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To Be a Great Leader, You Need the Right Mindset

Learning and Performance Mindsets

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.

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IDEA EXTRACTED FROM:

To Be a Great Leader, You Need the Right Mindset

To Be a Great Leader, You Need the Right Mindset

https://hbr.org/2020/01/to-be-a-great-leader-you-need-the-right-mindset

hbr.org

5

Key Ideas

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.

Growth and Fixed Mindsets

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.

Learning and Performance Mindsets

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.

Deliberative and Implemental Mindsets

  • 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.

Promotion and Prevention Mindsets

  • 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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Mark Zuckerberg, CEO of Facebook

Skills Needed In Digital Leaders

  • Work together, complement each other, and function as a team.
  • Able to operate on and enable environments that are more dynamic, team-centric, and connected.
  • Lead and build teams and partner with the broader ecosystems, keep people connected and engaged, and drive a culture of innovation, learning, and continuous improvement.
  • Lead a workforce that includes contractors, the contingent workforce, and crowd talent.
  • Understand how different business functions, industries, and technologies come together to form solutions.
  • Comfortable and competent with risk-taking.

Demographics And Leadership Destiny

Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies. 

Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.

5 more ideas

Inspiration alone is not enough

Just as leaders who deliver only performance may do so at a cost that the organization is unwilling to bear, those who focus only on inspiration may find that they motivate the troops but are u...

Inspiring leaders

Are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. 

And they unlock higher performance through empowerment, not command and control.

To be an inspiring leader...

  • You only need one truly “inspiring” attribute - 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.

Same fundamentals

Same fundamentals

The leadership development industry is thriving. There are many new and exciting ideas with hundreds of books written about leadership every year.

But even though organizations have become ...

Classic leadership practices

The best leaders with the most impact almost always use six classic fundamental practices:

  • Uniting people around an exciting, aspirational vision;
  • Building a strategy for achieving the vision by making choices about what to do and what not to do;
  • Drawing and developing the best possible talent to implement the strategy;
  • Relentlessly focusing on results in the context of the strategy;
  • Creating ongoing innovation that will help reinvent the vision and strategy;
  • Growing yourself so that you can most effectively lead others.