Leadership research conducted by GP Strategies uncovered four mindsets people need to lead effectively: growth, inclusive, agile, and enterprise. Inside a steady-state or business-as-usual environment, these mindsets can ground leaders, helping them support their teams, each other, and their organization. But what about times of uncertainty or crisis? Do these mindsets diminish in favor of something else? Quite the opposite. During times of uncertainty, these mindsets can help leaders refocus on the attitudes they need to succeed.
Growth: A growth mindset reminds us to learn from our setbacks and challenges and use them to improve. When situations are challenging—customer demands are shifting, markets are in flux, or employee roles are being changed or eliminated—it can be hard to remain positive. A growth mindset is an acknowledgment of current realities combined with a commitment to how you’ll address those challenges differently. How are your customers’ needs shifting and how can you be better prepared to meet them going forward? With organizational changes, how can you alter what you’re doing to support the organization? Is there something new you can learn or take on to contribute in new or different ways?
Look around at the ways businesses and communities are flexing to change what they deliver to their customers and students. Adaptations like curbside pickup for food, distance learning for homebound children, or Zoom meetings to connect family members are real-time examples of the growth mindset and creative ways to accomplish goals through different means.
Inclusive: Times of uncertainty and change are also times where you need your team to step up and bring their ideas and support to what you’re trying to accomplish. When a leader has an inclusive mindset, they recognize the need to ensure they are seeking the input of all members of their team and not simply falling back on the thoughts and opinions of a trusted few. They can do this by actively reaching out to get feedback and ideas from those with diverse perspectives. In addition, creating an environment of psychological safety is particularly important during times of uncertainty because you want your team to feel comfortable sharing all ideas. If a team member feels pressure to get on board even if they have doubts or other ideas, you run the risk of repressing information that may be useful.
Agile: Agility may be the most important mindset during times of change and uncertainty. When confronted with change, some people (including leaders) are so overwhelmed that they freeze, unable to act in a way that moves them or their team forward. You may want to hold off on making decisions until the best decision comes into focus or you gather more information, but playing the waiting game and choosing inaction may not be the best choice. An agile leader is increasingly comfortable with ambiguous situations, is able to make decisions with incomplete information, and helps their team take actions that propel them forward. An agile leader cultivates personal resiliency and encourages their team to do the same. The result of agility can be new and innovative ideas and opportunities to get things done differently.
Enterprise: Change can cause leaders and their teams to lose focus. You may be distracted by world events, volatile market conditions, or upheavals in your personal life such as working from home while juggling family responsibilities. Under these circumstances, it’s easy to become disengaged and feel unsure where to spend your time and energy. One way to refocus is to tap into your enterprise mindset and think about the contributions you need to make to your team members, organization, and customers. Reminding yourself and your team of the shared purpose you have to make contributions that benefit your clients and customers can keep you focused on the task at hand.