Think like a Leader - how to adopt a leadership mindset

Confidence

Confidence is arguably one of the most crucial factors of a leadership mindset. Leaders who are confident in themselves are much more likely to be excellent communicators, networkers and problem solvers- and therefore much more likely to have buy-in on their visions and ideas. Whilst there’s an argument for the ‘fake it ‘til you make it’ approach, true confidence shines through in the most subtle of ways- whether it be body language or your everyday self-talk, so building authentic confidence is a much more sustainable goal. But how you can build a confident mindset?

‘A boat is safe in a harbour, but that’s not what boats are for’.  Ever heard that phrase?  While it’s usually reserved for a motivational poster, or perhaps some bargain basement canvas art, the sentiment does ring true: whilst no one loves the idea of a baptism of fire, throwing yourself head-first into scenarios where you might not feel ‘ready’ is the most effective way to build confidence - it’s a cliché for a reason. Our brains have a negativity bias that can only be overcome when we give them solid evidence that we tried the new/hard/terrifying thing - and survived. Put into practice, that could look like volunteering to chair your next company-wide meeting (even if the thought isn’t particularly appealing). Or taking on new responsibilities outside of your realm of expertise, and therefore being willing to work with the uncomfortable sensation of feeling out of your depth.

Managing your inner-voice

If you struggle with an inner monologue that feels like it’s constantly against you, the thought of stepping into a leadership role can bring anxieties that only ramp up that negative inner voice. ‘If you mess this up, you’ll let yourself down’ becomes ‘you’ll let your entire team down’.

Many of us hold the mistaken belief that our harsh inner critic helps keep us ‘disciplined’ in some way, and raises our standards for ourselves. But when was the last time you really achieved something positive by berating yourself? It only serves to keep us fearful, stressed, and stuck in a cycle of self-analyzation that’s not only exhausting but ultimately leads to nowhere (or burnout). Effective leaders don’t naturally have a kinder inner voice – they just know how to manage it well. This can look like training your brain out of an all-or-nothing thinking pattern in favor of more objectivity- was that presentation really the worst thing anyone on planet Earth has ever done, or were there just some improvements you’d like to make for next time?

It can also help to speak to yourself like you would a colleague- you wouldn’t deliver feedback to your colleague in a rude, abrasive and insulting manner (we hope), so be mindful of how you critique yourself, too. Of course, this takes practice, but incrementally, learning to have more a positive inner relationship with yourself can be a complete game-changer. Not only are you more likely to put forward new ideas and suggestions (because constructive feedback is no longer a pre-cursor to an onslaught of negative self-talk) but it also helps you to navigate the inevitable cycles of stress and change within your organization.

Authenticity

Authenticity, often perceived as a personal quality, plays a vital role in how leaders think and act. At times it is a concept seen at odds with a leadership mindset. After all, many leaders can present different versions of themselves. But we’d argue that developing that sense of authenticity is actually an incredibly beneficial trait to develop as a leader. True authenticity requires a deep understanding of yourself, whilst also appreciating that there are aspects of you that you’re yet to discover. Anyone who truly knows themselves in this way, is likely to be much more self-aware, and cognizant of their strengths and weaknesses. This self-awareness, found throughout history in some of the greatest of leaders, allows us to capitalize on our talents whilst improving on our shortfalls. It also requires bravery; it would be much easier for a leader to feign expertise in every area of their organization, for example, but authenticity demands that we admit our blind spots. In practice, authenticity could mean taking stock of situations where you acted in a way that wasn’t in line with your character, and committing to taking a different approach next time. Maybe that’s deciding to finally take the leap into a role you’ve been thinking about for years. Or perhaps it could be addressing workplace issues directly, where staying silent would’ve been the easier option for you. Authenticity comes in many, many forms- but it’s undoubtedly part of what makes for a good leader.

We hope you enjoyed these tips - and if you’d like to find out more, our latest programme offering for high-potential leaders / managers, Beacon, features an entire module on ‘Thinking Like a Leader’.

The programme commences in October - and sign-ups are now open! Click here for more.