Maintworld 1/2019

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LEADERSHIP Developing the Leadership Mindset: Set your Mind, Manage your Destiny In the time it takes you to read this article, I hope to forever change how you think and act. A lofty goal for 1,638 words, right? No pressure. How is this possible? By helping you to develop an unbreakable perspective that is the key source of success for modern leaders. Whoever you are, whatever your situation, you will benefit from this powerful mindset. 1,574 words to go; let’s get started. 36 maintworld 1/<strong>2019</strong> THOMAS J. FURNIVAL, Director of Training Services, MARSHALL INSTITUTE, INC. MINDSET IS A SUPERPOWER INGREDIENT IN SUCCESS. GREAT LEADERS TODAY are viewed as champions of the right things, for the right reasons. They are advocates and catalysts for important causes that benefit the greater good. They earn, rather than inherit, their leadership mantle by building trust and acting consistently with integrity. Leadership can be hard to succinctly define but easy to recognise. Here are some of my favourite quotes that summarize some key characteristics of modern leadership: • Leadership is the capacity to translate vision into reality. - Warren G. Bennis • The greatest leader is not neces sarily the one who does the greatest things. He is the one that gets the people to do the greatest things. - Ronald Reagan • Leadership is an achievement of trust - Peter Drucker • The function of leadership is to produce more leaders, not more followers. - Ralph Nader • Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others - Jack Welch
LEADERSHIP • Leaders should be role models and walk the walk - Gary Vaynerchuck • As we look ahead into the next century, leaders will be those who empower others. - Bill Gates • The supreme quality of leader-ship is integrity. - Dwight D. Eisenhower The SuperPower of Perspective What is a mindset and why it important? My own father answered both questions with a phrase he mentioned at several pivotal points in my youth, “Your attitude determines your altitude”. My definition of mindset is the orientation of key beliefs that act as an internal compass directing how we think and act. Its influence is so strong that it ultimately selects the coordinates to our life's journey and destination. Take a second or two to pause and reflect about the power of those words. You already know it to be true. You have known people with great attitudes who seemingly attract a steady stream of happiness and success, and alternatively, you have known an Eeyore (Winnie the Pooh) who attracts constant gloom. Mindset is so important that it is hard to overstate. Because mindset is a superpower ingredient in success, it is valuable and applicable to all of us, regardless of job title, industry, department, or company. Leadership vs. non-leader mindset To explore how the leadership mindset is different from the non-leader mindset we are going to cover seven belief areas. We will reflect on the differences in perspective between leaders and non-leaders. As you read these perspectives consider the life-long impact of holding these two different mindsets. Think about the different career paths, experiences, and destinations two young hires at the same company would travel after 40 years of working with these two mindsets. Key Beliefs Leadership Mindset Non-Leader Mindset Purpose Potential Motivation Leaders view all that they do and all that others do with an understanding of the task’s higher purpose. They see alignment with all activities and the big picture. They view no value-added task as too small or unimportant. Leaders see greater potential in situations, in themselves, and in other people, and have a positive outlook on what’s possible. The perspective on potential is epitomised by Henry Ford’s powerful statement, “Whether you think you can, or think you can’t - you’re right.” Leaders are fuelled by collective achievement and sustained by internal motivation, not external sources. Although they appreciate recognition, it is not a driving force of their achievement. Non-leaders tend not to identify or reflect on the higher purpose of tasks. They are also less likely to visualise the holistic and system impact of tasks, resulting in viewing them with less value. They are often less optimistic about what is possible. They are content with the status quo and less interested in, and attracted by, messages of growth and improvement. They are more often motivated by external sources such as financial rewards and personal, individual recognition. They receive fulfilment from individual achievement, and vie for individual recognition rather than shared team recognition. Responsibility Capability Change Leaders accept more responsibility than what is given to them. They take on more responsibility to advance the cause and to support their team whenever needed. They do what is needed to complete tasks or accomplish goals. Leaders know that their capabilities and intelligence are not fixed at birth, and they take active control over self-development inside and outside of the workplace. Although they are optimistic about their potential, they are firmly grounded in reality and have an accurate inventory of their own strengths and shortcomings. They actively support others in growing their capability and reaching their potential. This perspective is called a Growth Mindset, and was defined and brilliantly explained by Carol S. Dweck in her book Mindset – The New Psychology of Success. Not only do leaders expect change, they anticipate it, and successfully adapt to it. They view external change as opportunities. And they know how to influence others with integrity to successfully navigate change and turbulent times. Leaders view both failure and success as outcomes to learn from. They are less willing to work beyond their inherited responsibilities. Although they may accept greater responsibility for more pay, they are less likely to take initiative to do what’s needed to achieve team goals. They view their capability and the capability of others as something that is more fixed and limited. As a consequence they view self-development and learning as less important. They tend to notice others’ shortcomings rather than their strengths and potential. This perspective is called a Fixed Mindset, and is also covered by Carol S. Dweck in her book Mindset – The New Psychology of Success. They are more sceptical of change, sometimes even outright fearful of it. They are less able to find the opportunities in change and think more about how change will negatively impact them. They are happier in homeostasis. They view outcome as very important to their sense of self. Outcomes They understand that successes are achieved by the efforts of many, and ultimately sustained by creating the processes and systems. They celebrate successes as a team. They also understand that failures should be dissected for learnings and these learnings should be understood by the team. They also ensure that processes and systems are updated to eliminate these future ‘failures’. In their mind, a successful outcome means they are successful, an unsuccessful one means they are a failure. They tend not to learn from outcomes and then do not adjust or change to avoid similar outcomes in the future. This results in them continuing to tie their self-worth to outcomes. Ultimately they view the overall journey and learnings as the most important experience. Achievements are simply important milestones on the journey. 1/<strong>2019</strong> maintworld 37
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