Pillar 2:

Emotional Intelligence

  • Self-awareness
  • Self-management
  • Organizational Awareness
  • Relationship Management


Relationship Management

the importance of empathy

By Dean Crisp

Greetings to all,

In finishing up Pillar 2: Emotional Intelligence as one of the four pillars of leadership, this week we will discuss the fourth component of Emotional Intelligence, Empathy or Relationship Management. To recap, emotional intelligence is the 2nd main pillar of my four pillars of leadership. Originally created by the work of Daniel Goleman in the 1990s, Goleman found that the leaders who effectively possessed and used the four components of emotional intelligence actually succeed far beyond those with higher intellectual intelligence or IQ. So as a reminder, the four components of EQ, emotional intelligence, include self-awareness, self-regulation, social awareness, and this week’s component, empathy or relationship management.

So what is relationship management or empathy? In short, it is the ability to successfully manage social interactions with others. In reality, it is the ability to behave in ways that foster good relationships and outcomes with others. This is a tough one and often the most difficult for leaders to master. Just as self-awareness is easier to accomplish than self-management, one can be socially aware, but not possess the self-control to management their interpersonal relationships effectively. This was one of the most difficult for me as a leader. Becoming a leader at a young age meant that I viewed my relationship with others I led as that of a linear operation. I spoke, they did. It wasn’t until I realized that truly effective leadership meant developing a relationship with those I led created a partnership with them that led to greater synergy – I speak out this more in my LRPS model in my book, Leadership Lessons from the Thin Blue Line. By truly working on developing empathy for others (and many of us struggle with this), I found that I began to develop more meaningful relationships both at work and in my personal life. To empathize is to take the time to listen to another and to put yourself in their shoes and try to see things from their point of view. While this is not an easy feat, it is vital to developing and growing your EQ as a leader.  Working on this will truly grow you as a leader. It’s taking into account that you are not the center of all activity and feelings and that you as a leader have an obligation to see things from another’s perspective. In doing so, you will truly mature as a person and a leader.

In summation of this Pillar 2, Emotional Intelligence is comprised of four components – two focused on self; two focused on others. First, there is awareness, self- awareness and social awareness and then there is management of one’s self and one’s relationships with others. I firmly believe this Pillar is what separates the truly mature, effective, intentional leader, from the rest. Knowing and understanding where you are in each of these components and taking measures to effectively advance your EQ in each area, will grow you as a leader, but more importantly as a person.



Leading Generations in the 21st Century Workplace

By Kelle Corvin, guest blogger

Managing the generational shifts in the workplace is a perennial issue that ebbs and flows as each new generation enters the workforce. Since the early-mid 2000s, Boomers and Xers have lamented about the Millennials. How to recruit them, how to motivate them, how to keep them.

Since 2016, a new generation called GenZ or iGen has begun entering the workforce and, while we do not know a great deal about how their generational characteristics will impact the workplace, we can look at the defining moments of their formative years and likely predict what values, motivators and reactions they will likely have within the workplace.

Generational theory was kicked off back in the 1990s when Strauss and Howe released their landmark book on Generations suggesting that there have been and will continue to be a rotation in the archetypes of four generations that has been evident in American history as well as other western nations. Throughout their book, they identify the four generations and how they were affected by as well as how they impacted the events of their lifetime.

Throughout the 20th Century, sociologists and psychologists have looked at what creates a generational personality if you will. Most researchers find recurring patterns or significant emotional events that impact that generation usually in the decade in which the generation turns 10. The societal, familial, cultural, and geographical experiences all serve to create a “values” imprint for that generation.

 In the modern world, we have had as many as five generations in the workplace at one time. Using the names from Strauss and Howe, in the early 2000s, we had some G.I. or Greatest Generation, The Silent generation, The Boomers, The Xers, and the Millennials all working together. Since 2016, you can add the sixth generation, the Gen Z or iGens.

