Developing Your Mindset

Developing Your Mindset
Improve your Leadership Skills by Understanding Mindsets

Martin Permantier
MARTIN PERMANTIER
DEVELOPING
YOUR MINDSET
IMPROVE YOUR
LEADERSHIP SKILLS BY
UNDERSTANDING MINDSETS
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Developing Your Mindset: Improve your leadership skills by understanding mindsets
1st edition
© 2022 Martin Permantier & bookboon.com
ISBN 978-87-403-4241-3
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DEVELOPING YOUR MINDSET Contents
CONTENTS
About the author 5
Introduction 6
1 Leadership and culture in transition 7

1.1 The four levels of communication 9
1.2 See meaning together 11
2 The six mindset model 13

2.1 The six mindsets and their development phases 14
2.2 The foundation of our mindset is laid in childhood 17
2.3 The three stages of mindset development 17
3 The six mindsets 19

3.1 The self-orientated-impulsive mindset 19
3.2 The group-centric-conformist mindset 23
3.3 The rationalistic-functional mindset 26
3.4 The self-determining-confident mindset 29
3.5 The relativistic-individualistic mindset 33
3.6 The systemic-autonomous mindset 36
4 Recognize your mindset 40

4.1 The language of the mindsets 41
4.2 Learning to recognize the mindset you are in 43
4.3 How we experience the mindsets in the course of a day 46
4.4 Mindset and inherent beliefs 47
4.5 Leadership mindsets shape the organizational structures 49
5 Conclusion 51
Table of Figures 53
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DEVELOPING YOUR MINDSET About the author
ABOUT THE AUTHOR
Martin Permantier is an entrepreneur, author and keynote speaker who has been supporting
companies on their strategic development and brand positioning journeys for over 20
years. His experience as a consultant and CEO of SHORT CUTS GmbH DESIGN +
KOMMUNIKATION has been gained across a wide variety of industries and underpins a
strong and pragmatic approach to the topic of leadership.
Martin believes core values and mindsets must evolve if leadership and corporate culture
are to be sustainable. This is an endeavour he helps to facilitate by putting to good use
his experience as an entrepreneur, knowledge of development psychology, motivation and
management research and New Work, and vision of what makes an employer attractive –
from both sides.
As a keen explorer of the narratives of human experience, he shares his insights in seminars,
workshops and lectures, and has written numerous articles and books, including Mindset
Matters: Shaping Leadership Culture for the Future. In the podcast Ich-Wir-Alle.com he
talks with the guests about issues relating to self, team and context development. He believes
leaders must be willing to embrace self development and personal growth if organizations
are to be able to deal with the challenges and complexity of our time.
Martin Permantier lives in Berlin and spends much of the year travelling around the German-
speaking world, supporting companies such as Bosch, Swiss Broadcasting, Deutsche Bahn
and others to advance their mindsets and leadership logics. He is a firm believer in the
necessity to create safe and enabling spaces for free flowing dialogue in organizations where
we can put the knowledge we have to real and practical use.
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DEVELOPING YOUR MINDSET Introduction
INTRODUCTION
Throughout history, our understanding of leadership and culture has undergone constant
change. The mindset we inhabit is crucial if we are to deal with this change and this
complexity to make leadership and corporate culture fit for the future. Today’s leaders
are facing entirely new challenges brought about by digitalisation, the gender shift and
demographic developments. Outdated ways of thinking are no longer fit for purpose and
there is uncertainty about the direction we are heading in. New solutions require new ways
of thinking. This begins with focus, commitment and a new inner mindset.
Between stimulus and reaction lies the space of inner freedom.

The size of this space is determined by our own mindset.
– Viktor Frankl
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DEVELOPING YOUR MINDSET Leadership and culture in transition
1 LEADERSHIP AND CULTURE

IN TRANSITION
The challenges of today

We live in a time of unprecedented turbulence and change. The resulting challenges are often
approached with outdated or untested solution models which focus on individual groups
and create paralysis in our multi-layered world. The challenges of our time are global and
call for cooperation and a new sense of togetherness.
Could we change our attitude, we should not only see life

differently, but life itself would become different.
– Katherine Mansfield
We can’t solve new and complex challenges with old ways of thinking
To overcome the challenges facing us today we need to change our mindsets. But what do
these new mindsets and ways of thinking look like? Some leaders believe that people are
intrinsically selfish and only technology and standards of living have changed, not peoples’
mindsets. But is that really so? Do we really think humanity has not matured at all in
the last 10,000 years? According to Hans Rosling (www.gapminder.org), life has greatly
improved for most people. Life expectancy has doubled in the past 200 years and illiteracy
has fallen from over 80 to under 20 percent. More and more people live in democracies.
In this sense, things have never been so good. The greatest challenge is how to improve
peoples’ lives; not to the detriment of nature, but in harmony with it.
Problems cannot be solved at the same level of thinking

that created them.
– Albert Einstein
When things get difficult, we tend to revert to old ways of thinking and try to solve new
problems with old ideas. But what is a new level of thinking? We can overcome the challenges
of transition better if we respond to the realities of work today: if we move from control
to trust, from the I to the we, from conformity and obedience to self-responsibility and
self-management. We cannot wishfully think ourselves back to an idealized time in the past.
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The six mindset model takes a fresh look at leadership and culture. It enables us to become
more aware of how we look at and interpret the world. We all start life as a blank slate,
and in the course of this life inhabit an ever-evolving reality construct. The meaning of
success, the roles of men and women, the environment and the purpose of work in a rapidly
changing world are all issues that impact our inner mindset. We need to understand how
the different mindsets relate to each other and how our construction of reality evolves.
Leading means communicating

Modern leadership culture demands mature personalities. The leader of tomorrow is self
aware, empathetic, can deal with complexity and has strong and effective communication
skills.
In future, value creation will be dependent on how well

management can influence complex communication processes.
– Matthias Horx
Communication, not technology, drives innovation

Digitalisation is driving a fast-paced technological shift to which people and working
practices are having to adapt. This requires a new understanding of leadership and corporate
culture. We don’t need new technical skills: we need new communication skills that are
more holistic and less hierarchical.
Shaping complex communication

Essentially, there are four levels of communication that depend on which intelligence
systems we employ: head, heart or gut. On the monologue level, leaders are disconnected
from the intelligence systems of their employees. At the debate level, they are interested
in intellectual exchange. At the dialogue level, they can incorporate what they themselves
and their counterparts feel. At the co-creation level, ideas are shared with intellectual and
emotional appreciation. Intuition comes into play. To be able to include every level in the
process of transition, leaders need to learn how to open themselves up.
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1.1 THE FOUR LEVELS OF COMMUNICATION

With each new level of communication we learn to involve more of our intelligence systems
(head, heart, gut).
Figure 1 - The four levels of communication
1.1.1 THE MONOLOGUE LEVEL - PREJUDICE AND ASSUMPTION
Top-down leadership communication takes place on the disconnected monologue level.

