I was looking at the 2011 Global Mindset Index Report this week,(click here to download it) and it makes interesting and rather disturbing reading. It shows, among other things, that:

• one in four employees (23%) worldwide identifies with five or more of the key factors in depression (as outlined by the World Health Organisation)
• only 12% of the global workforce expressed feeling generally optimistic
• only 14% of respondents said they felt inspired by their employer
• 92% of respondents said their emotions were reliant on workplace results, rather than factors such as self-belief and intrinsic work ethic.

These results were obtained by surveying participants in America, Europe, South America, Africa and the Asia-Pacific. In a nutshell, the findings reveal the following:

• If the environment at work supports an individual’s view of their own ‘self’ it provides a positive emotional state and a source of stable motivation
• An individual is empowered by their internal feelings of worth, ability and value
• There is a clear divide in focus, belief, confidence, connectivity and enthusiasm between those at the top of an organisation and those on the lower rungs of the corporate ladder
• The older you get (50+), the less confidence you have in your organisation and where it’s going, but the more stable you feel in your role
• Women are finding the current environment more challenging in terms of feeling confident in their roles and responding to stressful situations

These trends heighten the need for leaders to act now to ensure their team members bring a mindset to work that will enable them to achieve and perform.  So, what can leaders do?

• Take proactive steps in discussing the overall well-being of their people
• Offer support when people are feeling less than 100%
• Set performance goals for individuals in the workplace that assist in an “achievement” mindset for staff
• Provide coaching and feedback to inspire exceptional performance

As the world’s economy goes through an intriguing stage, we are looking for leaders to do exactly that…lead. And if you can learn the lessons from this report, people will look to you for inspiration and development in the future.

Thanks again

Sean

One of the most difficult adjustments a new manager can make is moving from a customer service or team member role into a management or team leader role. The reason? The expectations placed on him or her shift significantly and it is often difficult to adjust one’s mindset to the new tasks at hand.

I’ve found that there are four main “expectations” placed on most leaders. They are:

• The manager or leader is able to set the direction of the team or group, whether individually or on group projects;
• The manager is able to focus on the overall expected results and not just the individual tasks to ensure everyone is working towards the same goal;
• The manager has the skills necessary to influence people who may or may not necessarily agree with his point of view; and
• The manager has the ability to develop people through training, mentoring, and providing continuing education opportunities.

It’s pretty safe to say that the average manager or leader carries a great deal of burden. If you find yourself in a new management role just relax, breathe, and focus. You wouldn’t have been placed in your position if someone hadn’t already recoginsed these traits in you. Now all you need to do is recognise them in yourself.

Thanks again,

Sean

Sean McPheat
Managing Director
MTD Management Courses

Click below for a:
FREE email course “Improve Your Management Skills”