Leadership mindset: How to develop and use it to advance your career

If you find a tree with beautiful fruits, you will not doubt that the tree is nourished by deep roots and fertile soil (among other things). 

You cannot see the earth's nutrients with your naked eye, but you know they are there. Similarly, our beliefs and perceptions (the soil and roots) that lead to the beautiful traits, attributes, actions and practices (fruits) that lead to a thriving career. 

Unfortunately, many professional development programmes focus on the fruits without much regard paid to the soil and the deep roots that produce beautiful fruits. 

The leaders we admire as successful in their fields have a certain mindset, and it's different. 

These individuals assume specific beliefs about who they are, how they should act towards their colleagues at work and the challenges they encounter on their professional journeys. I refer to the above as the leadership mindset, and it's a catalyst for the success of many professionals. 

Benefits of having an effective leadership mindset

Research has proven that mindset plays a critical role in the success of every professional. The impact is even more pronounced when working in teams and social organisations. 

An effective leadership mindset amplifies whatever leadership training leaders receive. With the right attitude, it is easier for any leader to develop the skills required for leadership effectiveness. 

The development of the leadership mindset must be the first module of any curriculum for developing leaders. 

For example, when a leader believes that the team members are just cogs in the machine and that how they feel does not matter, no amount of leadership training can improve the effectiveness of this leader. 

In the same way, a leader who believes his opinion is not open to question because he is the boss will only reap the benefits of the time invested in training if there is a mindset shift—a shift in mindset which recognises that team members' opinion matter would be beneficial to the cause. 

Our leadership practice is significantly different when we believe that team members have a voice in the design of their work and the environment within which they carry out their work. Below are the three core mindsets that have made a difference in the lives of many professionals I know. 

They focus on relationships first, then the results

Professionals with a leadership mindset have a people-first attitude to work. They inherently believe that focusing on the people is necessary to get it done. 

It's within their DNA. The true Ubuntu spirit drives them to honour, respect and care for those to their left and right. And they do this with genuine enthusiasm and not to win favours from anyone. 

They believe others' existence makes their existence meaningful. They make people around them feel seen and heard, and they provide them with opportunities to flourish. 

Leading with this mindset drives behaviours that produce extraordinary results as team members reciprocate with higher engagement towards their assigned tasks. 

They do not only work with the minds and hands of their team members. They also tap into the hearts. 

Above all, they are incredibly focused on the professional growth of those they work with. They tune in to their strengths and aspirations and demonstrate sufficient care in their working relationships with their team. And they are also focused on the results. 

So they share resources and opportunities and support their teams to become better. They are never afraid that their team members will become better than them. 

They believe they rise as professionals by lifting others. 

 
They seek to serve, rather than be served

Leadership at any level comes with significant leverage that one can use for personal gain. The mindset of influential leaders is that of service. 

Serving their community is the passion of highly successful professionals with a leadership mindset. They have no sense of entitlement though they have positions of power and authority. 

This idea powers their success because their service orientation beckons them to listen and adapt to the changing needs of their stakeholders. 

They know very well that it's not about them; hence they welcome relevant stakeholder feedback. They are willing to drop what is not helpful and doesn't fully serve the interest of their stakeholders. 

This mindset also fosters collaboration with other stakeholders, which significantly influences the leader's sphere of operation. 

Other leaders without this mindset tend to believe that doing this may lead to the leadership position losing its lustre and power. Such thinking is not an appropriate mindset. 

Influential leaders continue to work hard to earn their seats daily, while others view the position as their leadership manifesto. The perspective that leaders exist to serve the community's interest leads them to act with empathy and humility. 

They take responsibility instead of picking roses

Professionals with an effective leadership mindset accept responsibility for outcomes no matter their level in the organisation. Hence, they are invested in the process. 

The fact that leadership is an act of service does not mean they can serve when they feel like it. It's a 24hr duty on the battlefront. 

They fully accept that the buck stops with them, knowing that they cannot offer excuses, so they do whatever is necessary to solve the problems at their door. 

Such is the kind of responsibility Mandela was referring to when he said, "It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership." 

Leaders with this mindset take the tough decisions, ask the hard questions, refrain from hiding in the face of the challenges, show up in front when there is danger, lead the troops into the battlefield, and ensure that those under their charge are cared for. 

They are well prepared for the challenges ahead, never point fingers at others, and acknowledge how their actions or inactions might have contributed to the situation. 

Some will rather avoid leading because they cannot bear the weight. Others love to smell the roses, but you must lead with a mindset focused on taking responsibility. 

The lack of leadership mindset in organisations always leads to uncertainty and frustration. Team members become disenchanted as leaders who should assume responsibility for challenges with the organisation shirk responsibility. 

One of the highest form of “taking of responsibility” I have seen is when a novice takes on an age-old industry problem that professionals with decades of experience have been avoiding. A leadership mindset enables professionals to shift from being victims to creating results.

 
Ideas for Practice

• Reflect regularly on your leadership practice to refine your preconceived ideas that may not be helpful for your professional growth.

A mindset which finds expression reinforces itself. Find opportunities to lead and express the above-mentioned mindsets in your leadership practice. 
 
The writer is a Leadership Development Facilitator, Executive Coach and Strategy Consultant, Founder of the CEO Accelerator Programme, and Chief Learning Strategist at TEMPLE Advisory. 

The mission of The Leadership Project is to harvest highly effective leadership practices and share them in a manner that other leaders can easily incorporate into their leadership practice. 

If you have an idea or leadership practice to share, kindly write to programs@thelearningtemple.com. Until you read from us again, keep leading…..from leader to leader, one practice at a time.