual ability.

• What voice is speaking? Is it your Voice of Judgment, your objective intelligence, your voice of childhood emotions or fears, or the voice of your Essence speaking inside of you? You can bet that if you have a problem, the objective intelligence and the Essence are relatively silent. But personifying and identifying the inner voices contributing to a problem sometimes is enough in itself to achieve the clarity needed for action.

This kind of exploratory questioning for clarity doesn’t take long, especially when preceded or followed by meditation.

Here’s a simple exercise you can do. Reflect on your actions across the last week or month and ask:

1. DID I SUBTLY UNDERMINE A RIVAL? In a bureaucracy, power is zero-sum. When a slot opens up, only one person gets promoted. In the battle to move ahead, it’s tempting to discount the contributions of others, or sow doubts about their integrity or competence.

1. DID I HOLD ON TO POWER WHEN I SHOULD HAVE SHARED IT? In a formal hierarchy, it’s the people who make the big decisions who get paid the big bucks. To justify their superior status, managers must be seen to be making the tough calls. This creates a disincentive to share authority.

1. DID I PAD A BUDGET REQUEST OR EXAGGERATE A BUSINESS CASE? Resource allocation in a bureaucracy is inflexible and conservative. Budgets often get set a year in advance, and anything that looks risky gets down-rated. Given this, it’s tempting to bid for more resources than you need or overstate the merits of your case.

1. DID I FAKE ENTHUSIASM FOR ONE OF MY BOSS’S IDEAS? In a bureaucracy, disagreeing with your boss can be a career-limiting move. Hence, individuals often swallow their reservations rather than risk being seen as disloyal.

5. DID I DISREGARD THE HUMAN COSTS OF A DECISION? If your organization treats people as mere resources, you may be pushed to make decisions that sacrifice trust and relational capital for short-term business gains.

1. DID I PLAY IT SAFE WHEN I SHOULD HAVE BEEN BOLD? In a bureaucracy, the penalties for screwing up are often bigger than the penalties for sitting on your hands. Given that, it’s tempting to defend timidity as prudence.

1. DID I FAIL TO CHALLENGE A COUNTERPRODUCTIVE POLICY? It’s easier to whine about a stupid rule than to challenge a senior policy maker. Civil disobedience is never the safest choice, but systems don’t change until people take a stand.

1. DID I DO LESS THAN I COULD TO FOSTER THE GROWTH OF THOSE WHO WORK FOR ME? As we noted earlier, there’s often an assumption that “commodity jobs” are filled with “commodity people.” As a result, it’s easy to overlook opportunities to nurture the growth of employees doing mundane jobs.

1. DID I FAIL TO CREATE TIME AND SPACE FOR INNOVATION, OR MISS AN OPPORTUNITY TO BACK A PROMISING IDEA? There’s not much glory in being an innovation mentor. It takes time and often ends in failure. It’s easier to keep your head down than to champion a new idea, but the result is inertia and incrementalism.

1. DID I FAVOR MY TEAM AT THE EXPENSE OF THE BUSINESS OVERALL? Bureaucracies offer few rewards for sharing scarce resources with other units. Behaving parochially often produces the best personal outcomes, even when it’s suboptimal for the organization at large.

1. DID I UNFAIRLY DEFLECT BLAME OR CLAIM CREDIT? In a bureaucracy, performance assessments are typically focused on individuals rather than teams. The goal is to be Teflon when the shit hits the fan and Velcro when plaudits are being handed out. This behavior distorts reputations and misallocates rewards, but it’s the way to win in an individualistic organization.

1. DID I SACRIFICE MY VALUES FOR EXPEDIENCY? Bureaucracies value results above all else. If you exceed your targets, no one’s likely to ask what shortcuts you took. Over time, the bias for outcomes over ethics desensitizes an organization to the moral consequences of its actions.

I’m comforted by something I’ve come to believe more and more in recent years—that it’s not always good for one person to have too much power for too long. Even when a CEO is working productively and effectively, it’s important for a company to have change at the top. I don’t know if other CEOs agree with this, but I’ve noticed that you can accumulate so much power in a job that it becomes harder to keep a check on how you wield it. Little things can start to shift. Your confidence can easily tip over into overconfidence and become a liability. You can start to feel that you’ve heard every idea, and so you become impatient and dismissive of others’ opinions. It’s not intentional, it just comes with the territory. You have to make a conscious effort to listen, to pay attention to the multitude of opinions. I’ve raised the issue with the executives I work most closely with as a kind of safeguard. “If you notice me being too dismissive or impatient, you need to tell me.” They’ve had to on occasion, but I hope not too often.

It takes time for the soul, so deep and complex, to sort itself out snd arrange itself for a decision. My own way is to wait and wait until the apple of decision is about to fall on its own. No doubt, I am extreme in my patience or temporizing. When I counsel others, I feel no rush. I think it’s important to gather oneself together before making a move. Many people make decisions just on the principle that you should do something. I’m afraid it may take a while for the soul to catch up with them.