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The Four Mindsets

Book Description

Connect, focus, align, and activate your team to increase performance fast

The Four Mindsets: How to Influence, Motivate, and Lead High Performance Teams holds the key to significantly increasing productivity, performance, and revenue in your organisation. Developed as a guide proven to help all levels of managers to connect, focus, align and activate their teams to elevate results, this book also serves as a low-cost, first step, alternative to expensive training, coaching and mentoring programs by providing a range of resources and tools to use and become a 'best in class' leader today. 

Management, motivations and mindsets have changed considerably in the last 25 years and leaders are being challenged with the task of keeping their teams engaged while meeting goals that are more stringent than ever before. The High Performance Mindset Model will equip you with the skills you need to take your teams performance to the next level and considers hot topics in today's business environment, such as emotional intelligence, whole brain thinking, and what makes professionals tick, in a format that is applicable at all levels of management and leadership. The Four Mindsets updates you on what matters most today and the most common strategies and techniques used by high performing companies, leaders and managers–globally.

  • Explore the simplest, fastest ways to increase productivity, performance, and revenue.
  • Understand what you must do to be within the top five percent of today's managers.
  • Discuss what makes people tick at work and how this understanding is the number one key to influencing accountability, focus and results.
  • Consider current best practices in team management, and understand how to practically apply these concepts.

The Four Mindsets: How to Influence, Motivate, and Lead High Performance Teams is the ultimate handbook for every manager  —from team leader to CEO—HR professionals, management consultants, trainers, coaches, and mentors charged with the responsibility of developing today's modern leaders.

Table of Contents

  1. About the author
  2. Acknowledgements
  3. Preface
  4. How to use this book
  5. Introduction
    1. The psychological contract — what is it and why is it so important?
    2. Management today — how has it changed?
    3. The impact of mindsets
    4. The four crucial mindsets
  6. Part I: The Emotional Intelligence Mindset
    1. Chapter 1: The manager as role model — the key to influence
      1. Consistency
      2. A caring nature
      3. Authenticity and sincerity
      4. Chapter summary
      5. Reflective questions
      6. Where to start
    2. Chapter 2: How to develop emotional intelligence: Step 1 — self-awareness
      1. Chapter summary
      2. Reflective questions
      3. Where to start
    3. Chapter 3: How to develop emotional intelligence: Step 2 — self-management
      1. Self-control
      2. Resilience
      3. Chapter summary
      4. Reflective questions
      5. Where to start
    4. Chapter 4: How to build trust
      1. Personal vs professional trust
      2. Knowing and showing yourself
      3. Transparency
      4. Acceptance
      5. Congruence
      6. Reliability
      7. Chapter summary
      8. Reflective questions
      9. Where to start
  7. Part II: The Connection Mindset
    1. Chapter 5: Understanding what makes people tick and Learned IntuitionTM
      1. Empathy
      2. Chapter summary
      3. Reflective questions
      4. Where to start
    2. Chapter 6: How to connect people to the business
      1. Level 1: Communicate
      2. Level 2: Connect
      3. Chapter summary
      4. Reflective questions
      5. Where to start
    3. Chapter 7: How to create a personal connection
      1. Personal presentation
      2. Body language
      3. Tone
      4. Spoken word
      5. Written word
      6. Social presence
      7. Chapter summary
      8. Reflective questions
      9. Where to start
    4. Chapter 8: How to have a challenging conversation without breaking connection
      1. Step 1: Timing and preparation
      2. Step 2: Ask questions
      3. Step 3: Listen, look and learn tips
      4. Step 4: Knowledge sharing
      5. Step 5: Identify issues
      6. Step 6: Needs
      7. Step 7: Gain commitment
      8. Chapter summary
      9. Reflective questions
      10. Where to start
  8. Part III: The Growth Mindset
    1. Chapter 9: How to teach people confidence
      1. Personal awareness
      2. People aptitude
      3. Product awareness
      4. Process aptitude
      5. Chapter summary
      6. Reflective questions
      7. Where to start
    2. Chapter 10: The manager as trainer — how to share knowledge and train your team quickly
      1. Chapter summary
      2. Reflective questions
      3. Where to start
    3. Chapter 11: How learners think and how to adapt your style
      1. The A quadrant — known as the blue thinking preference
      2. The B quadrant — known as the green thinking preference
      3. The C quadrant — known as the red thinking preference
      4. The D quadrant — known as the yellow thinking preference
      5. Chapter summary
      6. Reflective questions
      7. Where to start
    4. Chapter 12: The manager as coach and mentor — 10 essential tips
      1. Chapter summary
      2. Reflective questions
      3. Where to start
  9. Part IV: The Performance Mindset
    1. Chapter 13: How to recruit the right people into your team
      1. Step 1: Analyse the job
      2. Step 2: Develop structured questions
      3. Step 3: Conduct the interview — the STAR technique
      4. Step 4: Rank responses
      5. Step 5: Evaluate results
      6. Chapter summary
      7. Reflective questions
      8. Where to start
    2. Chapter 14: The 90-day critical period — how to attach and align your people
      1. Attachment and alignment
      2. The pre-employment phase
      3. The 90-day critical period
      4. Induction
      5. Chapter summary
      6. Reflective questions
      7. Where to start
    3. Chapter 15: How to increase focus and accountability
      1. Setting the right expectations
      2. Expectations of the team member
      3. Planning and control
      4. Tips on prioritising
      5. Focused meetings
      6. Focused email control
      7. End procrastination
      8. Chapter summary
      9. Reflective questions
      10. Where to start
    4. Chapter 16: How to conduct a best practice performance review
      1. The performance plan
      2. The training and development plan
      3. The performance review meeting
      4. Seven steps in conducting a performance review
      5. Final tips for giving and receiving feedback
  10. Index
  11. Advert
  12. EULA