Growth Mindset

Professor Carol Dweck, of Stanford University, says that people approach learning with one of two mindsets. Someone with a fixed mindset will, when stuck, assume they have reached the limit of their abilities. A person with a growth mindset, on the other hand, will see the same problem as a challenge and an opportunity to learn more.

Microsoft’s CEO, Satya Nadella, wanted to introduce a growth mindset. He started by creating a culture of experimentation. Research has found that organizational mindsets set the tone for company culture so it was important for Microsoft to consider the growth model across its whole management structure. The aim was for managers to coach staff and provide a place in which they can make mistakes, learn and grow.

Creating a growth mindset also requires employees to be customer obsessed. The fixed mindset says customers can’t have a better service, while a growth mindset finds ways to meet their needs. It requires diversity and inclusivity because diverse teams have better information for good decisions.

A growth mindset cannot thrive in a siloed organization. Employees need to feel part of a team and that they are working together, for the company and its customers. Today’s employees seek a sense of purpose, as well as a job and a salary.

With this kind of employee culture, staff can be trusted to make decisions for good reasons, which is why a culture of experimentation can be so powerful. Employees who are attuned to business and customer problems can be empowered to experiment with solutions.

The future business successes will be ones that adopt a growth mindset and relish the chance to experiment.

*Adapted from Future of Work: What can we learn from Microsoft