Prejudice and entrenched assumptions are deemed factual because there is no intellectual
exchange of arguments. If you ask employees here about their company’s values, they will
know that they exist but that’s it. They are often treated like children and behave accordingly,
thus confirming management’s assumptions. In order to communicate at the debate level,
leaders must learn to let go of their assumptions and self-righteousness. This is the first
challenge to leadership.
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1.1.2 THE DEBATE LEVEL - LETTING GO OF ASSUMPTIONS
The debate level shows a higher level of communication and leadership maturity. We are
interested in exchanging arguments. Debates are rational and fact-based. Many things can
be talked about, but leadership, hierarchies, procedures and figures remain taboo subjects.
If we feel something in our hearts but don’t or can’t act on it, we become cynical. To
compensate for our own powerlessness, we become derisive. Greater honesty and openness
are needed if we are to expand the space for communication and our mindset. Letting go
of cynicism is the second challenge for leaders.
1.1.3 THE DIALOGUE LEVEL - LETTING GO OF CYNICISM
At the dialogue level we are ready to communicate openly. Leaders are able to put themselves
in others’ shoes. An authentic conversation on equal footing becomes possible. Meetings
become more effective. We recognize potential and promote collective creativity. Real power
is unleashed when we decide “we want to strengthen the we”. We can now look at taboos.
In our SHORT CUTS workshops we attach great importance to discussions in small groups
across all hierarchical levels. Entering this mindset also involves having the courage to leave
your comfort zone. To do this you need to be in touch with your own feelings. This is the
third challenge for leaders.
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1.1.4 THE COCREATION LEVEL - LETTING GO OF FEAR
At this level, free and emotional exchange of thoughts across all hierarchical levels is allowed
and unconventional new approaches are welcome. However, fear and worry of losing control
often stand in our way. This is understandable, because we often lack experience of working
together in this way.
The Design Thinking process can help here. The first three phases are dedicated to understanding
the problem. Phases four to six then deal with brainstorming, prototype construction and
testing. The entire process is open-ended and hierarchy-free. The teams are interdisciplinary,
which hinders silo thinking. This mindset is about seeing as many options as possible and
comparing them as quickly as possible with the needs of the target group through tests.
Managers who want to lead co-creatively are challenged to let go of judgements, cynicism
and fear in order to establish a truly co-creative and agile mindset of cooperation.
1.2 SEE MEANING TOGETHER

Dialogue-oriented and co-creative mindsets help us to activate potential and become more
agile. A modern organization that wants to prioritize self-management and commit to the
employee in their entirety needs a leadership mentality that is capable of dialogue. To foster
this mentality, we need to let go of feelings of entitlement and the urge for control. If we
want employees to be innovative, the company needs to offer a sense of purpose. Companies
that are still at monologue or debate level in their communications will find this difficult.
People who can answer the questions “Why am I doing this?” and “What am I doing this
for?” find it easier to reach out to others on the emotional level. This applies internally
to employees and externally to customers. Why did I choose to work here? What benefits
or added value do we want to offer? What do we want to achieve together? What are the
conditions we want to create for the future?
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Employees want room for development

High potentials rarely join a company because of the money or lack of alternatives. Low
unemployment and a shortage of skilled workers have transformed the labour market into
an employee’s market. A company has to mirror our personal values and attitudes and offer
room for development. Employers who have resolved their own whys and what fors and
are aware of their mindset stand a better chance of being seen as attractive. It is impossible
to develop a more agile corporate culture without self development of leadership skills.
The interaction of personality, behaviour, structures and culture is rarely acknowledged.
Managers still like to take themselves out of the equation - as if they’re not part of the
system. It is crucial for managers to reflect on their thought processes, evolve and move on.
Self-evaluation releases the energy and potential to lead with a future focus.
Mindset is invisible on the outside

An employee’s inner mindset and respective values can’t be seen from the outside. Yet it
can be decisive for the working relationship or the shaping of corporate culture. We see a
stonemason at work. What drives him to do what he does? To make ends meet, because his
ancestors did the same, for the money, or for recognition? Does he want to create something
new or does he focus on the relevance of his actions?
Figure 2 - The mindset is invisible
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DEVELOPING YOUR MINDSET The six mindset model
2 THE SIX MINDSET MODEL

We don’t see things as they are, we see things as we are.
– Anaïs Nin
Mindset is a question of maturity. Each mindset has its own choices. These can be simple
or nuanced. The greater our awareness, the greater our options for action. The mindsets
available to us depend on our resources and existing competencies. New mindsets change our
perception of reality. Change is always an inner journey. Initially, the pressure to expand our
mindset comes from the outside or when we start to recognize our own inner contradictions.
A mindset represents a level of coping skill that meets specific needs. Each level we attain
expands our competencies. Everybody has the potential to adopt every mindset. Each
mindset we learn transcends and includes the previous one. However, not everyone is able
to embed the mindsets in their personality.
We employ different mindsets and levels of maturity when we perform different roles. It
is usually one mindset alone that influences our momentary interpretation of reality. This
does not mean we use it all the time. The mindsets we use privately or professionally can
differ. As parents, we behave with empathy and allow for mistakes. As leaders, we expect
people to function and don’t care about how they feel.
Mindsets determine how much inner freedom we have. They express themselves in our
bodies, in our feelings and beliefs. Body language reflects the inner mindset. Sticking a
finger up to authority suggests a group-centric-conformist mindset. An aggressive posture
with clenched fists points at a self-orientated-impulsive mindset. Moreover, each mindset
has its own linguistic field and words. We can only express that which we have language
for and which fits our current reality construct. The words we use are a mirror of our inner
worlds. Our mindset creates the idea of the person we think we are and influences how we
interpret reality. Behavioural patterns acquired in childhood are especially persistent. These
patterns can find expression in unconscious inner devaluation and negative beliefs that block
our creative power. If we are constantly told as children that we are useless, we can only
become more self-confident when we become aware of these words and replace them with
empowering inner messages. Inner mindsets and their respective beliefs create authorities
within us which we feel powerless to resist. “People in charge do what they want. Nobody
listens to us.” is typical of a victim mindset. Those who still believe they are worthless need
this mindset to cope with their existence.
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We change the narrative about ourselves. Over time, we change the way we tell meaningful
stories about our lives. The anchor stories that people tell reveal a lot about their attitudes to
life. If asked to say something about themselves during a job interview, interviewees choose
the frame of meaning they consider important from their subjective point of view. One
might proudly show his references and talk at length and about his projects and expertise
but reveal nothing personal. Another might say where she wants to go, where her talents lie
and why she thinks she is the right person for the job. Two different mindsets, two different
ways of looking at and interpreting life. Our own attitudes to life are generalized. We believe
that our own mindset is the “right” one. Only from the later development-oriented and
systemic perspective do we see the evolutionary movement each mindset is part of.
As I walked out the door toward the gate that would lead
to my freedom, I knew if I didn’t leave my bitterness and
hatred behind, I’d still be in prison.
– Nelson Mandela
Reality is what we construct within ourselves as a reaction to external circumstances. We

give things their meaning. The more mature the mindset, the greater the awareness of our
inner worlds and its conscious influence on our responses. Although we cannot control the
outer world and its influence on us, we can influence our inner experience with our mindset.
For instance, employees react very differently to justified criticism from a customer: one
might be wracked with self-doubt and guilt, the next will blame the customer and a third
will call the customer and work with them to find a solution. The stimulus is the same,
but the response depends on the mindset. The more mature the mindset, the greater the
sense of inner freedom.
2.1 THE SIX MINDSETS AND THEIR DEVELOPMENT PHASES
2.1.1 SELF-ORIENTATED- IMPULSIVE
In this mindset we are caught up in ourselves and our needs. Reflective thinking and the
understanding of longer periods of time are not yet possible. Feedback is rejected and we
think in stereotypes. We can’t understand or control our own emotional experience and
lack empathy. The mentality is simple; blame others. Our attitude is defensive because we
lack security and self-confidence. We go through this phase between the ages of two to five.
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2.1.2 GROUP-CENTRIC-CONFORMIST
In this mindset we learn rules and norms that align with our social environment. Our
identity is strongly defined through belonging to a “we”. Obedience and subordination are
central to this mindset. We feel guilty if we break the rules. The pressure to conform allows
us to avoid conflict so we keep our mouths shut. Our own feelings and inner life are still
hard to comprehend. Criticism is accepted if it is based on externally defined principles.
2.1.3 RATIONALISTIC-FUNCTIONAL
In this mindset we become more self aware and can take a more nuanced view of ourselves
and others. We see different perspectives and become more non-judgmental. We like to be
different. We have our own ideas about what is right and wrong. We think little of lengthy
discussions. We still experience ourselves through the external demands placed on us, and we
believe we need to function properly. We usually go through this mindset around puberty.
2.1.4 SELF-DETERMINING-CONFIDENT
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In this mindset we acquire our own values and ideas. We become strongly goal oriented
and are driven by the desire for self-improvement. A more diverse inner life unfolds which
accepts the complexity of situations and respects differences. Our own blind spots and
subjectivity often still unnoticed. The “ego” is greatest in this mindset, which is like that
of a late teenager who is knowledgeable and competent but not very empathetic.
2.1.5 RELATIVISTIC-INDIVIDUALISTIC
This mindset makes us realize how our own perceptions shape our worldview. We challenge
and question our own and others’ views and are more empathetic. We see that every human
being is shaped and influenced by his or her fundamental qualities, culture and history, and
learn to consider this in our communications. We become more aware of our emotional
inner life, which reveals itself to be an additional relevant resource of perception.
2.1.6 SYSTEMIC-AUTONOMOUS
In this mindset we are able to take multiple perspectives. We are open to creative approaches
to conflict and can deal with ambiguity. We respect the individuality and autonomy of our
counterparts and are prepared to take full responsibility for ourselves, our thoughts, our
feelings and our actions. We can see our thoughts and feelings as subjective and adopt more
cooperative courses of action.
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2.2 THE FOUNDATION OF OUR MINDSET IS LAID IN CHILDHOOD

