Becoming a highly effective manager starts with this one crucial mindset shift

One of my clients, a CFO of a medium sized international company, had a problem with the inventory management system of a foreign subsidiary. The data of inventory movements were unclear and not matching. Unfortunately the confusion increased each time the CFO asked the foreign responsible for explanations. The argument bounced back and forward in their email conversations, but without any result. Needless to say that this created tension between both parties.

After a while my client felt that the situation was beyond his control. He was convinced that his colleague’s lack of technical knowledge was the cause of the problem. And he could do nothing about this.

Are we the cause or the effect of a problem?

Looking into a situation and finding out if in some way we can be a cause of it, and not an effect, is a crucial starting point on our journey to become more effective. It gives us the power to do something.

Unfortunately a lot of middle managers see themselves as effects, which means that they complain a lot about problems beyond their control.

But thinking we are just the effect of a situation is fundamentally wrong. Generally we can improve things, for example by changing our approach, or by communicating differently. Not seeing these options makes us actually a part of the problem.

Let me give example. The client I mentioned before needed to recognize that he and his foreign colleague were just not understanding each other. But changing his approach could get his counterpart onboard.

Luckily my client understood this. Instead of writing specific emails he organized several short video-meetings with his colleague. Each session addressed a specific supply chain topic. The new approach worked . The two understood each other, solved the problem and smoothened their relationship.

Limiting our circle of influence

What would have happened if my client had not adapted his approach to the background and situation of his counterpart?

The specific problem would have remained unresolved and a negative reciprocal attitude would have existed between the two persons.

But there is still another consequence. Not recognizing we can do something to improve a specific situation reduces instantly our territory. Stephen Covey in the book The Seven Habits of Effective People calls this territory the circle of influence.

A too narrow view on our circle of influence makes us automatically the effect, and not the cause of situations where we could have had a positive impact. We become less effective in solving emerging problems.

It starts with a different mindset

As Wayne Dyer says, “if you change the way you look at things, the things you look at change.”.

By looking closely into our circle of influence and expanding it, we can make others grow and increase our professional value. But how can we achieve this?

Becoming aware we are the cause of a larger number of events should not be seen as an ego-satisfying conquest or power struggle. It is actually an act of humility.

It starts by focusing more on understanding and helping others, and less on what other persons should do to solve our problem.

I give another example. When I started working as a Lean Consultant, I focused almost entirely on the technical aspects of the job. When people were not so cooperative, I blamed it on their rigid or negative attitude. But it was only after I considered myself as the cause of this situation, that I started to change my approach in order to get more response from them. It had a very positive impact on my effectiveness as a consultant.

Making this shift starts with a different mindset. A new belief system about our identity by which we see ourselves as guides and not as controllers. An opportunity to create positive energy and to cultivate better relationships by acting as a giver, not as a taker.

Ultimately it is about getting a new understanding about what it takes to make things happen in a company.

Reinforcing new behaviors

Once aware of this mind shift, you need to take on greater responsibility and create the conditions that make your success as a solution seeker inevitable.

You need to develop some new habits that increase your involvement:

• Create periodical reports to identify areas that need improvement.
• Relate more with people from other departments to understand different perspectives on the business.
• Create cross-functional problem solving teams and make the teamwork enjoyable.

Each time you accomplish something meaningful for the first time, you will experience an important breakthrough moment. Recognize the value of these moments because they bring an identity shift.

Conclusion

As Benjamin Hardy says in his book Willpower Doesn’t Work, “Your potential is shaped by what surrounds you. And you can either rise up or shrink down from the demands of your situation.”.

A lot of managers are living small, not because they lack the inherent talent, but because they have created a situation which isn’t demanding more of them.

Feeling to be the cause and not the effect of various situations is the crucial mindset to become more responsible and effective. It places us in a position where we must become more than what we currently are.

Do you want to find out more?

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