For many leaders and organizations, growth mindset is the missing piece to bridge the gap between their focus on systems and their responsibility to people.
This hub breaks down growth mindset into:
The top indicators of growth mindset, summarized;
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Insights on how to spot it; and
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Suggestions for how to onboard it.
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growth-minded leaders are…
how to onboard it
dynamic
They demonstrate kaizen, the Japanese philosophy of continuous improvement. They actively calibrate and refine.
They demonstrate kaizen, the Japanese philosophy of continuous improvement. They actively calibrate and refine.
They prefer forward motion rather than standing still.
They prefer forward motion rather than standing still.
They consistently seek clarity as external impacts and pressures change.
how to onboard it
What you thought was important might be turn out irrelevant. At every change point, review your narrative - the stories you tell yourself:
→ Is it accurate?
→ Is it relevant to your current experience?
→ Does it serve where you want to go?
→ Or does it validate who you were?
→ Does it align with your self image now?
They consistently seek clarity as external impacts and pressures change.
What you thought was important might be turn out irrelevant. At every change point, review your narrative - the stories you tell yourself:
→ Is it accurate?
→ Is it relevant to your current experience?
→ Does it serve where you want to go?
→ Or does it validate who you were?
→ Does it align with your self image now?
flexible
Foresight! Widen your perspective and deliberate; pressure test you assumptions.
They think ahead to consider different responses to predictable events.
They think ahead to consider different responses to predictable events.
Find the shared upside or glory in someone else’s solution and lean all the way into it.
how to onboard it
They can change their mind or direction.
They can change their mind or direction.
Foresight! Widen your perspective and deliberate; pressure test you assumptions.
Find the shared upside or glory in someone else’s solution and lean all the way into it.
agile
They are responsive.
They “go with the flow” - an experienced mind’s continuous state of adaptability for bolder performance.
They “go with the flow” - an experienced mind’s continuous state of adaptability for bolder performance.
Look beyond your immediate team for someone or something you can leverage differently or unconventionally, and to great impact.
Consider the urge to “dig your heels in” or “hang on tighter” for control as invitations to pause, evaluate, and find paths of least resistance.
They are responsive.
how to onboard it
Consider the urge to “dig your heels in” or “hang on tighter” for control as invitations to pause, evaluate, and find paths of least resistance.
Look beyond your immediate team for someone or something you can leverage differently or unconventionally, and to great impact.
objective
They hold more than one truth as equally true and valid.
They agree to disagree and find the upside in both arguments.
They hold more than one truth as equally true and valid.
They take comfort in their own knowledge and stay open to new information.
how to onboard it
Double-down on “both, and” to find the quickest point of compromise, shared interest or mutual benefit.
They agree to disagree and find the upside in both arguments.
They take comfort in their own knowledge and stay open to new information.
Double-down on “both, and” to find the quickest point of compromise, shared interest or mutual benefit.
optimistic
They start with the belief “it’s possible” and actively deliberate paths to achievement.
Summon the power of yet. “Can’t” douses the flame of possibility; “yet” is the gasoline that fuels it.
Example: Instead of “I’m not good at public speaking,” shift your thinking toward, “I’m not good at public speaking, YET. What can I do to nail it?”
They think in terms of abundance or enough rather than scarcity.
They think in terms of abundance or enough rather than scarcity.
how to onboard it
They start with the belief “it’s possible” and actively deliberate paths to achievement.
Explore solutions in terms of what’s available or can be reasonably attained rather than what’s missing and can’t be secured easily.
Summon the power of yet. “Can’t” douses the flame of possibility; “yet” is the gasoline that fuels it.
Example: Instead of “I’m not good at public speaking,” shift your thinking toward, “I’m not good at public speaking, YET. What can I do to nail it?”
Explore solutions in terms of what’s available or can be reasonably attained rather than what’s missing and can’t be secured easily.
pragmatic
Explore ways to share costs or burdens with those who will use, benefit from the resource.
Chances are, the answer or solution you need is in reach. Use what and WHO you have!
They triage. They think in terms of what can be done with who and what they have and what they know now.
They triage. They think in terms of what can be done with who and what they have and what they know now.
They inventory and prioritize what they need and activate efficient sourcing strategies.
They inventory and prioritize what they need and activate efficient sourcing strategies.
how to onboard it
Chances are, the answer or solution you need is in reach. Use what and WHO you have!
Explore ways to share costs or burdens with those who will use, benefit from the resource.
engaged
Ask questions to clarify, gain deeper insights, expand context, and better understand another’s perspective or experience, such as:
→ What was it like when…
→ What did you learn from…
→ What did you think would happen? What actually happened?
→ What surprised you?
→ What did you learn about yourself?
→ How did the business / organization respond?
They actively listen, focus and engage to pressure test theories and assumptions, ensure understanding.
They receive new or contradictory information with wonder and enthusiasm, then ask follow-up questions.
They receive new or contradictory information with wonder and enthusiasm, then ask follow-up questions.
They lead discussions with curiosity.
They actively listen, focus and engage to pressure test theories and assumptions, ensure understanding.
Embrace discussions as learning labs to expand perspective instead of battle-grounds to prove your point. Seek to understand instead of be right.
how to onboard it
They lead discussions with curiosity.
Embrace discussions as learning labs to expand perspective instead of battle-grounds to prove your point. Seek to understand instead of be right.
Ask questions to clarify, gain deeper insights, expand context, and better understand another’s perspective or experience, such as:
→ What was it like when…
→ What did you learn from…
→ What did you think would happen? What actually happened?
→ What surprised you?
→ What did you learn about yourself?
→ How did the business / organization respond?
self-possessed
They divorce their ego from their knowledge.
They divorce their ego from their knowledge.
They cede ownership of their own ideas in favor of the best idea.
Assured. “I don’t know. Will you help me understand?” and “I don’t know. What do you think?” are their go-to questions.
Assured. “I don’t know. Will you help me understand?” and “I don’t know. What do you think?” are their go-to questions.
They cede ownership of their own ideas in favor of the best idea.
Explore important deliberations as a Rubik Cube of perspectives in terms of motivation, intention, effort, and potential impact.
how to onboard it
Explore important deliberations as a Rubik Cube of perspectives in terms of motivation, intention, effort, and potential impact.
empathetic
They show empathy to themselves as much as others.
They show empathy to themselves as much as others.
They approach empathy as an analysis rather than a feeling.
They approach empathy as an analysis rather than a feeling.
Add this question to your arsenal:
“You know xxx about yyy. I need to better understand zzz. Can you help me?”
how to onboard it
Add this question to your arsenal:
“You know xxx about yyy. I need to better understand zzz. Can you help me?”
composed
They detach from “charged” events where they risk taking something personally or misreading their role or significance.
They have boundaries. They can sit with someone else’s negative state without adopting it.
They have boundaries. They can sit with someone else’s negative state without adopting it.
To “clean the slate,” actively give someone space to vent or rage before engaging.
Discomfort is an invitation to turn inward and inventory why you bristled. You’ll learn something powerful about yourself and the other party.
They endure discomfort instead of avoid it.
They detach from “charged” events where they risk taking something personally or misreading their role or significance.
They endure discomfort instead of avoid it.
how to onboard it
Discomfort is an invitation to turn inward and inventory why you bristled. You’ll learn something powerful about yourself and the other party.
To “clean the slate,” actively give someone space to vent or rage before engaging.
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