 What makes generational theory truly fascinating is that when you drill down into the general characteristics of each, you start to see similarities among adjacent generations that will impact the future of work and the environment of the workplace. For example, many who study generations for a living actually started compressing the Silent and G.I. generations into “Traditionalists” defining the similarities these two generations shared and that most were born before 1945 and the end of World War II. The values and personal motivators they shared in common created a harmonious work environment that tended toward a hierarchical, traditional and some would say, male-dominated workplace.

During my lifetime as an Xer, the generation that has dominated the workforce throughout most of the 20th century and into the early 21st is, and remains, the Baby Boomers who were born between 1946 and (depending on whom you talk to) 1963. When looking at events that made a significant imprint on these 20th century generations, 1963 stands out as whether you remember the Kennedy assassination or not.

An example of this is my own, Generation X, or Xers. Born from about 1960 to 1976, most of this generation was impacted by several significant events during their formative years.  On the positive was the Space Race;  the Bicentennial; the Reagan Revolution; and, due to the high divorce rate of their parents, significant early autonomy and independent decision-making. The negatives were the withdrawal from Vietnam; Watergate and lack of faith in government leaders; and the high divorce rates resulting in significantly higher teen pregnancy rates and drug use due to less adult supervision. All of these events, combined with the fact that the Xer generation was much smaller than the Boomer generation, led it to be labeled “slackers.” The events they experienced as young people shaped their values about family, work, and life. Just as those events shape each generation.

When you look at the current composition of the workforce, Boomers have stayed in the workforce far longer than their parents did. Many Boomers are still the leaders of their organizations and impact the overall culture of the organization. Although described as a rebellious generation, many who entered and climbed the corporate ladder actually followed more of their parent’s tendency toward linear thinking and hierarchical structures.

Their younger managers and second-in-commands are usually Xers who were viewed by Boomers as not as ambitious because of the importance Xers placed on work-life balance. Xers currently are in leadership roles and many are in key command positions within their respective organizations possessing a great deal of organizational and tactical knowledge.

The two newest generations in the workforce that view the world and work from very different perspectives are the Millennials (born 1977 to 1994) and the iGens (born 1995 to 2010). Each of these two generations bring similar skills to the workplace through their comfort and love of technology, social media use and engagement, and ability to multi-task on a grand scale. They also both bring a very holistic approach to thinking about and resolving interpersonal and workplace problems. The similarities these two generations have are the harbingers of what work will look like going forward.

Despite their similarities, however, these two rising generations are at odds in terms of what they want out of work. Millennials came of age during the booming 1990s where optimism reigned supreme. The high-tech boom created an atmosphere that there were no limits to what we could achieve as humans and Americans.

While older Millennials can remember the traditional landline phone, most iGens have never known a world without a cell phone. Think about that for a second. That’s like being born in 1906 when the first Model T came out and not remembering a world without automobiles. Both iGens and Millennials embrace technology and view cellular phones as more important that running water!

Millennials possess great optimism, but their Boomer and Xer superiors often view them as “entitled” to success and that they are prone to “job hopping” to find purpose in their life.

iGens are separated from Millennials as the generation in that their formative turning-10-years-old decade of the 00s was defined by the introduction of the first iPhone in 2008; with America electing the first African-American president; and when the U.S. Economy suffered one of the worst economic downturns since the Great Depression. In fact, it’s been called the Great Recession. This Great Recession made a dramatic impact on iGens view of work and many come to the workforce wanting job security. Researchers are even referring to iGen as a “throwback” generation with similarities to the Silent Generation of their grandparents. They are hardworkers; want autonomy in the workplace; and responsibility equal to their skills. The one drawback they have is they were so “helicoptered” by their parents that many come to the workplace without a lot of independent decision-making capabilities.

The employer that effectively mentors iGens through this developmental milestone will likely find they have loyal employees who are quick studies and possess the same technological skills as the Millennials. In fact, many researchers are predicting that iGens may actually eclipse Millennials in management positions over the next 20 years.

