Over the past few years, you’ve likely heard the term ‘growth mindset’ being discussed in your organisation. Perhaps senior management is pushing to foster a growth mindset culture, or you may have come across the concept in leadership articles or books. But what does having a growth mindset really mean, especially for leaders and their teams?
This post explores the concept of growth vs. fixed mindset - what these terms mean and how they apply to leadership. In the next post, we’ll dive into practical ways to develop your own growth mindset.
The idea of growth vs. fixed mindset was introduced by Professor Carol Dweck of Stanford University and her colleagues. They studied students' attitudes towards failure and noticed that while some students could bounce back easily, others were severely affected by even minor setbacks.
After observing thousands of students, Dweck coined the terms fixed mindset and growth mindset to describe different beliefs people have about learning and intelligence.
So, what exactly is the difference?
Let’s look at a real-life example of two individuals performing the same role and undergoing a performance review. Both individuals are ambitious and eager to grow their careers, but their reactions to an unfavourable review are markedly different.
Person A receives an “Under Achieved” grading. Their response is:
They might express frustration with statements like “It’s not fair” or “Life sucks,” and their behaviour might reflect this negativity - whether it’s going out to drown their sorrows or picking an argument with a colleague.
This doesn’t mean that Person A has low self-esteem; they can feel as confident as others when they’re succeeding. However, when facing failure, they feel as though their abilities are set in stone.
Person B, who also receives an “Under Achieved” grading, reacts differently:
Person B responds by:
While Person B might also feel disappointed, their reaction is different because they view setbacks as opportunities for growth rather than personal failure.
Dweck’s research suggests that Person A has a fixed mindset - they believe their abilities, intelligence, and talents are innate traits that can’t be changed. Their primary goal is to look smart, and any sign of failure feels like a permanent setback.
In contrast, Person B has a growth mindset - they believe their talents and abilities can be developed through effort, learning, and persistence. As Dweck explains, they don’t assume that everyone has the potential to become the next Einstein, but they believe that anyone can improve with dedication and hard work.
For leaders, this difference is vital. Your beliefs about yourself as a leader, team member, or individual can impact your success and the success of those around you.
Leaders with a fixed mindset might avoid challenging situations that could result in failure. Common beliefs include:
These fixed beliefs can limit your potential as a leader. If you avoid difficult situations, you won’t develop the skills needed to succeed. Additionally, this mindset can affect your team, limiting their growth and performance.
As a leader, recognising where you have a fixed mindset is the first step to changing it. By becoming aware of your limiting beliefs, you can work to develop a growth mindset, which will benefit both you and your team.
Moreover, identifying team members who exhibit a fixed mindset and supporting them in developing a growth mindset will help foster a more adaptable, resilient, and high-performing team.
In part two of this post, we’ll explore practical ways to cultivate a growth mindset in yourself and your team.
Many thanks,
The Excel Team
P.S. If you would like to discuss any of your other learning & development challenges, book in your discovery call.
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