We can look at the vertical development of our maturity from three perspectives: 1. growing
up, 2. socialisation, 3. intrinsically motivated self-development. New beliefs and patterns of
reality interpretation are formed in us in each of these stages. Some we later leave behind
while others remain. These mindset extensions are visible in our personal biographies.
We must all find and heal our inner child in order to become
complete.
– Stefanie Stahl
2.3 THE THREE STAGES OF MINDSET DEVELOPMENT

Answering the following questions reveals the mindsets that have shaped us:
Growing up
What was my parents’ preferred parenting approach?
What mindsets and thought patterns did my parents and my childhood environment teach me?
Which of these have I left behind?
Socialisation
Which mindsets are dominant in my social environment, at work, and among my friends?
What are the basic beliefs about life I share with these people?
Which way of thinking do I find appropriate and which mindsets do I have problems with?
Intrinsically motivated self-development

In which areas do I want to broaden my perspectives on life?
What drives me internally to leave old patterns of thought behind and become more open?
Which of my potentials would I like to strengthen and what drives me to do this?
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2.3.1 GROWING UP - TO THE MATURITY OF THE PARENTS
We go through a large part of our vertical development in the growing up phase. This includes
everything we learned in our childhood and youth from our parents, the environment and
the culture we were born into. In this first phase we cannot change much retrospectively. It
was as it was. Some enjoyed greater privilege and were able to develop freely, while others
less privileged had to struggle.
2.3.2 SOCIALISATION - EXTERNAL INFLUENCES SHAPE US
In the second phase we develop through our own life experiences. For some, this can be a
favourable environment, good friends, meaningful relationships or mentors who help our
personalities grow and open up further spaces for development. This phase overlaps with
the first. As teenagers we might feel we have outgrown our parents, that their world is too
small and their mindsets too narrow.
Looking back on our lives, we can see the stages of development in the crises and successes
we experienced. We might decide to change our job because we don’t like how we are
treated at work and want to do our own thing at last. Things that were acceptable for years
suddenly becomes too restrictive. The external circumstances might not have changed, but
our mindset and the way we interpret the circumstances have.
2.3.3 INTRINSICALLY MOTIVATED SELF-DEVELOPMENT -

CONSCIOUS CLARIFICATION
Self-motivated development requires active attention. This means integrating and transforming
our own “shadows”, i.e., becoming aware of opaque aspects of the earlier stages and unconscious
beliefs. As long as they work unconsciously in us, our “shadows” prevent us from adopting
new mindsets. In the self-development phase we can become proactive. There are numerous
growth tools out there to help us: coaching, mindfulness training, meditation, self-awareness,
psycholysis, NLP, hypno-coaching, yoga, family constellation therapy, inner child work, etc.
The desire and necessity to lead and manage with greater agility and empathy in an increasingly
complex world boosts the motivation for self-development. If we take an empathetic look at
ourselves, we can recognize our own multiplicity. We can shine a light on the shadows and
the potential for our vertical development through self-development. Emotional leadership
with an external focus means supporting and promoting the development of employees’
potential, giving them enough space and encouraging them to find new ways and solutions.
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DEVELOPING YOUR MINDSET The six mindsets
3 THE SIX MINDSETS

Our mindsets are shaped by our upbringing, social environment, the culture we live in and
our own desire for self-development. We all start from scratch and gradually expand our
range of competencies. Each new mindset increases the space of inner freedom and expands
our spectrum of action.
3.1 THE SELF-ORIENTATED-IMPULSIVE MINDSET
The self-orientated-impulsive mindset begins when a child says “I” and is able to formulate
more complex sentences: “I want this”, “I want that”. The primary need of the child is for
security, whereas for the parents it is for greater impulse control and discipline.
In this mindset we are not yet able to plan for the future. Everything revolves around us
in the here and now. The concept of an outside world is still too abstract for us to grasp.
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Power and powerlessness alternate

Our own identity is still weak. Feelings of power alternate with feelings of powerlessness.
When a child says: “If you don’t do this or that, I’ll thump you”, the classic response is:
“I’ll fetch my big brother”.
When things go well, children feel loved - despite all the impulsive emotional outbursts.
If, on the other hand, they experience rejection from their parents in early childhood, this
mindset will not be fully integrated and a feeling of inadequacy remains. This can result in
a weakly developed identity or getting stuck in this more childlike mindset.
Without security we seek authority

If we get stuck in the self-orientated impulsive mindset, we will ignore social norms. This
mindset is set firmly in the preconventional stage, making us obedient to authority. We
tend to follow strong people or rigid ideologies. Our world view is polarized and we blame
our enemies for our problems.
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Moreover, we treat those weaker than us with contempt. We don’t tolerate complex views
and perceive sophisticated arguments as threats. We all experience this mindset when we
are angry or feel threatened - regardless of our age. The feeling of being the centre of the
universe warps the fabric of our reality construct and makes us susceptible to conspiracy
theories.
Admiration for the “strong man” is great, even if he is corrupt. The part of us that inhabits
this mindset is willing to submit. We seek what was denied us in our childhood: protection
and recognition from a father figure. At this age children will love their abusive parents
and blame themselves.
If I feel bad, I want you to feel bad too

Blood ties are paramount. Families dominated by tyrant fathers typify family systems with
this mindset. Parenting involves threats, physical violence and coercion. Sexuality tends to
be crude; personal satisfaction is all that counts.
Astonishingly, many so-called statesmen and leaders make it to the top in this self-orientated-
impulsive mindset. The simplicity of their thought structures is strangely fascinating and
appeals to the child in us. Their preconventional behaviour allows them to go beyond
conventional moral boundaries, which is often interpreted as freedom and strength. “Here’s
someone who says what they think and gets things done.” Many film heroes embody “strong”
men with this mindset. Their violence is palatable because it is “justified”. Inner emotional
conflict does not occur because they are not in touch with their own feelings, which can
only be expressed crudely with simple words.
Lies and contradictions - it’s always the others who are to blame
In this mindset we have no autonomous self and are controlled by circumstance. We have
no problem with lying and contradiction. The ability to self-reflect and accept criticism is
rudimentary. Leaders lacking compassion and empathy are abundant on the world stage.
The journey to the top is unscrupulous and exploitative. They profess solidarity with their
victims in order to exploit them and have no qualms about installing family members in
key government positions. The poor vote in the biggest exploiter of the country because
he is seemingly “successful”.
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Incapable of looking at events in isolation from ourselves, we really believe ourselves to be

the centre of the universe. We feel no connection to the environment. Rubbish is simply
thrown away; climate change is a “liberal” scam for stealing our money. Loyalty to the clan
is all that counts, and common laws are obeyed only if they offer personal advantage.
We show strength but not feelings out of fear

A “leader” and belief in the leader free us from our inner struggle and our own contradictions.
We follow those who are contemptuous because we despise ourselves. True love and respect
are often anathema in this mindset because it is not compatible with our self-image.
Many who know only this mindset need clear leadership with straightforward messages. At
work, the prospect of reward, such as a transparent bonus system, can keep motivation high.
Not everyone inhabits this mindset voluntarily. The absence of security can make us feel
powerless, like when we take on a new role. In each new role we set out on the learning
path of mindsets anew. The only question is at what speed.
On the way to that “we” feeling