The biggest key in managing the existing generations (and really any group of generations in the workplace) is to understand what each brings to the workforce and find the way to leverage their skill sets to the advantage of the organization.

 Above all, current leaders must be clearly thinking about how they manage the knowledge transfer from Boomers and Xers to Millennials and iGens so as to maintain the effectiveness of their organizations going forward. Those leaders who provide the infrastructure to grow these future leaders and to effectively transfer the organizational knowledge to these new leaders, will leave strong organizations capable of managing the future with skill and aptitude.

Let us know your thoughts on how generational differences are impacting your workplace. In coming posts, we will explore some of the specific ways in which you can engage Millennials and iGens to make them engaged and inspired leaders. In future posts, I will discuss each generation in detail as well as the concept of micro-generations.


Kelle Corvin






“Current leaders must be clearly thinking about how they manage the knowledge transfer from Boomers and Xers to Millennials and iGens so as to maintain the effectiveness of their organizations going forward.”







“There is no doubt that the workforce is changing and will continue to do so dramatically. In 1995, Boomers accounted for 50% of the workforce, by 2025 they will be less than 10%. Is your organization prepared for this knowledge drain?”

Kelle Corvin is the Operations Manager for Crisp Consulting Group. She is certified in DISC and PIAV employee assessments and has researched the issue of generations in the workplace for Crisp Consulting Group. You may reach Kelle at kcorvin@lhln.org  or by callling 864-275-4800 if you have questions about the classes offered by Crisp Consulting Group, the Leaders Helping Leaders Network, or having Dean Crisp speak for your organization. She welcomes your feedback on this blog post.


Four Pillars of Leadership,

Pillar 2: Emotional Intelligence,

Organizational Awareness

In this week’s blog post, I continue the series on Pillar 2 of the 4 critical components of a leader, Emotional Intelligence, by looking at the 3rd component of Emotional Intelligence, Organizational Awareness.

Emotional Intelligence remains a key ingredient in the development of corporate leaders. More and more it’s becoming THE key component of what organizations demand in quality leadership. This week, we will look at the 3rd component of Emotional Intelligence as defined by Daniel Goleman, Organizational Awareness.

Organizational Awareness is defined by the author of the original book on emotional intelligence, Daniel Goleman, as having the ability to read a group’s emotional currents and power relationships, as well as the ability to identify influences, networks, and overall dynamics within an organization.

While I will always argue that all aspects of emotional intelligence are critical to leadership success, I will state that, especially in law enforcement leadership, a leader’s ability to practice organizational awareness is perhaps THE one aspect that will determine long-term success as a law enforcement leader.

An emotionally intelligent leader who practices organizational awareness can do the following:

  • Make more informed decisions based on the tangible and intangible data. They know what the appetite for a decision is, who needs to be influenced, and why and how to influence them.
  • Develop a clear strategy to getting things done because they know the internal (and external) landscapes.  The emotionally intelligent leader can identify the right person or team for the right job at the right time.
  • Communicate in a way that resonates (and in a way that supercedes the “negative” influencers within the organization) by understanding the unwritten language and tone of their organization.
  • Build a coalition that gets things done. They have the ability to motivate others to work towards a shared goal.

Perhaps the best example of Organizational Awareness is the character “Radar” in the Emmy-Award-Winning-TV Series, M*A*S*H.  For those Millennials and iGens not familiar with the show, it is about a Mobile Army Surgical Hospital during the Korean War.  While much of the show centers on the real work and off-duty antics of the surgical staff, it is Radar that time and again proves to be the true “hub” of the wheel.

Radar was the company clerk and, by many standards, quite naive in the ways of the world, but he was the one character in the show that could make things happen. No matter what the need was (blood, medical supplies, jeeps, tents, etc.) it was Radar that possessed the organizational awareness and knowledge of how the Army supply chain worked to get what his unit needed.

