Jonathan Gosling

Henry Mintzberg

<article-ideainbrief class="article-ideainbrief">
 <h4 class="ideainbrief-title">The Idea in Brief</h4>
 <div class="ideainbrief-contents">
  <p>Does your management job seem impossible? If so, that’s not surprising. Your many roles are so often contradictory. Be global, and be local, you’re told. Collaborate, and compete. Change perpetually, and maintain order. Make the numbers while nurturing your people. How can you possibly reconcile all this? No one can.</p>
  <p>But you can triumph over managerial obstacles, despite conflicting expectations, if you focus less on what you should do and more on how you should think. Successful managers <em>think</em> their way through their jobs, using five different <strong>mind-sets</strong> that allow them to deal adeptly with the world around them:</p>
  <ul>
   <li>A <strong>reflective mind-set</strong> allows you to be thoughtful, to see familiar experiences in a new light, setting the stage for insights and innovative products and services.</li>
  </ul>
  <ul>
   <li>An <strong>analytical mind-set</strong> ensures that you make decisions based on in-depth data—both quantitative and qualitative.</li>
  </ul>
  <ul>
   <li>A <strong>worldly mind-set</strong> provides you with cultural and social insights essential to operating in diverse regions, serving varied customer segments.</li>
  </ul>
  <ul>
   <li>A <strong>collaborative mind-set</strong> enables you to orchestrate relationships among individuals and teams producing your products and services.</li>
  </ul>
  <ul>
   <li>An <strong>action mind-set</strong> energizes you to create and expedite the best plans for achieving your strategic goals.</li>
  </ul>
  <p>The key to your managerial effectiveness? Regularly access all five mind-sets, not in any particular order, but by cycling through each as needed. And don’t go it alone. When you collaborate with colleagues by interweaving your collective mind-sets, you—and your organization—will excel.</p>
  <p>The Idea in Practice</p>
  <p>Managing effectively encompasses five basic tasks, each with its own mind-set:</p>
  <h2>Managing Yourself Relies on a Reflective Mind-Set</h2>
  <p>Without reflection, management is mindless. Events make sense only when you stop and think about what they mean, how they connect, what patterns they reveal. Reflection puts events into new and clear perspective. As you look in, you can better see out, perceiving familiar things in unfamiliar ways—a product as a service, a customer as a partner. As you look back—at what worked and what did not—you see ahead to what your organization should become.</p>
  <h2>Managing Your Organization Requires an Analytical Mind-Set</h2>
  <p>You analyze most effectively when you go beyond the superficial—just running the numbers. Instead, you drill into richer sources of data, including your and others’ underlying values and biases. What data and assumptions are <em>they</em> using? Breaking up complex phenomena into component parts helps you see problems in new ways, moving your organization toward action and change.</p>
  <h2>Managing Your Context Depends on a Worldly Mind-Set</h2>
  <p>When you see the world through the eyes of other cultures, other industries, other companies, you better understand the diverse contexts in which your organization operates. That requires getting out of the office and spending time where products are produced, customers served, environments threatened. Shell Oil exemplifies a worldly mind-set. It extracts oil and brings its products to markets without violating local rights or disrupting local environments.</p>
  <h2>Managing Relationships Requires a Collaborative Mind-Set</h2>
  <p>You manage most effectively when you manage not individuals but the relationships among them. You’re creating the conditions—the structures and attitudes—that encourage teamwork. You’re managing from <em>inside,</em> throughout your organization—not from the top. You’re not running the show—unless absolutely necessary.</p>
  <h2>Managing Change Calls for an Action Mind-Set</h2>
  <p>Managers have a bias for action. Your challenge, then, is to mobilize your and others’ energies around what needs to change—while sustaining what must stay the same. An action mind-set is not about “whipping the horses into a frenzy.” Instead, survey the situation, determine your teams’ capabilities and your organization’s needs, and help everyone move in the right direction.</p>
 </div>
</article-ideainbrief><p>The chief executive of a major Canadian company complained recently that he can’t get his engineers to think like managers. It’s a common complaint, but behind it lies an uncommonly important question: What does it mean to think like a manager?</p>

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<p><span class="reprint">Reprint: R0311C<br />
</span></p>
<p>Managers are told: Be global and be local. Collaborate and compete. Change, perpetually, and maintain order. Make the numbers while nurturing your people. To be effective, managers need to consider the juxtapositions in order to arrive at a deep integration of these seemingly contradictory concerns. That means they must focus not only on what they have to accomplish but also on how they have to think.</p>
<p>When the authors, respectively the director of the Centre for Leadership Studies at the University of Exeter in the U.K. and the Cleghorn Professor of Management Studies at McGill University in Montreal, set out to develop a masters program for practicing managers, they saw that they could not rely on the usual MBA educational structure, which divides the management world into discrete business functions such as marketing and accounting. They needed an educational structure that would encourage synthesis rather than separation. Managing, they determined, involves five tasks, each with its own mind-set: managing the self (the reflective mind-set); managing organizations (the analytic mind-set); managing context (the worldly mind-set); managing relationships (the collaborative mind-set); and managing change (the action mind-set). The program is built on the exploration and integration of those five aspects of the managerial mind. The authors say it has proved powerful in the classroom and insightful in practice.</p>
<p>Imagine the mind-sets as threads and the manager as weaver. Effective performance means weaving each mind-set over and under the others to create a fine, sturdy cloth.</p>

The Five Minds of a Manager

Reprint: R0311C Managers are told: Be global and be local. Collaborate and compete. Change, perpetually, and maintain order. Make the numbers while nurturing your people. To be effective, managers need to consider the juxtapositions in order to arrive at a deep integration of these seemingly contradictory concerns. That means they must focus not only on what they have to accomplish but also on how they have to think. When the authors, respectively the director of the Centre for Leadership Studies at the University of Exeter in the U.K. and the Cleghorn Professor of Management Studies at McGill University in Montreal, set out to develop a masters program for practicing managers, they saw that they could not rely on the usual MBA educational structure, which divides the management world into discrete business functions such as marketing and accounting. They needed an educational structure that would encourage synthesis rather than separation. Managing, they determined, involves five tasks, each with its own mind-set: managing the self (the reflective mind-set); managing organizations (the analytic mind-set); managing context (the worldly mind-set); managing relationships (the collaborative mind-set); and managing change (the action mind-set). The program is built on the exploration and integration of those five aspects of the managerial mind. The authors say it has proved powerful in the classroom and insightful in practice. Imagine the mind-sets as threads and the manager as weaver. Effective performance means weaving each mind-set over and under the others to create a fine, sturdy cloth.

The Five Minds of a Manager

Summary.

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