For many, the path to the next mindset is like a purification process. Some might turn to
faith; being “born again”. Whatever the reason, more self-regulation and conformity, abiding
by the law and leading an orderly, normal life is a qualitative advancement of our character.
We suddenly enter another space where we feel more secure and experience togetherness.
Our anger and inner unrest abate. We feel part of something greater than ourselves.
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3.2 THE GROUP-CENTRIC-CONFORMIST MINDSET
This mindset kicks in when we start saying “we.” We acknowledge external rules and
conventions and distinguish the opinions of others from our own. This usually happens
around the age of five. By the time they start school, children begin to perceive a “we”
that is distinct from others. They become obedient, want to meet expectations and long
for recognition from figures of authority.
We want to belong to a “we”

The psychological, reflective self is still unknown. We want to be like the others, dress the
same, listen to the same music and surround ourselves with similar identity symbols, for
example a toy that everyone suddenly has to have. Belonging to a language and everyday
culture gives us identity. We tend towards conformity. We develop an outer awareness of
what we do and do not do. Rules are set in stone, so there’s no point in arguing. From the
outside, things can seem harmonious. This phase brings a new form of stability. The child
has finally become sensible and better behaved.
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The openness and the desire for belonging in this mindset make us highly susceptible to
manipulation. We still lack a clear awareness of our own self and so we take refuge in the
group. To be accepted by the group we must conform. We are suggestible, easily influenced
by ideologies. In some other cultures, religious indoctrination takes place around this age.
Unreflected beliefs shape our sense of identity

If we remain in this mindset as adults, we construct basic assumptions about life that are
simple and dualistic and find expression in unconscious beliefs. The effect is subtle. For
example: “Who am I to judge?”, or: “What will the neighbours think?” Feelings of guilt
arise. We constantly have to satisfy the external demands of our group. By establishing a
group identity, beliefs give us an illusion of self-confidence. “We are right, the others are
wrong”, “If you are not with us, you are against us”. Our personality structure is sustained
by “negative images of the enemy”.
We’re afraid of losing our “we”

The fear of losing our place in a changing world reinforces this mindset. We no longer
know our “we” and are unsettled. The national soul and spirit or will of the people are
constructs for which we give up the idea of individuality and, in the worst case scenario,
our lives. Our own lives are meaningless and individuality is undesirable.
A lack of love is concealed with pseudo symbols of love. Love for the Fatherland, The Great
Nation, the loving God who rewards us in the afterlife if we kill the other and die in the
process. Behind it lies the longing for connection with something bigger. It is the search
for external identity, because our own identity is not yet developed.
“I was just following orders”, says the war criminal. In pure obedience structures our self
cannot develop fully. We do not take responsibility for ourselves and we cultivate victimhood.
We create imaginary enemies, distracting ourselves from our own problems. Our conscience is
outsourced to external rules. We are still disconnected from our feelings of empathy. Honour,
duty and loyalty are often used to hide contradictions. The pressure to conform generates
hatred for our own life, which is then projected outwards as anger. We cast aspersions on
“good people”, liberal ways of life and different world views. Anything that deviates from
our own group identity is threatening.
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Populism takes advantage of this dualistic mindset

Negative catchphrases, perceived truths and groupthink reign supreme. Fascism is a frightening
example of the negative aspects of the understanding of leadership in this mindset. Leaders
try to control education and restrict free thinking. History is revised and exception is taken
to scientific findings that contradict deeply held beliefs. Having and expressing different
opinions can be extremely dangerous. Many of the current global problems have a lot to
do with the mentality of this mindset. Politically speaking, in this mindset both left and
right share similar characteristics. The revolutionary leader turns out to be the same old
dictator who simply changed the external form but not the inner mindset. A punk who
rebels against the establishment can be just as stuffy and conformist in his “we” space.
The outside determines our identity

The quest for a common external identity can also take more unassuming forms: football
fan clubs, religious communities, and so on. We cultivate community rituals and traditions
and enthusiastically identify with rules which themselves create identity. In the positive
sense, we create an orderly society based on firm principles. On the other hand, there is
little opportunity for change, which is seen as a threat to the “we”. There are clear rules
of right and wrong. Although sexuality is frowned upon, procreation is encouraged, and
sexual discrimination is rife.
Our own feelings and our inner life are still difficult for us to grasp. The idea of power as
control over people and the planet shapes our attitude to the natural world, which we believe
belongs to the respective “we” and can be exploited at will for the benefit of the group.
Thou shalt not... our inner limits

In this mindset there are rigid boundaries within us which we cannot cross and which we
should not doubt. “Thou shalt not ...” Seen positively, this pressure to conform helps avoid
conflict. People with this mindset can be very decent, kind and steadfast. However, their
inner limits and black-and-white thinking make change and innovation hard to handle.
We all have imaginary and irrational boundaries within us that restrict our freedom, but
which we can learn to overcome with the next mindset.
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3.3 THE RATIONALISTIC-FUNCTIONAL MINDSET
With this mindset we move away from dualistic ways of thinking and learn to plan, compare,
evaluate and decide. We create new group affiliations and become more aware of our
otherness. We perceive ourselves more as individuals and acknowledge our own uniqueness.
When this “psychological self ” awakens, we suddenly possess a new quality of consciousness.
Our worldview so far was static; now it is mechanistic. We learn to deal with predictable
complexity, but do not yet grasp non-predictable complexity. “What if ” thinking begins,
where the past continues into the future in a linear progression. Our minds become more
inquiring, we let go of irrational past beliefs and are interested in discussion and debate.
This process often coincides with the onset of puberty.
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We begin to recognize our individuality

At this age we start to take a nuanced view of our social group, especially with respect to
our parents. If their behaviour is deeply rooted in the group-centric-conformist mindset,
communication becomes almost impossible. Some young people start to keep a diary around
this time. They feel tormented: by the world, by life and by others.
The clique is more important than the parental home

We expand our competences when we separate from the collective and start forming our
own groups. We begin to take a stand, perceive differences, and pursue individual interests
in our own reference groups. Demand-driven thinking can give rise to discipline and a
willingness to go that extra mile. External assessments about being “better” or “different”
become more important. Money takes on a greater significance.
We know better and are right

To the sorrow of many parents, the goal of this new mindset is no longer to belong to
the “harmonious” group. We no longer aspire to getting along with everyone but like
to hold our own distinct and contrary opinions. With our now expanded framework of
competence we are able to look in two directions. We see the outside world, the others and
the circumstances. But we also see the impression we make on others.
We have to function
We like to take a deeper, more rational look at things in this new mindset. We want to
do well. We believe “You can do it”, regardless of whether we really want to. Goals and
performance are not questioned. Some people later get stuck in this mindset. They always
have something to do or something to put right.
In this mindset we comment on everything and everyone and are convinced we are “right”.
Online newspapers readers’ comments brim with advice from people who think they know
it all and are so much smarter than everyone else. Yet they are unable to see the bigger
picture or deal with ambiguity.
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Scientific thinking becomes possible

The irrational and emotional aspects of the group-centric-conformist mindset are increasingly
rejected. The group is now seen as manipulative. Feelings are viewed with scepticism or even
regarded as dangerous, so coming to terms with them is therefore difficult. The sense of
humanity and empathy is underdeveloped. People are seen as stimulus-response machines.
Feelings are not part of human experience, but a mere mechanistic discharge of hormones.
Character is a question of genetics. Illness is about finding the right pill. The rationalistic-
functional mindset is very much alive in the scientific world, where facts and norms are
what count.
At work, the rationalistic-functional mindset is our emergency go-to mode: “Brace yourself
and get on with it”. We buckle down without seeing the whole picture. “Psychologising”
is brushed aside with disdain. On the other hand, we have no trouble expressing criticism.
Indeed, we find it motivating. We evaluate people and focus on their shortcomings rather
than their strengths. We upvalue ourselves by devaluing others.
Consciously dealing with feelings is difficult

“I think, therefore I am,” exclaimed René Descartes in 1641, describing the sense of identity
of this mindset. Our behaviour is still firmly determined from the outside. Self-responsibility
goes unseen. That’s just how the world is. We have to get through life somehow, we don’t
need to have our own goals. Efficiency and structure are what counts in this reality construct.
Life is all about completing a predetermined programme. First school and a good education,
then a decent job, and finally retirement on a good pension - end of story
A life within the norm

