What we observe, and what leaders report, is that patterns of thoughts and feelings can vary greatly even in a short period of time. At the same time, state of mind indicates a temporary condition, a state, that can change from moment to moment-unlike a more lasting disposition or temperament. This is important because the phenomena we’re looking at with leaders combine both emotional and cognitive aspects.
Unlike mood (which is mainly used to refer to emotion) or mental state (mainly used to refer to cognition), the term state of mind can encompass both thinking and feelings. We deliberately use the term state of mind in our work because of its unique connotations and the accessibility of the concept.
These observations inspired us to conduct more systematic research to validate and explore the patterns that seemed to be emerging. In particular, we’ve repeatedly witnessed the positive impact of higher states of mind and the adverse impact of lower states of mind. Throughout this work, we’ve observed a consistent link between leaders’ states of mind and their effectiveness, relationships, and performance.
We’ve spent nearly three decades, across five continents, coaching and consulting to leaders who are experiencing intense professional challenges-from extreme competitive pressures to mismanaged mergers and acquisitions.
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