What is the Manager Mindset?
Different Types of Managers
What type of managers does your company employ? How has their previous experience of management and experience shaped their approach to management? Are they inspirational and supportive of their team or the complete opposite? The manager mindset is not just about a manager’s skills and abilities. It’s about the person; their attitudes, beliefs, values, and habits, all of which shape their approach to managing and leading their team.
The manager mindset defines the way a manager approaches their role, how they take on and dispense responsibilities, the strategies they employ and their overarching philosophy towards leading their team or organisation. For example, a manager with a collaborative mindset will value teamwork and cooperation. Whereas a manager with a control-orientated mindset will be focused on maintaining control and micromanaging.
The myriad of manager mindsets
There are many different manager mindsets, as people are a result of their unique experiences, attitude and values. Mindsets are also not fixed and will evolve over time based on many different factors, particularly if the manager has undergone training or not.
These mindsets are also indicators of where the manager fits on their Contribution Curve. The Contribution Curve is a ‘soft-skills-based’ competency framework which provides insights and guidance to turning managers and leaders into top contributors in their organisation.
Here we outline some of the more common manager mindsets and where they align with stages on the Contribution Curve.
The Reactive Mindset
This type of manager is task orientated and focused on the here and now within their team. Their thinking is driven by the desire to get tasks completed and solve customer or supplier problems when they arise.
Managers with a Reactive Mindset typically sit under the first step of the Contribution Curve.
Growth Mindset
This type of manager embraces both challenges and failures, seeing them as opportunities for learning and improvement. They are focused on their team’s potential and developing their personal and professional growth.
Managers with a Growth Mindset typically sit under the ‘Directing’ step of the Contribution Curve.
Results-Driven Mindset:
The number one priority for this type of manager is achieving targets and maximising efficiency. Their focus is on getting the job done at all costs and often at the expense of developing their team.
Managers with a Results-Driven Mindset typically sit under the ‘Controlling’ step of the Contribution Curve.
Collaborative Mindset
Teamwork and open communication are at the forefront of this manager’s approach. They thrive on collaboration and actively encourage their team members to work together, share ideas and provide support for one another.
Managers with a Collaborative Mindset typically sit under the ‘Facilitating’ step of the Contribution Curve.
Consultative Mindset
The consultative mindset is a way of thinking that places the needs of the client first which involves asking questions, listening carefully, and seeking to understand the client's perspective before offering advice or solutions. This mindset is characterised by empathy, curiosity, and a willingness to learn from the client. It is about developing trust and credibility by demonstrating expertise, sharing insights, and working collaboratively with the client to achieve their goals.
Transformative Mindset
Managers with this mindset want to make positive changes, not just within their team but across the organisation. They are innovative and adaptable managers that will take risks to drive change – and actively encourage their team to do the same.
Managers with a Transformative Mindset typically sit under the ‘Leading’ step of the Contribution Curve.
Empowering Mindset
This type of manager doesn’t shine unless their team shines too. Their focus is on empowering their team to succeed by giving them the tools and resources needed, then delegating responsibilities and encouraging the team to take the lead on projects.
Managers with an Empowering Mindset typically sit under the ‘Directing’ step of the Contribution Curve.
Control-Oriented Mindset
With a reputation for being a micromanager, this type of manager struggles to relinquish control and delegate tasks. With a focus on order and structure, a manager with a control-oriented mindset tends to hold back team members because of their inability to develop them.
Managers with a Control-Oriented Mindset typically sit under the ‘Controlling’ step of the Contribution Curve.
Why a manager’s mindset is important
In a nutshell, a manager’s mindset can decide a team’s success or failure. The manager sets the tone, direction and culture of the team or organisation. Their attitude and approach can either inspire or demotivate team members and ultimately impact their productivity, motivation and morale.
It might be a cliché to say that people don’t leave bad companies, they leave bad managers. However, this scenario happens all the time. Managers shape a team’s culture and can either encourage a collaborative and innovative environment or foster a culture of blame and fear. Managers affect employee morale and motivation, either by supporting and valuing the team or by being critical and negative, leaving the team feeling demotivated and disengaged.
A good manager is a role model for their team and their mindset can set the example of how the team can approach their work. A manager with a positive and growth-oriented mindset can inspire team members to adopt a similar mindset and strive for continuous improvement. This helps the team reach their next level of effectiveness, it’s not only good for team morale but also productivity and revenue.
Can a mindset be changed?
Yes! We have worked with many leaders and managers over the years and not one of them aspired to be a ‘bad’ or ineffective manager. Too often people are promoted into a role because they have excelled in their individual contribution and promotion is the reward.
Being a manager can be challenging and requires a wide range of skills including communication, decision-making, delegation, problem-solving, and interpersonal skills. Managers need to have a clear vision and direction for their team, inspire and motivate their team members, and help them achieve their goals.
Most managers have good intentions but due to lack of training, guidance, and support the role of manager can be a poisoned chalice. A trained manager with a positive mindset not only boosts individual contribution across the team, but also attracts, hires, and inspires great people. In a competitive employment market with ever-increasing gaps in the talent pool, a manager with a positive mindset increases team resilience and reduces costly churn.
Establishing a manager mindset that enables the team to develop and succeed, requires managers to shine a light on their attitudes, beliefs, values, and habits. By understanding their existing thought patterns and becoming more self-aware of their automatic response, it’s possible for managers to replace negativity with more positive and productive patterns of thought.
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