Living outside the confines of the norm is still unacceptable in the rationalistic-functional
mindset. “If everyone did that, where would we be?” It’s as if conforming to conventions
is the answer to everything. This mindset is common among managers. The idea of an
entrepreneurial reality beyond numbers is hard for them to grasp. The next challenge is to
achieve greater self-determination and escape from functional structures in order to reach
the next mindset, the self-determining-confident mindset: a challenge many managers are
now facing.
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3.4 THE SELF-DETERMINING-CONFIDENT MINDSET
In this mindset we have more faith in our own values and ideas. This starts around
adolescence. A new feeling for freedom and self-fulfillment starts to emerge. We might
start an apprenticeship, move out of the parental home, or go to university. Sometimes the
step towards self-determination takes place much later. Assuming a leadership role or going
freelance can also mark this transition.
We now see life in all its diversity. Life as a linear sequence of school, college, steady job,
family, retirement and death is just one of many options. It’s up to us to choose our own
path in life. We are free to shape our life ourselves.
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Own goals, thinking outside the box, being cool

We start to reject the purely rationalistic view of the world, which we find narrow-minded.
In our arrogance we desire to be cool and stand out, to be an artist, an influencer, a
musician. We want to be respected by our peer group. Many coming-of-age novels and films
describe the transition from the rationalistic-functional to the self-determining-confident
mindset. This transformation is often hailed as a liberation of the self. Previously stifled by
convention, our protagonists can now access their authentic selves and live life free from
the constraints of the past.
Do your own thing

When children start to have their own goals, we can see they are beginning to embrace
this mindset. Communication now takes place on equal footing. No more being told what
to do. Willingness to change grows with the recognition of the new-found inner freedom.
We learn to appreciate our own individuality and that of others. We are restless. The desire
to better ourselves grows. Higher, longer, further - more. We don’t want to miss out on
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anything and fill our lives doing exciting things. For some it’s going to glamorous events,
for others it’s climbing rock faces in the wild. We want to be seen and appreciated for what
makes us special.
In this mindset life plans are very different and reflect the ideals of western consumer society.
“Do your own thing” sits in nicely with the principles of capitalist society. Social media is
an effective platform for controlled self-promotion and is full of images and messages from
people showing how they have mastered their lives with self determination and confidence.
The ego is at its greatest. We have confidence in ourselves and the world. Success means
winning more than losing, and we feel happiest when we can enjoy the external trappings
of success: luxury cars, fine dining, exotic holidays.
Wake up to what’s inside you

In the rationalistic-functional mindset we are sceptical of psychologists and coaches, whereas
in the self-determining-confident mindset we are more open and capable of self-reflection.
“You can be who you want and achieve anything - with hard work and discipline.” If
someone can show us how we can improve, we leap at the chance. We are more than willing
to perform and learn when it serves our personal goals. Many turn to self-help literature.
This phase gives us the new-found strength to stick to our goals.
It’s about our needs

In this mindset we value freedom and independence. We focus on ourselves and are driven
by a desire to set things in motion.
We can think rationally and see the multiplicity of life models. We also take responsibility
for ourselves and our goals. We focus on the future and can question old structures and
create new ones. This mindset is the basis of modern pluralistic society. Justice and human
rights issues become more important, but we view them with ambivalence. They only
become clearer as we evolve. We still experience ourselves as a static and uniform self that
exists in a linear time dimension. Our own paradoxes and contradictions are still opaque.
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Our focus is external

The strong outward focus can lead to us to feeling inwardly isolated. Depression can be the
downside of this mindset. Deeper access to our hearts and the ability to question ourselves
is still missing. The song “My Way” by Frank Sinatra celebrates this attitude to life, which
is often idealized in western societies. Cynicism is one of the obstacles to development
that still separates us from our inner wealth of emotional experience. We feel something,
but don’t know what to do with it if it doesn’t fit into our scheme of “higher, further,
more beautiful”. Only cynicism and irony can dispel the energy of this perception. On the
positive side, we start to see more of our strengths in this mindset. We also begin to see
the strengths of others and focus less on their weaknesses.
The transition to the next expansion of competence can coincide with periods of crisis. It
might be a classic dropping-out scenario, the breakup of a relationship, a career slump or
burnout. The desire to become more involved with our own inner life is born out of need
and suffering. Of the three conventional mindsets, the self-determining-confident mindset
is the one with the highest scope for development.
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3.5 THE RELATIVISTIC-INDIVIDUALISTIC MINDSET
If our development goes well, we start to relate to our emotional depth at the end of
adolescence and with our first relationships. We can see our own inner multiplicity and
subpersonalities with greater clarity. We are now less likely to see ourselves as protectors or
victims and become more curious about our inner life. In this new inner mindset we see
how our own subjective filters shape our view of the world. We also become more aware of
our cultural and parental imprints. We develop a more objective view of our individuality.
Whereas before we thought in terms of “bigger, better, brighter”, we now start to accept
things “warts and all”.
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There are many “I’s” in “we”

Some seek to avoid confronting their inner world so find this post-conventional mindset
unappealing. “I don’t want to know”, It’s just navel gazing”, or “People who are wrapped up
in themselves are far too complicated”. There is no “right” or “wrong” here. Self-development
is voluntary and motivation comes from within. In the relativistic-individualistic mindset
we see our own contradictions and subpersonalities. It has space for many “I’s”.
We no longer take everything at face value. We learn to create a space free of judgement
where everything is okay as it is. Individuality and uniqueness are respected. Remember: in
order to learn a new mindset, the previous one must be mostly integrated. We cannot skip
the order of the mindsets. Hence, it is important to have experienced a strong “ego” in the
previous mindset. While in the self-determining-confident mindset we are still very much
focussed on ourselves and our goals, in the relativistic-individualistic mindset we learn to
pay more attention to the counterpart and the context.
Journey inwards
For many, we experience the world from this mindset when we have children. As parents,
we learn to put our own needs into perspective and be compassionate and empathetic. We
get a good idea of what subpersonalities mean. Job, household, keeping the relationship
alive, being there for the children, maintaining the circle of friends, self-care, not forgetting
our own parents, saving the world... these are all disparate roles that require very different
inner configurations.
In the self-determining-confident mindset we have an answer to everything. We are masters

of improvisation and can conjure up convincing explanations with our superficial knowledge.
At some point this becomes too shallow and we become more inquiring, more questioning:
“What is the question behind the question?
We become more aware of our emotional life

Thoughts and feelings are subjective interpretations of perception. By allowing ambivalence, we
can better internalize our own inner consciousness. It is different to the external consciousness
of the group-centric-conformist mindset, where “right” and “wrong” are imposed from
outside. In the new mindset we allow ourselves to see and feel emotional contradictions
more objectively. We can confront our own suffering, pain and fears and no longer have to
suppress them or blame others. With growing awareness it becomes easier for us to show
ourselves and to appreciate feelings as temporary phenomena that have something to say
about who we are. We feel more genuine, and that we don’t have to pretend any more.
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Generation Y stands for ego development

“Generation Y” refers not so much to a generation but a more commonly occurring form of
ego development. “Generation Y” likes to challenge and prefers to work in teams rather than
deep hierarchies. The job must fit in with their values and have purpose. They thus embody
a shift in values that is already taking place in society. They are masters of improvisation,
and are interested in other cultures, opinions, and realities. They enjoy independence and
freedom, embrace balancing work and family and prefer using something to owning it.
Consumption should be sustainable. “Generation Y” stands for a mindset that people of
any age can and do adopt.
How’s that supposed to work if everybody does it?