We’ve all known a “Radar” who just gets things done.  While all components of Emotional Intelligence are critical to the long-term success of a leader, many who rise to the top possess Organizational Awareness. They see the players (positive and negative) and understand how to work them and the system more maximum impact. This doesn’t make them manipulative, but rather aware of the specific needs and wants of each group operating within the system.

Leaders who understand and master Organizational Awareness will find it most useful in navigating change within the organization, improving communication within and among their peers, superiors and colleagues and in making the right decisions regarding personnell placement. Using your understanding of how each piece works with the other in support of the organizational mission is key to making informed decisions.

When one considers Organizational Awareness as a law enforcement leader or the leader of any other organization, you must look outside the organization as well. What are the external as well as the internal pressures that impact your organization. As a Chief of Police for more than 17 years in two distinctly different organizations, I learned very quickly that it wasn’t just me that impacted my organization, but the local political climate, the media, and my superiors who were civilian appointed and elected officials. Understanding their impact and influence on me and my organization AND how best to navigate those was a key to my success and is the key to your success as a leader.

Next week we will finish up Pillar 2: Emotional Intelligence by discussing how Organizational Awareness becomes truly  effective by understanding how to Manage Relationships in the Organization.

Until then, keep the growth going by sharing this and our other posts on social media.  I’d also love to hear your thoughts on this post by seeing your comments on it. Please login to comment and, if you haven’t done so already, please sign up for free to comment on the blogs and podcasts. 




Social Media and Law Enforcement – Why it’s a must in your toolbox

Guest Post by Judy Pal

November 5, 2019

Social media is called ‘social’ for a reason.  The biggest mistake law enforcement makes when using this tool is employing it as a one-way bullhorn to disseminate information, rather than for what it is really intended – community-building.  While some law enforcement leaders still are not fully supportive of digital mediums, social media is legitimate and, aside from direct contact, the best way to engage with your community.

However, it’s a tool that has a number of caveats.  The first is the lack of control – something every cop loves … and thus hates about social media.  What platforms should we use? How do we monitor it and how often do we have to post?  Let’s face it, social media is labor and time intensive.  Many agencies are using “PIT Crews” – or Public Information Teams to both monitor and post to social media. The team needs to have goals and objectives that match the CEO’s overarching goals for the agency.  Don’t participate in every silly trend just ‘because’.  It has to be part of an overall strategy.

My favorite quote regarding social media comes from a former PIO in Toronto, Tim Burrows, who said, “Don’t worry about going viral, worry about being awesome.”  What goes viral is not often what your agency posts officially, but good deeds your officers take that are ‘caught’ by the public.

Social media allows us to build community awareness, engage with our communities the way they want to engage, promote the good work our employees do on a daily basis and hold traditional media accountable for what they report, in addition to being THE platform to communicate during crisis.  With all that in one tool, why wouldn’t you be participating fully in a social media program for your department?

Judy Pal

10-8 Communications




Four Pillars of Leadership 

  • Mindset
  • Emotional Intelligence
  • Self-reflection
  • Self-healing

Dean Crisp is author of Leadership Lessons from the Thin Blue Line. He is the former national training coordinator for FBI-LEEDA and still teaches the trilogy classes for them. After writing his book, he decided to create his signature course, Intentional Leadership: Leading with a Purpose, that he teaches across the nation. This class covers in detail, many of the topics covered in this blog. Dean is also a national speaker and hosts the Straight Talk on Leadership Podcast weekly available on iTunes and other media players.

Please sign up for his mentoring and information-sharing network, Leaders Helping Leaders Network below. You will be able to comment on this blog post and learn how to grow yourself and others.


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Pillar 2: Emotional Intelligence


Continuing the Series on the Four Pillars of Leadership

Emotional Intelligence (EI) is component number two. 

In last week’s blog (EI) was defines as, the ability to manage one’s self and its relationship with others. 

EI has five major parts: Self-Awareness, Self-Management, Organizational/Social Awareness, Relationship Management and Empathy.  In last week’s post, I wrote about Self Awareness.  In this week’s blog, I will be discussing the second part which is Self-Management. 

