True open-mindedness, the kind described by Laszlo Bock, is a critical, but unappreciated component of CEO leadership. As a trait first measured by social psychologists in the ’50s, open-mindedness has not been studied in relation to leadership effectiveness. Here are the key characteristics of open-mindedness and how it can be cultivated by organizational leaders.
What does “open-minded” mean in organizational life?
On the simplest level, open-mindedness means being receptive to new ideas and new information. In organizational life, it has several dimensions:
An openness to internally generated inspiration or innovation (creative dimension)
An openness to the ideas of others in the organization (collaborative or team dimension)
An openness to new trends and needs evident in customers and markets (external sensing dimension)
How to develop open-mindedness
Guided self-reflection can help you cultivate the collaborative dimension of open-mindedness. Either solo or in concert with a coach/thought partner, use the following prompts:
A question of balance
Our traditional view of leadership stresses forcefulness, courage and risk-taking. But as important as these ideas are, when coupled with closed-mindedness, intolerance of dissent and groupthink they can lead to organizational ruin.
Open-mindedness is foundational to both good decision-making and organization-wide engagement. We need to do more to value, select for and develop open-mindedness, for it is the dynamic balance between forceful action and open-mindedness that defines outstanding leadership.
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