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Mindsets in leaders

Mindsets drive what leaders do and why they do it. 

Two different leaders might face the same situation but respond to it very differently. One leader might see the case as threatening, whereas the other leader might see it as an opportunity.

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A growth mindset is a belief that anyone can change their talents, abilities, and intelligence. Those with a growth mindset:

  • take on challenges
  • take advantage of feedback
  • use the most effective problem-solving strategies
  • provide developmental feedback
  • is persistent in accomplishing goals

Conversely, those with a fixed mindset believe that talents, abilities and intelligence can't be improved.

Leaders with a learning mindset are motivated to increase their competence and master something new.

A performance mindset desires to gain favorable judgments about competence and avoid negative judgements.

  • Leaders with a deliberative mindset are open to all kinds of information to ensure they think and act as best as possible.
  • Leaders with an implemental mindset focus on implementing decisions without considering new or different ideas.
  • Leaders with a promotion mindset identify a specific goal and are focused on progress toward the destination.
  • Leaders with a prevention mindset are focused on avoiding losses and preventing problems.

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RELATED IDEAS

The biggest risk is not taking any risk. In a world that is changing really quickly, the only strategy that is guaranteed to fail is not taking risks.

8

IDEAS

  • You only need centeredness: a state of mindfulness that enables leaders to remain calm under stress, empathize, listen deeply, and remain present.
  • Your key strength has to match how your organization creates value.
  • You have to behave differently if you want your employees to do so.

Focuses on helping another person learn in ways that let him or her keep growing afterward. 

Its purpose is to increase effectiveness, broaden thinking, identify strengths and set and achieve challenging goals.

It is based on asking rather than telling, on provoking thought rather than giving directions and on holding a person accountable for his or her goals.