fix typos

Author: Salipa-Gurung

src/assets/TheOutwardMindset/the-outward-mindset.md

@@ -17,17 +17,17 @@ That distinction sounds small when you first read it. It didn't feel small by th
 
 ### Mindset before Behavior
 
-The book opens with a model that's almost too simple to take seriously at first: mindset drives behavior, and behavior drives results. In many workplace, when something is not working well, the first response is often to change processes. We set the target results, then try to engineer behaviors directly through KPIs, mandates, tighter process. Arbinger's argument is that this skips right past the thing that's actually doing the work underneath: mindset. You can tell someone what to do all day long, but if the way they see the situation hasn't changed, the behavior doesn't hold. The book made me reflect on something important: a process change alone does not always create lasting improvement. Real improvements happens when people understand its purpose.
+The book opens with a model that's almost too simple to take seriously at first: mindset drives behavior, and behavior drives results. In many workplaces, when something is not working well, the first response is often to change processes. We set the target results, then try to engineer behaviors directly through Key Performance Indicators (KPIs), mandates, tighter process. Arbinger's argument is that this skips right past the thing that's actually doing the work underneath: mindset. You can tell someone what to do all day long, but if the way they see the situation hasn't changed, the behavior doesn't hold. The book made me reflect on something important: a process change alone does not always create lasting improvement. Real improvements happen when people understand its purpose.
 
 ### Push vs. Lead: Two Ways to Try to Change People
 
-There's a distinction early on between what the book calls the Behavior Push Approach and the Leading-With-Mindset Approach, and it landed for me harder than I expected.
+There's a distinction early on between what the book calls the "Behavior Push Approach" and the "Leading-With-Mindset Approach", and it landed for me harder than I expected.
 
 The push approach is the default almost everywhere: tell people what's expected, train them on it, reinforce it, measure it. The book pictures this almost literally as a wall, you're pushing behavior as a target, but the current mindset is standing in the way, so the push either stalls or the change doesn't stick once nobody's watching. The leading-with-mindset approach flips the order. Address how people see the situation first, and the behavior tends to follow on its own, because now it actually makes sense to them.
 
-This pattern is common when teams introduce new ways of working. A new tool, new review standard, or new process may be adopted as quickly at first because everyone's been told to. However, the change often fades over time when the underlying mindset has not changed. the instruction changed, but nothing underneath it did.
+This pattern is common when teams introduce new ways of working. A new tool, new review standard, or new process may be adopted as quickly at first because everyone's been told to. However, the change often fades over time when the underlying mindset has not changed. The instruction changed, but nothing underneath it did.
 
-The book also highlights a more subtle version of the same problem, teams that say the right things in meetings, follow processes as expected, and appear to be working well together, but still struggle with genuine collaboration. On the surface, the behavior checks every box. Underneath, people are still protecting their own turf, quietly blaming each other, treating teammates as things to get around rather than people to work with. Behavior is the symptom. Mindset is the source. That reframed, for me, what leadership development is even about, it can't just be teaching people what to do, it has to touch how to touch how they see.
+The book also highlights a more subtle version of the same problem: teams that say the right things in meetings, follow processes as expected, and appear to be working well together, but still struggle with genuine collaboration. On the surface, the behavior checks every box. Underneath, people are still protecting their own turf, quietly blaming each other, treating teammates as things to get around rather than people to work with. Behavior is the symptom; mindset is the source. That reframed, for me, what leadership development is even about, it can't just be teaching people what to do, it has to change how they see the people around them.
 
 ### The Shift from "Me" to "Others"