Effective Executives’ Mindset

 The effective executives are not necessarily talented but rather they think and act rightly. First they ask this crucial question: “What needs to be done”? And not “what I need to do”? They prioritize tasks and they consider the organization’s mission when they do so. Then at a time, they focus on just one or two most important tasks that need to be done and they are very good at doing them. When they make a decision, they ask themselves: what is right for the organization? They don’t ask what is right for them, investors, employees or even clients. Because any good decision for organization will benefit all stakeholders (growth mindset).

 Effective executives develop action plans. By doing so, they manage their time, vision their goals and predict restraints and possible opportunities. They also revise the action plan when needed because effective executives believe that every success or failure creates new opportunities (growth mindset). 

 Effective executives are accountable and they take responsibility for the decisions that they take. They assign employees to the right positions, and they ask employees’ opinion if they want to be in the position and are ready for that.  Actually effective executives don’t take decisions or action but they delegate. 

 They also take responsibility to communicate effectively with those people in the organization that need to know about their decisions and provide them adequate information that they need to get the job done. 

 Effective executives believe that focusing on opportunities is more important than focusing on problems. Because solving problems prevents damage and does not contribute to progress. Even for solving problems, managers need to change their mindset as Albert Einstein says: “We cannot solve our problems with the same thinking we used when we created them.” 

 Effective executives are leaders as well, because they look at changes as opportunities and not threat. They assign their best employees on opportunities rather than problems. 

 Also effective executives run frequently effective meetings. They inform others about the reason for the meeting and they just focus on that in the meeting. A good follow up is important after meetings. 

 And finally, effective executives think and say “we” and not “I”. They “listen first” and “speak last”. Being an effective executive is learnable and is more about self-discipline and fostering an effective executive mindset. 

  1. F. Drucker, P. 2004. What makes an effective Executive. Harvard Business Review.

The Fundamental Of Concepts

The Fundamental of Concepts 

 When we think, certain brain cells vibrate above their normal amplitude. The increase of amplitude in brain cells vibrates a different frequency that affects all the body. The root of the brain cell frequency is a simple concept that can be positive or negative. The basic concepts are fixated in the subconscious mind and dictate the way we perceive and think about the world. According to Concept-Therapy, in order to solve any issue related to human beings, it is essential to study the human as a whole with all its dimensions. So the study of natural sciences, social sciences, psychology, philosophy, theology, and metaphysics is important in solving human’s issues, according to the Dr. Thurman Fleet. 

 The conscious mind selects the thoughts that are in harmony with the subconscious mind. Self-image is also a part of the subconscious mind, and it is crucial to address self-image properly in the mindset and paradigm transformation. 

The paradigm is formed in the subconscious mind. So certain ways of thinking always bring humans certain kinds of results that humans get in all areas of life. Originated from the subconscious mind, thoughts create feelings, then feelings trigger actions, and actions create results. So by changing the origin of thoughts, which is a paradigm in the subconscious mind, we can change human results in all areas of life including mental and physical health, financial, relationship, social, ect. 

Dr. Joe Spenza calls the transformation of old mental conditioning as rewiring the mind. It takes sometimes a year to recondition the mental paradigm through mental rehearsing, but the results are incredible. Paradigm is like human software that operates the physical body. Through changing paradigm, life changes, as the external world is the reflection of the internal world. 


Emotional Intelligence

We need leaders and effective executives to transform any organization. But what makes leaders is not higher IQ or even technical capabilities; it is higher emotional intelligence (Goleman, D., 1998). In order to achieve success, leaders need to be emotionally intelligent; in addition to acquiring qualities such as “intelligence, toughness, determination, and vision”. Emotional intelligence includes five components: self-awareness, self-regulation, motivation, empathy and social skills. 

 Emotional intelligence can be measured and improved through “persistence, practice and feedback from colleagues and coaches”. Different situations require different leaderships. Nowadays even effective executives need to have high emotional intelligence to achieve maximum performance. Some companies have developed “competency models” to identify, train and promote leaders in their companies. In these “competency models” usually technical skills, cognitive abilities and emotional intelligence are measured. The research shows that highly effective leaders acquire between 7 to15 attributes such as “initiative and strategic thinking”. Though cognitive skills and intellect have been important for outstanding performance, emotional intelligence has shown to be twice as important as any other ingredients for excellence in performance. The higher the position of the person in the organization, the more important is the role of emotional intelligence to achieve excellence in performance. 

 For learning and improving emotional intelligence we need to develop a growth mindset. A mindset that believes that emotional intelligence is very important in leadership and effective management and is learnable. 

1. Self- awareness

 Emotionally intelligent people are self- aware of their own “emotions, strengths, weaknesses, needs, and drives”. Self-aware people are honest with themselves and with others. They make decisions; which are in accordance with their values. They speak about their emotions and the possible impact of their emotions on job performance. Self-aware people admit failure openly and often welcome constructive critiques (growth mindset). Identification of self-aware people can be done through performance reviews, as they speak freely about their strengths, weaknesses and limitations. Self-aware people have self-confidence and they don’t hesitate to ask for help when they need it and don’t take responsibility for tasks that they think they can’t perform properly. 