The relativistic-individualistic mindset is still quite rare in the professional world. Rationalistic-
functional managers face a great challenge. They tend to look at “New Work” from the
point of view of cost alone. “What do we get out of employees meditating?”
Managers acting more from the self-determining-confident mindset believe “Generation

Y” do not share their commitment and sense of identity. Yet somehow we intuitively feel
that people in this new mindset are right to defend their values and not allow their lives
be dominated by work. Those interested in leading this new generation will find the six
mindset model a useful tool to help better understand “Generation Y”.
We are a collage of our experiences

Access to our inner experience becomes greater. The sense of time in our inner world is
not linear. Past and present experiences overlap and influence how we think and feel in the
moment. We begin to see the patchwork that makes up our inner emotional fabric. It is
a construct of many sub-personalities. In this mindset we find it hard to be coercive and
violent. What appears to be the only correct option for action in the self-oriented impulsive
mindset is meaningless here.
In this relativistic-individualistic mindset we are less able to lie to ourselves. We become more
truthful. Our being is the sum of our experiences and not the sum of the seconds on our
linear timeline. We measure life in experience, not time. Seeing our own inner multiplicity
allows us to see the world in all its wonderful diversity. We have more compassion because
we are more in touch with our feelings. We can now confront our own dark sides with
greater empathy.
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3.6 THE SYSTEMIC-AUTONOMOUS MINDSET
This mindset is that of a responsible and empathetic adult who is aware of their strengths,
weaknesses and subjectivity. Each new mindset contains the capabilities of the previous
mindset and adds new ones. In the systemic-autonomous mindset we benefit from the self-
confidence of the self-determining-confident and the compassion and far-sightedness of the
relativistic-individualistic mindset. We are aware of our subjective individuality and see our
counterparts as individuals. We acknowledge psychological and systemic connections and
can think in terms of relationship systems.
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We do not exist without context

The systemic-autonomous mindset is an inner space of emotional intelligence that expands
our scope of action. We are prepared to take full responsibility for ourselves and our thoughts,
feelings and actions. We are less judgmental and no longer blame others or circumstances
for how things are. We are aware of our own weaknesses and shortcomings. We are more
conscious of how our subjective inner world, our behaviour, the structures in which we
live and the culture surrounding us shape our world view. We can see how our “ego” filters
things and creates and assigns meaning. We do not exist detached from context. We are
part of a system, a more complex whole.
Be true to yourself
Liberal working practices require high levels of competence and personal accountability.
Employees might show enthusiasm for new forms of organization, but since they are not
proficient in the more advanced mindsets, they need to practice, among other things, being
in touch with themselves. This means doing mindfulness exercises to be more aware of self,
feelings and thoughts. It’s all about being true to yourself and seeing through your own
automatisms to make space for new neural networks.
We realize our thoughts and feelings are subjective

Deeper awareness of our own inner and subjective patterns of interpretation leads to a greater
motivation for self-development. Viktor Frankl (1905-1997), neurologist, psychiatrist and
author of the book “Say Yes to Life: Man’s Search for Meaning”, puts it something like
this: Do you really have to put up with everything from yourself?
While in earlier mindsets we understood what was going through our heads as “I”, now the
view widens to our own subjectivity, and we recognize the multiplicity of our subpersonalities.
In his book “The Self Developer”, Jens Corssen calls these voices “inner incessant blabbering”.
90 percent of our thoughts are repetitions of known points of view. Old ways of thinking
try to convince us of the suitability of old solutions, even though we know they usually
don’t work. The systemic-autonomous mindset offers a way out of this thinking.
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We are both friend and foe to ourselves

This mindset enables us to be flexible and adopt a mindset appropriate to the context and
deal with conflicts constructively. If we realize our counterpart is also right, and that our
thoughts and feelings are subjective, the space available for solutions expands. This requires
willpower and self-discipline. And accepting the truth about ourselves requires a lot of self-
discipline.
Every mindset is temporary

Awareness of our own development means we can accept our counterpart as an evolving
being too. We now have greater tolerance for otherness. If we are able to see our own
value as human beings, we can also see the value of others. It is essential to recognize every
mindset and acknowledge the underlying needs - not out of moral obligation, but from the
realization that this perspective gives us a wider set of options to find solutions.
Only when we reach the systemic-autonomous mindset can we see all the other mindsets
with clarity. From this new perspective we understand that we are all on a journey and that
every mindset is a necessary step towards the next stage of development.
Systems thinking
While entrepreneurs and leaders are practiced in cause-and-effect thinking, coaches employ
systems thinking to tackle complex human problems. Although systems thinking is not the
same as the systemic-autonomous mindset, it is an example of one aspect of this expansion
of competence. Circular questions are a good way to gain systemic focus. They create
awareness of the relationships, interaction structures and needs of the individual. “How
do you think your employees feel in this situation” or “How would colleague XY describe
your leadership behavior?”.
Thanks to greater emotional competence we can now lead more with values and purpose.
We can only bring about long-term change in people and organizations if we recognize the
emotional dimension. From this mindset we can design sustainable leadership systems that
are development-orientated and support employees at their respective stages of development.
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The end is open

When it comes to self-development, the systemic-autonomous mindset is not the last one.
Development does not just stop. Dr. Thomas Binder, a key German researcher in ego
development, says: “You begin to see through how your own ego not only filters everything
and saturates it with meaning, but actually creates everything. And thus you begin to
understand how you can separate yourself from what might be called the ‘flow of life’ or
‘unity of everything’. This is a question found in almost every spiritual movement or religion.
A person on their way to a more advanced mindset sets off, so to speak, on this journey
of ‘freedom from the ego’. A not exactly easy but arguably exciting journey.
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DEVELOPING YOUR MINDSET Recognize your mindset
4 RECOGNIZE YOUR MINDSET

There is nothing noble in being superior to your fellow man;
true nobility is being superior to your former self.
– Stefanie Stahl
We construct our world view through our mindset

Every mindset is an expression of needs. Once these needs have been satisfied, we “go
through” one mindset and move on to the next, retaining the previous mindsets within us.
Momentary needs (for security, order, efficiency, recognition, self-awareness, meaningful
action) dictate the mindset we adopt.
Figure 3 - Mindsets shape organizational structures
The “I” changes - the “self ” remains

If we look at the “self ” in the philosophical sense as the essential, eternal and unchanging
essence of our being, then this part is the observing constant, while our “I” is constantly
restructured over the course of our lifetime. Since we usually identify with the current
construct and consider our temporary “I” to be our “self ”, it is difficult for us to recognize
this “self ”. Every expansion of mindset increases our room for manoeuvre, irrespective
40
of feelings of happiness, satisfaction or success. What one person regards as happiness or

success may be of no interest to another. Some people have a dualistic worldview and are
quite happy with it, while others who are only interested in the trappings of success and
don’t want to confront their feelings are happy with that too.
Our mindset describes the way we interpret and construct our own reality. This becomes
apparent in the language and metaphors we use. Each mindset has its own language and
interprets concepts according to its world view. How people respond to the question “What
is success” shows how they construct reality.
4.1 THE LANGUAGE OF THE MINDSETS