According to Daniel Goleman who authored the seminal book Emotional Intelligence he sites six key components of Self-Management:

  1. Emotional Self Control. This is where you as the leader must keep your emotions under control and be aware that your mood and actions have a major affect on your followers. If your angry, sad or upset they will know it and it will impact their work.  By the same token if you are happy or enthusiastic they know it.
  2. Transparency. Being honest and forthright and trustworthy is key to getting folks to follow you.
  3. Adaptability. Being able to adapt to a ever changing environment and situations.  Being able to change when needed.
  4. Achievement. The commitment to excellence and to a higher standard
  5. Readiness to act and to seize opportunities
  6. Optimism. Having positive attitude and seeing the brighter side of things

Self-Management is an area that I, personally, needed much work.   Early in my leadership journey,  I had a difficult time controlling my emotions. I did not realize the impact that even the smallest of outbursts or outward expression of emotions or behaviors had on my employees.  I can remember a staff meeting early in my career as a Chief where I was trying to solicit what I thought was honest feedback and input from the Command Staff. I wasn’t getting much of either.  I didn’t understand why no one was talking and the group seemed unusually quiet.  After several minutes of forced conversation, it was obvious something was bothering almost everyone.  So, I just stopped in mid-sentence and said, “Ok folks something is bothering you today and I need to find out what it is?”  “Will someone tell me what is going on?” 

Thank goodness one of the group spoke up and said, “Chief, prior to the meeting this morning we heard you were pretty upset last night at the budget hearing because we didn’t get approval on many of the items submitted and when you came in it appeared that you still weren’t too happy and you appeared to be in a bad mood.”    

This honest feedback really impacted me.  I was shocked that my perceived mood and state of mind had such a huge impact on them.  I learned a great lesson that day about Self-Management.  I am not saying that I ever really figured out how to manage myself, but I did understand how much of an impact it can have on your team. 

Next week we will discuss EI component number three, Organizational Awareness. 

Please give us your comments and suggestions on how we can call do a better job with Self Management. 

“Keep sharing the Growth.”

Dean Crisp


Self Awareness

In this blog we continue discussing the four pillars of leadership and there importance related to your performance as a leader.  Last week we discussed pillar two emotional intelligence ((EI) and outlined what it is. According to Daniel Goleman, the author of the seminal work on EI, It is “ the ability to manage ones self and the relationship with others.”  Over the next several blogs, we will examine the five key components of Emotional Intelligence beginning with Self Awarness today.   


What is self awareness?  Self Awareness is as simple as it sounds. You must be aware of how you are coming across to those that you lead and with whom you interact. Being aware that at all times you are being evaluated by others in a number of key areas:  appearance, mannerisms, attitude, mood, and confidence (just to name a few) is a major key to success as a professional. One thing that I always tell every leader that I work with on a individual basis, is that  you can not  – not communicate.  You are constantly communication something whether it is verbal or not.


As a young leader, I failed miserably at self awareness. Honestly I can remember having the attitude that it really didn’t matter how others saw me.  I was going to do what I thought was right and if they didn’t like it well it was their problem.  I was so wrong.  Because of my lack of self awareness and my inability to manage it, I missed a number of opportunities with employees that could have resulted in much better results.  Leaders must be aware of how others see them and their actions.  


Being aware that confidence is vital to every leader but arrogance is a killer. Leaders must make sure that the confidence they project is not misinterpreted as arrogance.  The difference between confidence and arrogance is razor thin. A arrogant leader has very few followers.  


Leaders must always be aware that their moods and attitudes affect employees in a huge way.  I often say that leaders are weather makers. With very little interaction, a leader can influence the weather (environment) of the office.  If a boss has a bad attitude, they can create constant disruption in the office environment and influence employee morale in a negative way that leads to dissatisfaction and job growth.  On the other hand, a positive attitude exhibited by the boss can create an environment of growth and satisfaction.  


Self awareness is a key component of emotional intelligence. Ask yourself. How can I change what I do as a leader to influence others in a more positive manner? If your like me, there are a dozen things I can think of right away.  Make a note of them and start making those changes to become more aware of your influence and how you can become a self aware leader.  


Next week we will discuss Emotional Intelligence component Self Mangement.  Until then Keep Sharing the Growth.  



“I often say that leaders are weather makers. With very little interaction, a leader can influence the weather (environment) of the office. “


Pillar 2: the Importance of Emotional Intelligence

As I continue the blog series on the Four Pillars of Leadership, Emotional Intelligence (EI) is Pillar two. This pillar is very important fpr two reasons:

1) It is vital to helping any leader create a connection with their subordinates;


2) Perhaps even more importantly, EiQ helps the leader manage themselves.

EI is one of the most complex of the Pillars and yet the most effective. This pillar changed not only me for the better as a leader but also changed the way I was viewed as a leader.

I am often asked by leaders on how they can make a fast and significant improvement to their leadership. The answer, without a doubt, is improve your emotional intelligence.

So what is emotional intelligence you might ask? According to Daniel Goleman author of the seminal work on Emotional Intelligence it is “the ability to manage ones self and their relationship with others”.  As simple as this may sound, the actual execution of emotional intelligence can be daunting. Why? Because it requires you as a leader to take a hard introspective look at yourself and how you manage your emotions, your reaction to events, and your relationships.

Taking this kind of an inventory of how you are doing is not easy. I can remember my epiphanal moment regarding my own EI. I was having a conversation with one of the lieutenants in the organization I was leading and I could tell from the beginning I was not connecting. The conversation was cordial, and there were no issues, but I could just tell I was not getting my intended message across. I could see it in his eyes that he heard me, but he didn’t connect with me.

In other words, he would do what I had asked, but the way I asked had demotivated him. This was a problem. I remember walking away thinking I have to improve the way I am coming across and what people are not hearing because of my failure to realize my own faults in connecting. It was then that I began to research EI and begin to apply it to not only my leadership life but my whole life. This is why EI is so important. It can help you improve in all areas of your life.

In 1995, Danile Goleman published the seminal book Emotional Intelligence. It immediately became a NY Times Best Seller and sold millions of copies. In the book Goleman gives the five components of EI. They are Self Awareness, Self Management, Organizational Awarness, Relationship Management, and Empathy.

In next weeks blog, I will begin to define and dive deep into these components. Until then take a moment to reflect on your ability to connect to people. Do you struggle with how you approach people, come across or connect with people. If so. There’s hope. Until next time. KEEP SHARING THE GROWTH!!!

Please consider joining our new private Facebook group forum here  where you can answer a few questions and be accepted into our members only forum to discuss this and other blog posts. Please join us!

Dean Crisp
CEO Crisp Consulting Group/Leaders Helping Leaders Network


Dean Crisp

“Emotional Intelligence is THE component of leadership that will make or break you as a professional and a leader. Learn it, understand it, apply it.”


Image, Brand & Law Enforcement

By Guest Blogger, Judy Pal

October 8, 2019

As leaders, we all know the importance of police building a trusting relationship with our communities. Often times, we think the person to create these partnerships should be the chief, community coordinators, or the Public Information Officer.  Truth be told, it’s the responsibility of every employee of the department – both sworn and professional staff.


In the past, our profession didn’t put an emphasis on developing our image in the community.  We let the media create it for us … that didn’t work out so well, especially in this day-and-age of sensation and drama.  We now have the tools in social media to be not only the first responder, but the first reporter of stories that affect our community and our brand. 


It starts with ensuring every employee recognizes they are the ‘brand’ of not only the agency, but the profession as a whole.  One bad event somewhere in the country, reflects on every police employee across the country.  We need to focus not only on the direct contact officers have with the people of our communities, but what people are saying about us and how traditional media is covering our stories.


