In Parts I and II of this series, we presented a diagnostic model for identifying hidden factors that often drive outcome, and a set of practices establishing a self-regulating system for overcoming commonly observed leadership dysfunctionality. Here we take another step beyond to define several habits of thinking that reinforce and extend the advantages so far described.
In Part I of this series, we discussed “the hidden to be revealed,” comprising those deeper and often unrecognized leadership factors that rule outcome and inhibit execution. We also described a three-layer model for identifying those factors, along with the four archetypal dimensions of the underlying Mindset Layer. And we identified creative collaboration as the central organizing principle for driving team performance.