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A Note from Linda ...

Those who have been reading my newsletters or coaching with me know that living with a closed mindset is like experiencing life with tunnel vision. People who take undue credit, ignore ideas from others or become defensive and point their finger outwards, are only able to hear their own voice. Allowing our egos to blind us from reality and what's really going on will severely limit the possibilities and opportunities that surround us.

Those who are self-confident rather than overconfident with an open mindset for recognizing the truth and welcoming new thoughts and new ways, will become limitless in the greatness they can achieve. These people become the great leaders that others want to follow.

Have you thought about your mindset?

My best,
Linda Yaffe
Certified Executive Coach

The leader who exercises power with honor will work from the inside out, starting with himself. -- Blaine Lee

Mindset: why Executives Thrive…Or Barely Survive

Mindset shapes our mental world, influences our outlook, determines the scope of our goals, and ultimately sets us on a path of growth and fulfillment — or one of stagnation.

Executive suites are filled with high achievers who boast high IQs and stellar accomplishments. Still, some stagnate, while others thrive and continue to shine.

The mindset we develop over the years (heavily influenced by our parents and teachers) can exert a powerful grip on our attitude toward learning and achieving. In fact, it's the key to fulfillment, explaining why high IQ scores fail to adequately predict success.

Open and Closed Mindsets

Everyone has two basic mindsets: open or growth, or closed or fixed.

1. One mindset is open to growth and learning, believing one can always do better.

2. The closed mindset is entrenched in the belief that natural talents and abilities predetermine success.

With an open mindset, people believe they can always learn more, do more and improve. They are confident, yet humble enough to work harder to expand their potential. They accept criticism as important feedback, not a personal insult.

With a closed mindset, people believe success is based on their innate talents; thus, they shouldn't have to work hard. They think their abilities are set in stone: Either you have them or you don't. You must prove yourself over and over again, trying to look smart and accomplished at all costs. This is the path to stagnation.

Which mindset do you have about your own intelligence?

1. Your intelligence is something very basic that cannot change much.

2. You can learn new things, but you can't really change how intelligent you are.

3. No matter how intelligent you are, you can always improve.

4. You can substantially change how intelligent you are.

Statements 1 and 2 reflect closed-mindset thinking. Statements 3 and 4 indicate an open mindset. Where do you fall on the spectrum? You can fall somewhere in the middle, but most people lean in one direction.

CEO Disease

Eminent psychologist Howard Gardner (Extraordinary Minds, 1997) points out that exceptional people have a special talent for identifying their own strengths and weaknesses. They have open minds and are willing to take in feedback about their own deficiencies so they can improve themselves and their organizations' performance.

A closed mindset leads to "CEO disease," characterized by information that's filtered and distorted so only good news reaches the top. The executive team often plays its part by feeding the CEO's ego. The problem is, people who use their CEO status to preen are always looking for the next self-image boost. They seldom think about fostering long-term corporate health.

In Good to Great: Why Some Companies Make the Leap…and Others Don't (2001), Jim Collins writes about the type of leader who takes companies to greatness. They're not larger-than-life, charismatic types who ooze big egos and self-proclaimed talent. Rather, they're self-effacing individuals who constantly ask questions and have the ability to confront the most brutal answers. They look failures in the face, including their own, while maintaining faith that they'll succeed in the end.

These executives have an open mindset:

1. They aren't continually trying to prove they're better than others.

2. They don't emphasize the pecking order, with themselves at the top.

3. They don't claim credit for other people's contributions.

4. They don't undermine others to feel powerful.

Instead:

1. They are always trying to improve.

2. They surround themselves with the most able people they can find.

3. They look squarely at their own mistakes and deficiencies.

4. They identify the skills that they and their companies will need in the future.

Recovering From a Closed Mindset

The power CEOs wield allows them to create a world that caters to their need for validation. It shields them from bad news, and it encourages them to drink the Kool-Aid of their companies' success, despite any warning signs.

There is, however, a cure for CEO disease. Anyone can change his or her mindset. It requires conscious practice and vigilance, as well as a willingness to be open to learning and changing.

Think of something you need to do or want to learn. Is there a problem you're forced to confront? Now, make a concrete, specific plan. For example: "At 9 a.m. tomorrow, I'll make that call and set that appointment to discuss the situation. I'll ask questions and receive feedback, without acting defensive. I won't make excuses. I'll take in information, be receptive and thank others for their input. I can decide what to do later."

Detailed plans that cover when, where and how you're going to do something lead to high levels of follow-through and increase your chances of success. Even if you have negative feelings, you must carry through with your growth-oriented plan.

How to Grow Your Mindset

Are you in a fixed or growth mindset in your workplace? Ask yourself the following questions, which will encourage an open mindset:

1. Do you feel people are judging you, or are they helping you develop?

2. Are there ways you could be less defensive about your mistakes?

3. Could you profit more from the feedback you get?

4. Are there ways to create more learning experiences for yourself?

5. How do you act toward others?

6. Where's your focus: on your power or your people's well-being?

7. Do you ever reaffirm your status by demeaning others?

8. Do you ever try to hold back high-performing employees because they threaten you?

9. Do you consider ways to help your people develop on the job through mentoring or coaching?

10. Do you think about how you can treat your people as collaborators and encourage teamwork?

11. Are you aware of elitism?

12. Do you try to create a culture of self-examination, open communications and teamwork?

13. Are you aware of signs of groupthink?

14. How can you encourage alternative views and constructive criticism?

Score these fourteen points and if you feel you wished you scored higher, ask your coach to work with you on shifting your mindset.

WorkingMatters' principal, Linda Yaffe, a Leadership Development and Certified Executive Coach, uses her senior and executive level management experience to help you achieve your business and career goals.

Whether you are jump-starting a business, advancing your career, an executive or president, Linda’s coaching expertise will provide you with the essential focus, skills and behaviors needed to perform, advance and lead in today’s business environment.

As well, Linda works closely with companies like yours focused on "high potential grooming and leadership performance enhancement" geared toward your top talent and next generation of leaders.

Linda delivers bottom-line benefits to individuals and organizations focused on moving to the highest levels of learning, performance and achievement.

In addition to coaching, Linda delivers Leadership Workshops to small and large businesses.

Linda abides by the strict code of confidentiality and adheres to the highest standard of ethics in accordance with the International Coach Federation.

For more information, please contact Linda by email at LYaffe@WorkingMatters.com