In recent years there has been a growing realisation within organisations that there’s a direct correlation between an employee’s mindset and their performance. In fact, there is growing evidence to suggest that the development of a person’s mindset delivers more in terms of employee performance than qualifications, experience - and incentives.
Mindsets can be defined as ‘A way of thinking that determines a person’s behaviour, outlook and attitude’. How your people think and feel will determine how they go about their work, how engaged they are and how committed they are to you, the organisation and their own goals.
Having conducted surveys, performance assessments, one-on-one interviews and long term case studies, it is clear that there are a set of triggers associated with sustained
high performance at work, both for individuals and teams. These triggers point to four management mindsets that are responsible for generating positive thoughts and beliefs in employees about the person who leads them, their manager.
1 The Emotional Intelligence Mindset
The manager who displays the emotionally intelligent mindset is a conscious role model. They understand that how they go about their work on a daily basis will significantly impact and influence the performance levels of their people.
This manager consciously looks for cues and signals from their team through their actions, responses, body language and tone of voice. All of which provide critical information on how to manage each person more effectively. For some managers, this is second nature but for most, it is a choice they must actively make.
The first step in this journey is to teach your managers to be Self Aware. Self-awareness is about having a clear perception of your own personality, motivations, needs and beliefs. Only once your managers are self aware can they start to more accurately understand the behaviour of others, which is key to raising performance levels.
2 The Connection Mindset
High-performing employees typically feel connected.
This is achieved through the manager consciously connecting with their people on many levels. This mindset is often not achieved however, as managers may misunderstand the difference between communication and connection. In simple terms, communication is sharing information, whereas connection is more about communicating in such a way that some sort of emotional bond
The two main areas of connection for a manager to aim for are: