The mindset of the leader

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• The Mindsets of a Leader
• www.leadershipmindsets.org

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Leaders rely on a portfolio of approaches,
ranging from serving no one to serving society.
Knowing the strengths and pitfalls of each
mindset and which ones you rely on most heavily
can help you create better teams and have a
greater impact.
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a. Serving No One The Sociopath

• The most limiting and dangerous mindset the
  Sociopath can be found in individuals who
  exhibit a reckless disregard for anyone besides
  themselves.
• Leaders with a large dose of this mindset display
  certain traits commonly associated with
  antisocial personality disorder, such as lack of
  empathy and obliviousness to the emotional and
  physical pain of others. They are also typically
  charming and highly effective at manipulating
  others and the organizations systems (at least
  for a while).

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b. Serving Oneself The Egoist

• Leaders with predominantly Egoist mindsets are
  driven by their own accumulation of wealth,
  power, and status. At each turn, they ask,
  Whats in it for me?
• The ambition and self-focus of leaders with a
  strong Egoist mindset can enable them to get
  ahead, but then they often struggle to build a
  team, and they do little to develop others.

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c. Serving Anyone The Chameleon

• Leaders who largely adopt a Chameleon mindset are
  extremely adaptable. Although they rarely reach
  the CEO level, they can work their way up the
  organization by pleasing other people in power.
• Those with dominant Chameleon tendencies can be
  helpful in advancing the organizations strategic
  initiatives. But dont expect them to make
  important judgments when faced with opposition or
  to ask challenging questions

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d. Serving Goals The Dynamo

• A Dynamo mindset helps people execute strategy
  consistently and, in many cases, flawlessly.
• They excel at mobilizing resources and the
  efforts of others. Their colleagues depend on
  them, and they exist at junior and senior levels
  of every organization.
• In pursuit of admirable goals, many fail to
  consider unintended consequences and whether
  their efforts serve the organizations long-term
  interests.

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e. Serving the Institution The Builder

• Leaders who largely adopt a Builder mindset
  promote the collective good of the organization.
• They consider the entire pie not just their
  favourite slice and they manage for the long
  term rather than getting distracted by short-term
  profit
• Indeed, most people, no matter what their role,
  can strive toward building an organization that
  carries out a broader vision.

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f. Serving Society The Transcender

• Those who embrace a Transcender mindset think
  even more broadly. They try to maximize value for
  many stakeholders both within and beyond the
  organization from wherever they sit (they arent
  always senior executives).
•  However, those with Transcender leanings tend to
  look beyond the amount of profits and shareholder
  value achieved and consider how they were
  achieved. They dont always succeed, nor do their
  efforts escape criticism. Indeed, they sometimes
  focus too much on spearheading change at the
  wrong times and in the wrong ways, putting
  critical short-term goals in jeopardy. But they
  can mitigate that risk by surrounding themselves
  with a cadre of leaders with Builder, Dynamo, and
  even Egoist mindsets.

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Whom do you serve?
Whom Do You Serve? Your answer to this simple
question says a lot about your leadership style
and chances are, its not always the same.
                                                  
                                                  
                                                  
                                                  
      
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Whats the Right Mix?

• Leaders are complex, multifaceted, and evolving
  beings. Although they usually rely on one or two
  dominant mindsets at any point in time,
  individuals each have their own blend of several
  mindsets, shaped by their cognitive styles,
  personalities, values, and experiences.
• Given the infinite number of permutations and the
  importance of context as a factor in success,
  researchers are yet to find a blend of mindsets
  that works across the board, and believe such a
  formula probably does not exist. Indeed, the
  composition of a persons portfolio is apt to
  change in response to new circumstances.
  Nevertheless, as you might expect, data and
  analysis suggest that leaders tend to be
  perceived as more strategic and influential, have
  teams that produce more innovative solutions, and
  create more value for their organizations when
  they have larger proportions of Dynamo, Builder,
  and Transcender in their portfolios, and lower
  proportions of Egoist, Chameleon, and Sociopath.

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What Kind of Leader Are You?

• Once you have a better understanding of your
  profile, consider discussing it with other
  leaders, trusted colleagues, or friends so that
  you can calibrate your leadership actions against
  how others see you and against your ideal
  portfolio. Search for discrepancies and design a
  plan to align your leadership style with your
  long- and short-term goals. You might also want
  to talk to leaders whose styles you would like to
  emulate. What ideas do they have for expanding
  your impact or making adjustments?
• Finally, ask yourself how you would like to be
  remembered as a leader. This can help you refocus
  your goals and behaviours so that you can take
  control of your own destiny.

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• Thank You!
• www.leadershipmindsets.org