3. Developing a Perspective

Many argue that the first stage of leadership development is developing a perspective. Leading is complex enough, but without perspective it can be overwhelming. It is not our intention to force a mind-set on you. Today’s organizations are in desperate need of fresh perspectives. We merely want to help you think through developing your own. We don’t think you will achieve mind-set Nirvana and never have the need to change. But knowing about mind-sets serves an important function.

Global leadership strategist Stephen Rhinesmith defines mind-set as “a predisposition to see the world in a particular way...a filter through which we look at the world...a predisposition to perceive and reason in certain ways...a means of simplifying the environment and bringing to each new experience or event a pre-established frame of reference for understanding it.”1 Mind-sets can help you thoughtfully reflect and responsibly act in a timely manner. Or they can result in a vicious cycle of self-defeating behavior.

One of the foremost minds on the subject of management, Henry Mintzberg, and his colleague Jonathan Gosling, more succinctly define mind-set as “perspective” and suggest that managerial leaders must have the five mind-sets listed in Table 3.1.

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Table 3.1 The Five Mind-Sets of a Manager2

The five mind-sets provide a useful framework for reflection on the development of your managerial leader perspectives. “Everything that every effective manager does is sandwiched between action on the ground and reflection in the abstract. Action without reflection is thoughtless; reflection without action is passive. Every manager has to find a way to combine these two mind-sets—to function at the point where reflective thinking meets practical doing,” say Mintzberg and Gosling.3

A perspective can be something as simple as “Every person deserves a second chance.” Although such a statement is not universally true, it can serve as a healthy perspective that informs how you respond to another’s failure or the willingness of a subordinate to take risks. One of the more noteworthy studies on perspective was Douglas McGregor’s Theory X and Theory Y. McGregor argued that a manager’s perspective determines how that person manages. Theory X managers believe that people are basically lazy, unmotivated, and lack ambition, and they therefore need to be kicked in the butt (our term, not McGregor’s). Theory Y managers believe that people are motivated, have developmental potential, and have the capacity for taking responsibility but need training, support, and opportunity.4 McGregor’s theory is relevant; for example, your perspective determines whether you will be a micromanager or a manager who empowers.

While mind-sets inform our thinking and behavior, it is also important to understand that guarding, defending, or becoming inseparable from a mind-set can result in stunting future development and growth.

The Concept of Dignity as a Mind-Set

Whether you are leading people older than you, younger than you, or peers, it is important to understand that people are emotional beings. In all of our research, whether in talking to young or older employees, the theme of respect surfaced—the need for respect and the need to be respected. We would like to extend the conversation beyond respect to the concept of dignity. Donna Hicks explains, “Dignity is different from respect. Dignity is a birthright. We have little trouble seeing this when a child is born; there is no question about children’s value and worth. If only we could hold on to this truth about human beings as they grow into adults, if only we could continue to feel their value, then it would be so much easier to treat them well and keep them safe from harm. We must treat others as if they matter, as if they are worthy of care and attention.”5

Dignity is different from respect in that it is not based on how people perform, what they can do for us, or their likability. Dignity is a feeling of inherent value and worth. In Table 3.2, we outline Hicks’ 10 essential elements of dignity.

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Table 3.2 The 10 Essential Elements of Dignity6

Developing a perspective about how you lead is important; developing the right perspective is your key to greatness. We challenge you to consider acting on an imperative from Hicks: “Don’t miss an opportunity to exert the power you have to remind others of who they are; invaluable, priceless, and irreplaceable [as human beings].”7

Having completed a round of golf, a retired CEO of a Fortune 100 company was having drinks at the 19th hole with friends. It was not uncommon for a crowd to gather around him. His stories and interpersonal skills made him an easy listen. After being asked numerous questions ranging from acquisitions to his retirement, he was presented with the question “How many people have you fired in your career?” The crowd was on the edge of their seats, waiting for his response, but his mood immediately changed from affability to somberness. He paused and then proceeded to say that when he fired someone, he took it as a personal failure. It was not the answer they expected. The silence was deafening. His perspective defied the assumptions that people have of powerful people. However, he would say his perspective helped him become who he is.

Acting on your perspective comes at a price. Howard Schultz, of Starbucks fame, has the perspective that part-time employees should enjoy health benefits. While Schultz was trying to raise venture capital, potential investors argued that it was unheard of in retail to offer the benefit. They demanded that he take it off the table. He responded by saying such a move would take the soul out of Starbucks. He won that round but was challenged again when he wanted to take Starbucks public. Again, banks insisted that he drop the benefit and argued that it would adversely impact the initial public offering price. As a result, he shunned Wall Street and chose a bank in the Midwest that placed a value on the perspective. Schultz’ perspective was developed when he was 11 years old. He tells a story of sitting at a family dinner when his father announced that he had lost his job. On the heels of his dad’s announcement, his mother revealed that she was pregnant. They were without insurance.8 He committed to himself if he were ever in a position to help others to not be in that situation—he would do something.

Got Perspective?

Know this: As a managerial leader, not only do you have the potential to impact the people you lead in both positive and negative ways, but you also indirectly influence their family members and friends. Developing a perspective can take time and reflection. After reading this book, you will be much better prepared to have the kind of impact that you want to have.

In the next chapter, we will discuss the challenges of putting your perspectives into practice.

Endnotes

1. Rhinesmith, S. H. (1992). Global mindsets for global managers. Training and Development, 46, 63–69.

2. Gosling, J., & Mintzberg, H. (2003). The five minds of a manager. Harvard Business Review, 81(11), 54–63.

3. Gosling, J., & Mintzberg, H. (2003). The five minds of a manager. Harvard Business Review, 81(11), 54–63.

4. McGregor, D. (2006). The human side of enterprise. New York: McGraw-Hill.

5. Hicks, D. (2011). Dignity: Its essential role in resolving conflict. London: Yale Press, p. 4.

6. Hicks, D. (2011). Dignity: Its essential role in resolving conflict. London: Yale Press, pp. 25–26.

7. Hicks, D. (2011). Dignity: Its essential role in resolving conflict. London: Yale Press, p. 3.

8. Schultz, H., & Yang, D. J. (1997). Pour your heart into it: How Starbucks built a company one cup at a time. New York: Hyperion.

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