Each mindset has its own form of expression: internal and external. We can identify our
mindset by the words we choose to use. This use of language is also called framing. Certain
words and phrases establish the context of how we discuss or report on an issue. “Fake
news” and “alternative facts” are examples of framing.
4.1.1 SELF-ORIENTATED-IMPULSIVE
In order to understand the space of this mindset, imagine the state of mind we are in
when we feel angry and insecure at the same time. We use simple language with few
words. Often combative, we use just a few rudimentary adjectives and emotions. “I feel
great” or “I feel like shit”. Attention span is short: self-absorption is common. Thoughts
are often poorly formulated and concluded. Pure monologue, no listening, no capacity
for reflection. A spontaneous flow of associations that rapidly digresses and changes the
subject at random, before returning to the old and the familiar. Defamatory statements are
common, regurgitating the same old arguments and platitudes. Life is a war, it’s a matter
of life and death, all or nothing
In this mindset language makes strong reference to external and non-negotiable truths.
These can come from the respective God, nation, leaders, or other authority we are willing
to obey. “The boss said”, “Thou shalt not…”, “We’ve always done it like this”, “What will
the neighbours think”. The language is dualistic: good versus evil, right and wrong, us and
them. The personal is suppressed, feelings go unsaid, and we hide behind buzzwords and
41
cliches. Unspoken censorship determines what may and may not be said. There are good
and bad words. “Wash your mouth out!” Speeches in this mindset are often pontificating
monologues. If people keep wagging their index finger while talking, they are probably in
the group-centric-conformist mindset. “You will” and “You must” are constantly used.
In the rationalistic-functional mindset many use language that compares, evaluates and
quantifies things. “Work has to be worth doing”, “I give more, it’s so unfair”. Scientific
publications tend to use this impersonal and dispassionate language. In business, this mindset
finds expression in Excel spreadsheets, specialist jargon and acronyms. In day-to-day life, it
often takes the form of endless rants about the weather, the neighbours or politicians. We
talk about random things and people rather than the things we really know about. We have
to prove to ourselves that we are different to or cleverer than the others. We say “You’d
better” or “You should” rather than “I” and feel better equipped to face the world in this
mindset. We are always commenting on how dysfunctional others are.
Here we like to talk about ourselves. The song “I did it my way” is a classic of self-expression.
We focus attention more on ourselves and our goals. We complain and judge less. We want
to achieve something and are on the path to being the primary causal agent in our life.
“What’s in it for me”, “Your time is now. Use it.”, “If you’re not happy, it’s your own fault.”
Our social media posts are expressions of a self that is flawless and in control. We show
where we’ve been, who our friends are and what great things we get up to, even what we
are just eating or have bought. In this mindset we use the first person more, we pay heed
to our status and are still the focal point of our inner world.
This mindset uses inclusive language. It enriches our vocabulary with new words: words for
things that were once thought unimportant: words like sustainability, equality commission,
intersexual, welcome culture, body positivity, work-life balance, new work, time sovereignty,
etc. Many of these words and expressions were unheard of 30 years ago, and some people
see them as being “woke” or politically correct. “What are they making such a fuss about?”
The debate about gender-neutral pronouns an example of conflict in this mindset. Is it
42
refugees or fugitives, are people unemployed or looking for work? This mindset also reveals
the underlying dimension. More attention is paid to the emotional stance associated with
the respective expression.
People who find it easy to adopt a systemic-autonomous mindset have a nuanced, individual
and picturesque way of expressing themselves. They are often excellent storytellers and able
to explain complex issues using analogies everyone can relate to. “A good story has seven
levels of meaning” – a pithy statement that aptly describes this kind of self-expression.
In discussions, point of view that others have not yet thought of are often put forward.
Different and opposing viewpoints are formulated in ways that often demonstrate the
interconnectedness of things. One of the most remarkable features of this mindset is the
ability to communicate in a universally understandable language and to blend in accordingly.
4.2 LEARNING TO RECOGNIZE THE MINDSET YOU ARE IN

Mindsets shift. Each mindset has its own emotional references. If we can recognize the
mindset we are in, we can use the six mindset model as a tool to enhance our personal
development.
Figure 4 - Mindsets determine how we work together
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When we feel threatened, we react swiftly from the narrowed standpoint of this mindset.
Once the adrenaline is out of our system and we change our mindset again, we might
feel embarrassed about our behaviour. However, if we stay in the mindset, we believe our
behaviour is justified because someone else is always to blame. Angry outbursts are a sign
that we are stuck in this mindset. Early childhood traumas mean this mindset might not
being fully integrated and we remain short-tempered and irritable.
Conflict with authority, whether with the boss, the police or the tax office, triggers the
obedience reflex and takes us into the group-centric-conformist mindset. In such moments
we feel like a naughty child who has done something wrong and is now being reprimanded.
In these situations we are usually compliant, switch to conflict-avoidance mode and do as
we are told. Deeply held beliefs keep the mindset active in adulthood. Many of our untested
inner moral convictions and beliefs drive us into this dualistic mindset.
The rationalistic-functional mindset is our default setting when it comes to work. When we
work in conventional corporate structures, we sometimes become accustomed to only working
towards external goals that have no space for our own personal initiative or responsibility. We
juggle to-do lists, rush from one appointment to the next and are set firmly in a functional
mode. Our own emotional perceptions are ignored. We keep parts of ourselves hidden. Our
professional competence is one of the positive aspects of this mindset.
In a self-determining-confident mindset we feel good about ourselves and what we do.

We think we are great, maybe a bit greater than anyone else. Outward success, status and
recognition boost our sense of personal sovereignty, ego and self-righteousness. In this mindset
we feel we are movers and shakers. The crippling sense of victimisation from the previous
phases has left us and we feel self-efficacious. Our attention is still very much focussed on
ourselves and there is no real emotional connectedness.
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In the relativistic-individualistic mindset we are inquisitive and reflect more deeply. We

retain the confidence of the previous mindset and allow ourselves to see ourselves in all
our diversity with all our contradictions, which requires openness and deeper emotional
connectedness. This is the mindset at work when we have good conversations and exchange
banter with those close to us. Our inner space expands and we put up less opposition to
life. In this mindset we are better able to relax and be ourselves.
We can resolve a conflict with children, for example, by being attentive, loving and steady
handed. In this case we recognize the relativity of others, and that we are aware of the
situation and the context as well as of our role and the impacts we have. From this inner
freedom and autonomy we can modulate our behaviour with empathy and mindfulness
and take the necessary supportive action. The cornerstone of self-development is self-
responsibility. In this mindset we own our thoughts and behaviour and become the creators
of our experiences and actions.
Figure 5 - Our mindset dictates how we think and behave
45
4.3 HOW WE EXPERIENCE THE MINDSETS

IN THE COURSE OF A DAY
Throughout the day we experience different situations that put us into very different mindsets.
Figure 6 - Different situation, different mindset
46
4.4 MINDSET AND INHERENT BELIEFS

Each mindset comes with its own set of beliefs and set of nuances which shape the way we
approach our private and working lives.
Self-orientated- Group-centric-
Rationalistic-functional
impulsive conformist
Nature is to be
conquered and Nature is subservient to Environmental protection
Nature used. Everybody humanity and can be must not harm the economy.
has to secure their exploited. Profits come first.
resources.
Only the strongest Practical constraints will

The true faith or better
will survive. Life is determine the future.
Future culture will prevail. After
and always will be Problems will be solved by
death, if necessary.
a struggle. science.
Only those who work are

Work is a necessary People who work hard
Work entitled to happiness and
evil. deserve more.
recognition
Me and my closest Our group, which gives

We, who can do little about
We tribe (family, me identity (religion,
the course events take.
accomplices). nation, club...)
The strongest race, Practical constraints and the

Only the strongest
Evolution community, religion, or laws of supply and demand
triumph.
nation prevails. determine the future.
Exclusion and losing Not being right and plans

Fears Loss and weakness.
face. not working.
It’s my business and Children should be Children should make the

Education nobody else’s. I do obedient. We must not effort if they want a decent
what I want. let them tyrannize us. life.
I’m surrounded by If you don’t submit, you Everyone has to function

The others
idiots don’t belong according to requirements.
Figure 7 - Mindsets and beliefs – self-orientated impulsive, group-centric conformist, rationalistic-functional
47
Self-determining- Systemic-
Relativistic-individualistic
confident autonomous
We are part of
We should develop Nature is the basis of
the earth and thus
business models that human existence. We need
Nature responsible for its
have a positive impact environmentally sustainable
global protection
on nature. concepts.
and conservation.
Anyone who makes We can shape the

Humanity will be happier if
the effort can be future and the result
Future the future is sustainable and
prosperous. You only depends on our
just.
live once. mindset.
With my work I am
My work should align with
Work My work shows who I am. part of a meaningful
my values and my lifestyle.
process of change.
We, global life with

We, the Western
We We, all people. all people, animals
leadership elite.
and plants.
Global growth and Potential external

competition ensure Empathy and justice will make development
Evolution
steadily growing development sustainable. depends on internal
prosperity. development.
Lack of freedom, loss of Inequitable global

Injustice, having to take
Fears self-determination, loss development, being
responsibility for the world.
of status. misunderstood.
Kids are free

Children should develop Children should experiment beings. There is no
Education freely and accomplish and be allowed to be must. We should
something. themselves. encourage them
age-appropriately.
Every person is
Those who make the Life is colourful. Everyone is an autonomous
The others
effort make their way. free to be what they want. individual who walks
their own path.
Figure 8 - Mindsets and beliefs – self-determining-confident, relativistic-individualistic, systemic-autonomous
48
4.5 LEADERSHIP MINDSETS SHAPE THE

ORGANIZATIONAL STRUCTURES
Management mindsets play a key role in shaping organizational structures, therefore managers
themselves often stand in the way of an organization’s development. Every leadership style
attracts employees who prefer this style and thus contributes to the entrenchment of the
structures.
Figure 9 - Mindset and leadership style
Self-orientated-impulsive leaders usually focus only on themselves and take everything

personally. They find thinking over longer periods of time difficult and seek immediate
advantage or victory. Employees have no say and have to put up with outbursts of anger
and irrational ideas. Power is concentrated with the boss, who sees him/herself as a centre
of power and manages employees with threats and coercion.
Group-centric-conformist leaders demand obedience. Personal opinions are unwelcome.