2. Self- regulation

 Emotional intelligent people control their feelings and emotions through self- regulation and make them constructive. Self- regulation helps emotional intelligent people to be reasonable in their judgment and help them to foster an environment of trust and fairness. Self- questioning is a part of self regulation and helps to reflect about failures, successes, opportunities and threats. Self- regulation also helps to cope with changes, because controlling feelings is essential to manage changes in the environment. Self- regulation improves learning capabilities, helps quick adaptation to changes and enhances integrity. 

3. Motivation 

 Any leader has a great motivation for achievement. Leaders need something beyond external motives such as status or highly paid position, but they have inner motives and desire to achieve their goals. The first indicator of inner motives of leaders is the passion for what they work on. They do their best to get the job done, encounter challenges with enthusiasm and are passionate to learn. They look for a non- stop improvement and question themselves and others to find a better way to get the job done. They are optimistic and monitor the progress of tasks. Self- regulation and the drive to achieve help leaders to manage failures and change them to opportunities (growth mindset). When failures happen, leaders don’t blame external factors and conditions that are not in their control, but they take responsibility and seek solutions. Leaders promote passion for their job throughout the organization and that creates commitment among the organization’s people. And this commitment is important to retain employees and sustain improvement. 

4. Empathy 

 Empathy is the easiest in emotional intelligence components to recognize. People with empathy are compassionate and caring about others. In organization, empathy means considering employees’ feelings and emotions while taking decisions. Emotional intelligent people acknowledge others’ feelings such as fear and passion. Nowadays empathy is important due to the increasing need of teamwork, rapid changes in globalization and talent retention. Empathy helps leaders to listen to others thoughtfully, understand the body language, and admit “the existence and importance of culture and ethnic differences” (worldly mindset). 

 Empathy is the key factor in retention of talents and decreasing costs associated with human resource management. Coaching and mentoring are effective ways to listen and understand people in organization and find out their motives and concerns. The empathy message is very simple: care about people, and then they will care about you. 

5. Social skills

 Social skills and empathy are two components of emotional intelligence that are related to the ability to manage our relationship with others. Social skills help managers to communicate effectively and direct people in the organization to the desired path. Socially skilled people have the ability to recognize common interests with all kinds of people and connect with them. All great jobs are done in teams and social skills are of ultimate importance in the relationship of team members. Actually all other components of emotional intelligence are needed to apply social skills and they are an important key in leadership. Through social skills emotional intelligence manifests in action. People can manage their relationship with others when they are aware and in control of their own feelings and emotions and they understand and care about others’ feelings and emotions.

 Leaders motivate others to get the job done. In order to align people in organization, leaders need to manage their relationship effectively and social skills are very important for that. Leaders need social skills to connect with people, stimulate motives and drive to achieve, and set vision and direction.

 In order to improve emotional intelligence, we need to change our mindset to growth mindset and believe that emotional intelligence is learnable.  

  1. Goleman, D. 1998.  What Makes a Leader?. Harvard Business Review.

What Is The Mindset?

We create our world by the way we think. Mindset is a mental mechanism that helps people to cope with “ambiguity, complexity and dynamism” of information they receive from their environment. Mindset acts as a mental filtration by which people select and interpret information and identify right decisions and actions. Our mindset has its root from when we are born and it builds in life through life experiences and the environment in which we live. We collect and interpret information through mindset and if the new information is in consistency with our mindset, we accept the new information and it fortifies our current mindset. If the new information is novel and inconsistent with our mindset, we either accept it and modify our mindset or reject it. Any change in our mindset highly depends on how self-aware we are about our mindset. We can say ” mindsets are beliefs” (Dweck, C., 2016). 


Growth Mindset 

 Successful people have a growth mindset. The growth mindset doesn’t think about setbacks as failure but as a learning process. The growth mindset has self insight and can evaluate its abilities, strengths and weaknesses. People with a growth mindset are persistent and resilient to achieve their goals. They are open to ideas and feedback and are team oriented. They always ask questions to learn and know more and always want to improve. They do what they love, have great drive and they are enthusiastic to learn and progress.

Fixed Mindset

Fixed mindset people believe that human’s capabilities and abilities are fixed and they cannot develop. People are either smart or not. They usually don’t put their efforts into tasks that they think are not good at doing them. They focus on tasks that they are good at doing, so they can prove to others their capabilities and they feel good to show themselves. They avoid challenges and risks because they want to avoid ambiguity and failure; which according to their beliefs reflect their weaknesses. People with a fixed mindset enjoy effortless success, as it proves their talent and they don’t like criticism and feedback that is not positive. Stereotype is usually a big part of fixed mindset judgment. When we praise children for their intelligence and smartness, we actually build their fixed mindset. 



  1. Dweck, C. 2016. Mindset; the New Psychology of Success. Ballantine Books, New York, NY, U.S.