Whether you are a new leader or manager who is starting a new business, your mindset and those of your people are integral to the success of your endeavors. Why? Because your mindset influences your people’s performance.
Mindsets grow out of life’s experiences and the assumptions that you make over a period of time. Coupled with your expectations in any given situation, your mindset influences how you treat and deal with others. Your mindset can either help or hinder the situation, especially in strenuous or challenging circumstances.
The following five specific mindsets may cause you and others to behave in unproductive ways that diminish results and stifle your ability to work well with others:
- To be right, not wrong
- To be respected, not disrespected
- To be in control, not out of control
- To be appreciated, not unappreciated
- To be safe, not unsafe
Because what you think determines what you do and say, it is important to understand how your thinking affects your results. These mindsets, taken to the extreme, usually result in the exclusion of others and can have disastrous effects on your ability to learn, inspire, lead, and collaborate with others.
To be right, not wrong
All of us have known someone who believes they are never wrong. Being “right” instead of “wrong” is a prestigious and powerful position. This mindset is an expression of one’s feelings about their competence or capability. Because some people define their self-worth according to their performance, such individuals have a difficult time accepting any other viewpoint but their own.
Impact: Someone who always has to be right may engage in demeaning or belittling behavior, such as using putdowns to discredit others. They may refuse to consider other viewpoints, collaborate or cooperate with others. The challenge in thinking you are right is that you may not see the complete view of the situation and make decisions based on your partial perceptions alone.
What to do: Are you doing all the talking? Start asking more than telling. Invite others to offer a contrary option, to share their ideas and experience. Listen, and then listen some more. Realize that others may know more or understand something that you cannot afford to miss.
To be respected, not disrespected
People expect to be treated with dignity and respect both in word and in deed. Once someone has been disrespected, they usually continue to interpret the other person’s words and actions in the worst possible way. They tend to take everything personally.
Impact: People who feel disrespected are not motivated, so they do the bare minimum to get by. Using demeaning language or references is threating. It’s also important to note that people who observe disrespectful behavior will be affected just as much as if they had been the one who was disrespected. Disrespectful behavior usually ends up creating a lot of negativity in the workplace such as distrust, gossip, uncertainty and suspicion. This becomes a huge emotional distraction to everyone and can seriously impact the morale of your team. You can ill-afford to be disrespectful.
What to do: One of the easiest ways to create respect is to ask questions. However, the key is listening to people’s answers and responding to their questions and concerns. Being inclusive of everyone is also a great way to demonstrate respect for one another.
To be in control, not out of control
Being in control is an illusion. The only person you are really in control of is yourself, and even that’s questionable. This mindset is an expression of power and authority. Unfortunately, some leaders believe that the only way to get others to meet their expectations is to control, micromanage, or manipulate their actions.
Impact: Leaders who are controlling are interested in getting things done, but it has to look the way they think it should look. They want what they want when they want it. They are not interested in contribution, collaboration, learning or discovery to improve results. This behavior turns their people into “good soldiers.” Such behavior leads to people not taking initiative, but waiting to be told what to do so they “get it right.” Controlling behavior leads to employee frustration and contempt which results in a negative culture.
What to do: Set clear expectations for performance. Determine project milestones and specific measures that you want people to meet, then allow them the autonomy to work and be accountable for their success. If priorities change, clearly and quickly communicate the new direction and set parameters for performance success.
To be appreciated, not unappreciated
Everyone wants to know that they are valued for the contribution they make to their enterprise. This mindset may cause people to constantly second-guess what they are doing if they never are acknowledged or appreciated. Over time, they tend to stop trying for excellence and do just enough to get by.
Impact: When I have studied the effects of appreciation in organizations, I have often heard people say, “No news is good news.” When I hear this, I cringe because it tells me two things: first, that people rarely, if ever, receive appreciation for a job well done, and second, the only time people hear anything is generally when they have messed up or not met expectations. The lack of appreciation may lead those who are insecure to constantly fish for compliments in order to validate themselves and their work. Such behavior may end up creating a lot of drama and feelings of resentment in others.
What to do: Look for people who are doing the right things, and then express appreciation for what they do. Praise people in private or in public as is appropriate. Say “thank you” when such appreciation is sincerely warranted.
To be safe, not unsafe
This mindset pertains to physical, emotional and financial safety. In the workplace, people want to know that there is a degree of predictability that they will have a job tomorrow. If there is general speculation about the organization’s success or the lack thereof, then people’s imaginations run wild as everyone makes negative assumptions.
Impact: In the absence of safety, people spend time and emotional energy wondering what the lack of information means to them. Almost always, they assume the worst. If not corrected, this mindset will lead to a decline in productivity and a decrease in morale.
What to do: Communicate clearly and often. Remember that people don’t understand an issue until they have heard the message seven times. Focus on communication quality and frequency to be successful. Explore with individuals what they know and what they don’t know, and then formulate a communication plan accordingly. And, when good or great things happen, share those events and stories frequently with the masses.
All of us at some time or another operate out of these particular mindsets, either as a leader or a follower. When you are not getting the results you want, stop and evaluate your thinking and the behavior generating the results you are getting. Reflect upon the types of conversations you are holding and identify how you are involving others in the day-to-day process of accomplishing your goals. Taking some time to watch for and identify mindsets will set you on a deliberate path to success.
John R. Stoker is the author of “Overcoming Fake Talk” and the president of DialogueWORKS, Inc. He has been in organizational development work for over 20 years helping leaders and individual contributors to learn the skills to assist them in achieving superior results. He has experience in the fields of leadership, change management, dialogue, critical thinking, conflict resolution, and emotional intelligence, and has worked with such companies as Cox Communications, Lockheed Martin, Honeywell and AbbVie. Connection with him on Facebook, LinkedIn, or Twitter.