The 4 Mindsets

Though human behaviour will never be fully explained, there are some tools that can give us good clues in the field of personal interactions. One of the more complete tools is the “Mindset Quadrants”. We distinguish 4 main mindsets: Red or Anglo-Saxon, Yellow or Latino, Blue or Germanic and Green or Asian, issued from the interaction between 2 variables: on the one hand, rational and emotional and on the other hand, affirmative and reflective.

Red or Anglo-Saxon

The combination of “data” and “distant”  constitutes a way of observing the world called Red or Anglo-Saxon. From this point of view, what matters is the outside, the global and the market; and data, facts and tasks come first. From the Red bias, what is prioritized is strategy, doing business through big operations, context analysis, the stock-market logic, competitiveness and focus on results. Those who get used to taking this path in their lives end up being ambitious, good organisers, individualists, dominant and tough. This mindset is characteristic of those who don’t avoid conflict and who don’t like to talk about feelings especially their own. Many managers have this profile: they feel attracted to power and keep their distance from their teams. They like commanding and achieving results! That may be the reason why they are very thorough with the means used to achieve their goals.

Yellow or Latino

On the upper side of the matrix, we also find the Yellow mindset, characterized by extroversion and its emotive nature. From this perspective, the outside, the global and the market are what matter but the way of thinking is much less structured. It is more passionate, more intuitive and more creative. It is focused on ideas, people and concepts. When one sees life from the Yellow perspective, one highlights trends, fashion, markets, new ideas, change, other people’s opinions, glamour, brands, intangible things and positioning. Peope having a Yellow or Latino mindset are usually creative, sympathetic, brilliant, good communicators, open to change, disorganised, superficial in their analysis and sometimes, exagerated in their statements. They are also usually snobs. This corner encourages a self-sufficient mindset with an understanding of business, as well as a seductive, inconstant, impulsive and empathic personality. They are able to influence others. Many leaders, in the classical sense, have had this profile. For people with a Yellow mindset, it is very important to “make a good impression”. They like recognition and applause.

Green or Asian

The mix of emotive nature and the inside focus constitutes the Green or Asian mindset, placed in the bottom right-hand corner of the matrix. From this vision of the world, closennes, concreteness and the own identity are key, just as is everything related to ideas, people and concepts. Those having a Green mindset like personal relationships, intimacy, trustworthy networks, the team and the sense of family, engagement and tradition.

People with this sensitivity create a good atmosphere within teams, they are concerned with their colleagues’development, promote values, don’t make the atmosphere tense and build bridges between people. Weaknesses within this kind of personality are the lack of  courage when having to face hard situations (mostly when people are put at risk) and a tendency to give in, sometimes at the expense of their own rights. This mindset promotes relationship-oriented people who are flexible, humble, obedient, peaceful and with tendency to avoid personnal conflicts.

Blue or Germanic

In the bottom left-hand corner, rationality and “closeness” encounter each other. The Blue or Germanic mindset is focused on data, facts and tasks as well as oriented to closeness, concreteness and self- identity. Those who observe the world from this perspective like quantificable and systematic things, process, tidyness and technical quality.

The Blue mindset is typical of organised and analytical people, prepared to solve practical problems. However, they are usually very rigid inside, they don’t appreciate much whatever implies change and that which is not well thought of, they find multitasking unsettling. They value stability very much and tend to create excessive procedures and rules around them. They are mostly conservative in decisions made and somewhat maniac in their lives. Their world is made of causes and consequences and they distrust theories. Accountants, operational people, computer technicians and scientists belong to this set.

On the whole, it can be said that those placed on the upper side of the matrix, the Reds and the Yellows, have more iniciative than those placed on the bottom side, the Blues and the Greens, who tend to be more careful and engrossed in their own world. Thus, in work meetings, we notice that those who lead are mostly the Reds and the Yellows.


The four dominant mindsets considering affirmation and emotion.