The organization has a strong hierarchical structure with chains of command from top to
bottom. The lower down the heirarchy, the weaker the power. Managers are not there to
offer opinions or feedback and are willing to act against their own convictions to serve a
cause. Responsibility and risk are avoided.
49
Rationalistic-functional leaders focus on numbers and facts, and their organization has to run
like a well-oiled machine. Individual interests and strengths are brushed aside. The future
vision can be shown in an Excel spreadsheet. Practical constraints determine the actions
taken. Emotions and the long-term are not yet considered. Numbers are what count.
Organizations with this mindset focus on empowerment and strengths. Employees have more
freedom and job descriptions are flexible. The corporate structure is geared more towards
the employees. Employees can flourish and flexible management goals allow more personal
responsibility. Leaders find they have to trust the employees and give them more leeway.
This mindset marks the beginning of the post-conventional stage, or “New Work”. Self-
management, time sovereignty, and working hours based on trust are things that are increasingly
common. Such organizations are more open, more agile and more diverse and require a
mature workforce. Decisions are made through dialogue and values are taken seriously
Organizations with a systemic-autonomous mindset operate with purpose. People are seen
as whole entities and given space for growth. Power is distributed and decision-making lies
with the individual. Leaders are commited, among other things, to the long term, honesty
and global accountability. They need a core team that has fully internalized this mindset
and knows how to deal with the distinct mindsets of the employees.
50
DEVELOPING YOUR MINDSET Conclusion
5 CONCLUSION
The six mindset model seeks to instill more optimistic and nuanced thinking. If we are
more mindful of how we choose our mindset, our inner freedom and the common space
for action grow.
We can only decide for ourselves how we face and interpret the new now. If we have a sense
of the respective mindsets, we are free to change them and realign our actions.
Everything is a matter of mindset

We have the opportunity to create a more mature world that is willing to tackle global
challenges. We just have to make the decision to do it. We need to counteract the harnessing
of fear and populism that is steering people towards the self-orientated-impulsive and group-
centric-conformist mindsets, putting global organizations and global strategies for action
under threat.
We are the missing link between the higher ape and civilized
man. We have the potential to become civilized. It is not a
journey into a high-tech world of the future, it is an inner
journey, to one’s own truthfulness. We are already on this
journey, as humanity and as individuals. Somewhere on the
way between apes and civilized man.
– Konrad Lorenz
Figure 10 - Our understanding of leadership feeds our mindset
51
DEVELOPING YOUR MINDSET Conclusion
If leadership development today is to continue to evolve, three qualities are required:

presence, courage and empathy.
Presence helps us act in the present and observe and recognize our mindset. We need to
wake up as often as possible every day for a “second time”.
Courage helps us to enter spaces of experience outside our comfort zone. The best way to
learn a new mindset is to experience it.
Empathy helps us to use our emotional wisdom to recognize new opportunities. We need
compassion for ourselves and others to find the composure and patience that development
demands.
If we have presence, courage and empathy, we can choose our mindset sooner. The space
between stimulus and response becomes wider and then – we are on our way to becoming
civilized human beings.
52
DEVELOPING YOUR MINDSET Table of Figures
TABLE OF FIGURES
Figure 1 - The four levels of communication 9
Figure 2 - The mindset is invisible 12
Figure 3 - Mindsets shape organizational structures 41
Figure 4 - Mindsets determine how we work together 44
Figure 5 - Our mindset dictates how we think and behave 46
Figure 6 - Different situation, different mindset 47
Figure 7 - M
indsets and beliefs – self-orientated impulsive,
group-centric conformist, rationalistic-functional 48
Figure 8 - M
indsets and beliefs – self-determining-confident,
relativistic-individualistic, systemic-autonomous 49
Figure 9 - Mindset and leadership style 50
Figure 10 - Our understanding of leadership feeds our mindset 52
53

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Developing Your Mindset

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Developing Your Mindset

Improve your Leadership Skills by Understanding Mindsets

1 Leadership and culture in transition 7

2 The six mindset model 13

3 The six mindsets 19

4 Recognize your mindset 40

ABOUT THE AUTHOR

Between stimulus and reaction lies the space of inner freedom.

1 LEADERSHIP AND CULTURE

The challenges of today

Could we change our attitude, we should not only see life

Problems cannot be solved at the same level of thinking

Leading means communicating

In future, value creation will be dependent on how well

Communication, not technology, drives innovation

Shaping complex communication

1.1 THE FOUR LEVELS OF COMMUNICATION

Figure 1 - The four levels of communication

1.1.1 THE MONOLOGUE LEVEL - PREJUDICE AND ASSUMPTION

Top-down leadership communication takes place on the disconnected monologue level.

1.1.2 THE DEBATE LEVEL - LETTING GO OF ASSUMPTIONS

1.1.3 THE DIALOGUE LEVEL - LETTING GO OF CYNICISM

1.1.4 THE COCREATION LEVEL - LETTING GO OF FEAR

1.2 SEE MEANING TOGETHER

Employees want room for development

Mindset is invisible on the outside

Figure 2 - The mindset is invisible

2 THE SIX MINDSET MODEL

Reality is what we construct within ourselves as a reaction to external circumstances. We

2.1 THE SIX MINDSETS AND THEIR DEVELOPMENT PHASES

2.1.1 SELF-ORIENTATED- IMPULSIVE

2.2 THE FOUNDATION OF OUR MINDSET IS LAID IN CHILDHOOD

2.3 THE THREE STAGES OF MINDSET DEVELOPMENT

Intrinsically motivated self-development

2.3.1 GROWING UP - TO THE MATURITY OF THE PARENTS

2.3.2 SOCIALISATION - EXTERNAL INFLUENCES SHAPE US

2.3.3 INTRINSICALLY MOTIVATED SELF-DEVELOPMENT -

3 THE SIX MINDSETS

3.1 THE SELF-ORIENTATED-IMPULSIVE MINDSET

Power and powerlessness alternate

Without security we seek authority

If I feel bad, I want you to feel bad too

Incapable of looking at events in isolation from ourselves, we really believe ourselves to be

We show strength but not feelings out of fear

On the way to that “we” feeling

3.2 THE GROUP-CENTRIC-CONFORMIST MINDSET

We want to belong to a “we”

Unreflected beliefs shape our sense of identity

We’re afraid of losing our “we”

Populism takes advantage of this dualistic mindset

The outside determines our identity

Thou shalt not... our inner limits

3.3 THE RATIONALISTIC-FUNCTIONAL MINDSET

We begin to recognize our individuality

The clique is more important than the parental home

We know better and are right

Scientific thinking becomes possible

Consciously dealing with feelings is difficult

A life within the norm

3.4 THE SELF-DETERMINING-CONFIDENT MINDSET

Own goals, thinking outside the box, being cool

Do your own thing

Wake up to what’s inside you

It’s about our needs

1 Leadership and culture in transition 7

1 LEADERSHIP AND CULTURE

2.3.3 INTRINSICALLY MOTIVATED SELF-DEVELOPMENT -

4.3 HOW WE EXPERIENCE THE MINDSETS

4.5 LEADERSHIP MINDSETS SHAPE THE