Business leaders are generally smart people. Some are high performers, many are average, and some are low performers. All of them can perform better if they identify and mitigate their mindset disablers. I have found three types of significant mindset disablers that can be diagnosed and mitigated (or eliminated):

1. Business and Money-making Reluctance. Some individuals have inherent reluctance to be in business and to make money. Yes, you read it correctly. Many people are reluctant to make money because of certain beliefs they carry, or their value system. It could be from their upbringing, experiences, rules they follow, and such. An example of this is the unwillingness to ask for more compensation if the other party is not in a good financial position. Or, it could be that the individual has a low setting (like a thermostat) for the amount of money they want to make. These are personal beliefs, but these affect their performance as a business leader. You know the obvious problems with having such a business leader. We have a highly effective assessment for diagnosing and tools to mitigate them.

2. All of us have disablers that I labeled as “The Silent Killers of Success” – factors within and around us that prevent our greater success. We may know some of them, while others are unknown to even the individual. Some of them are external, like being in a bad relationship, that spills into work and degrades performance OR having difficulty working in an open office. Others are internal, like an inferiority complex or success phobia (yes, many have that) which may flare up at inopportune times. These too can be diagnosed and mitigated.

3. Business leaders are smart, and many smart people have some of the 16 factors that affect smart people. – that come with ‘feeling very intelligent’ or ‘feeling very smart’. It doesn’t really matter where you graduated from, or what your qualifications are… if you feel smart, you could have some of the disablers of smart people. Some smart people leverage these factors in enabling ways, others in disabling ways. The success, or lack thereof, of such an individual depends on how many of these 16 factors are leveraged in enabling (or disabling) ways.

A combination of these three areas results in greater success, lesser success, or failure. Each individual can be assessed on these three areas to leverage them (strengths and enablers) or mitigate them (weaknesses and disablers). A composite of these on a team indicate team strengths and weaknesses, which too can be leveraged (or mitigated) as appropriate. 

Want to find out where you currently stand in those three areas? 

We have developed three assessments, one for each factor. They help you identify your weaknesses (known and unknown) and your hidden strengths. From my decades of experience (Boeing, Lucent, VC and 5 startups), extensive research, and the help of 2 psychologists, we’ve developed assessments for three areas that are most important to business leaders.
1.     Business is about money – revenues, profits… A business leader’s relationship with money could enable or disable business success. Find out your relationship with money and business from this assessment: “Are you wired to succeed in business?” at: (81% certainty based on ~ 1000 test takers).
2.     Everybody has hidden strengths and weaknesses (which they often hide). You can find out how 20 different ‘silent killers of success’ enable or disable your success by taking this assessment:
3.     People who are aware of their intelligence, smartness and accomplishments have certain behaviors – behave in enabling or disabling ways. You can find out how ‘smartness’ affects you by taking this assessment of 16 factors:

The more weaknesses (known and hidden) you identify and mitigate, and the more hidden strengths you identify and leverage, the more successful you could become. I am living proof of this approach. The best years, and greater successes are ahead…

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