We must be acutely aware of the fact that every person we encounter will have a different perception of our officers.  We must strive to ensure those interactions are perceived as fair and professional.  Some of the best officers tell stories of their experiences involving an arrest where they truly did make a positive difference in someone’s life.  As my mentor, Bill Bratton, espouses, “Cops count, police matter.”  Let’s make sure the actions of every employee reflect the professional, courteous, respectful image we want for our profession.


Judy Pal

Media & Public Relations Expert.  Listen to Judy discuss this important topic with Dean this week on our Straight Talk Podcast. Learn more about Judy and her areas of expertise at 

10-8 Communications.com 

“Make sure the actions of every employee reflect the professional, courteous, respectful image we want for our profession”


As stated in the earlier blogs, Mindset is one of the key components for any leader. Adjusting your mindset will immediately improve your leadership. Our mindset determines our attitude which in turn determines our actions. Let’s explore how we can develop our mindset so that it is an asset to our leadership.

As a leader you always want to have a growth mindset not a fixed one. With a growth mindset you see the world from a more positive perspective, and it is easier to develop future leaders. Both of these mindsets are products of our paradigms (the lens in which we see the world). In order to change our paradigms, we must first change our mindsets. So, let’s explore some ways to change our mindsets.

First, Realize you need to adjust your mindset and have the desire to change. Without the desire nothing will be accomplished.

Secondly, Affirm your “why” of what you are trying to accomplish. Without a meaningful “why” your mindset will fluctuate with mood.

Thirdly, See the Bigger Picture. This is really important when a fixed mindset begins to dominate you.

Fourthly, Pay attention to what you say to yourself. If you think you can’t you probably want. Our self talk is extremely important.

Finally, Practice a growth mindset. Change your perspective and look for the positive.

As stated in an earlier post, Mindset is one of the most important components of leadership. Every leader should strive to approach leadership with a growth mindset. Having a growth mindset is the fastest way to seeing immediate change in your leadership. In my next series, we will begin to explore the second pillar of leadership. emotional intelligence. I will post several blogs to explain what emotional intelligence is and how to become emotionally intelligent. Join in the conversation and post your tips on how to have a growth mindset.




Growth vs Fixed Mindset

Continuing with the Mindset.  Last weeks blog we defined mindset as our current state of thought based on what we expect. Mindset is one of the Four Pillars of Leadership.  Without the proper mindset nothing of quality ever gets accomplished.  I didn’t always have a very positive mindset.  Around year ten as a Chief I could tell my mindset was beginning to become a issue.  I suffered not only from a hyper-vigilant state of mind, but was beginning to suffer as a leader.  It was then that I had an epiphany moment.  

My sons bought me a book for Christmas and the Title was “How to Be a Happy Father”.  Yes thats the title.  When I ask them “why” they replied,”that lately I seemed unhappy and that my attitude was not the best.  Talk about a wake up call.  

I immediately began to research how we develop bad attitudes and how to adjust my view of the world.  I found the book “Mindset” written by Carol Dweck a Professor at Stanford University.  In the book she describes the importance of Mindset and several types of mindsets.  This immediately connected with me.  She described mindsets as Growth and Fixed.  From the growth mindset you see things from a positive perspective and see problems as opportunities not obligations.  From the fixed mindset you see the world as negative and problems are not growth opportunities but obligations that. Once I realized that my entire day was shaped by my mindset, I realized that I wanted to change it started with the right mindset.  

Tomorrow when you hear the alarm go off and it is the beginning of the workday I want you to stop for a moment and think about your mindset.  Is your mindset when you hear the alarm I am ready to face the day with enthusiasm and growth or is my mindset UGH! or “Oh Crap” another day at work.  I find that my mindset is the key to the day ahead.  More next week on how we can begin to change our mindset and wake up with a growth mindset not a fixed one………….

Until Next Week….Keep helping others become the  best version of themselves by first looking inward  and then sharing the growth!!!!!!  LHLN……

Let me know your thoughts…




Installment 2 of 3 on Mindset 

By Dean Crisp