Growth Mindset Is Not Enough: Why We Undermine Our Own Potential for Change
We often celebrate growth mindset as the hallmark of effective leadership—staying curious, embracing challenges, and learning from feedback. While this mindset is undoubtedly vital, there is an uncomfortable truth we rarely address:
Growth mindset is not enough.
Many of us pride ourselves on how far we have come—how much we have grown, learned, and evolved over the years. But if asked whether we expect to change just as much in the future, the honest answer is often a quiet no.
This is not because we believe growth is unimportant. On the contrary, most of us—especially leaders—speak passionately about learning, agility, and continuous improvement. Yet beneath this enthusiasm lies a powerful assumption: that who we are now is largely who we will remain. This subtle yet deeply rooted mindset is what psychologists call the identity mindtrap—and it may be quietly holding us back from the growth we most need.
What Is the Identity Mindtrap?
The identity mindtrap is the hidden tendency to see our current self—our values, leadership style, strengths, and reputation—as essentially fixed. Over time, we become unconsciously committed to protecting this self-image rather than actively expanding or evolving it.
Consider a leader known for being decisive, directive, and highly strategic. For years, he has successfully led from the front, clearly articulating the vision, providing solutions, and confidently setting direction. This approach has not only delivered results; it has become integral to how he sees himself and how others perceive him as a leader.
Yet now, the demands placed on him have changed. Today’s challenges are increasingly complex and ambiguous—problems that no single individual can fully solve. He is being encouraged to shift his style: to step back from his position at the forefront, adopt a coaching stance, invite insights from his team, and facilitate collaborative problem-solving. Although he intellectually understands the rationale behind this shift, something deep within resists. Not because he doubts his capacity to learn—but because adopting this approach threatens the very identity he has carefully built.
It feels like a loss of control, and even more, like a departure from what has defined his success as a leader. He begins to question himself: "Am I still leading effectively if I am not the one setting the agenda and providing clear answers? Am I truly adding value if I am not visibly driving progress from the front?"
His deeply-held belief—that leaders must visibly take charge and direct from the front—collides with the emerging expectation that leaders should empower others, facilitate collective insight, and co-create solutions.
This internal tension vividly illustrates the identity mindtrap in action.
Why Growth Mindset Alone Is Not Enough
A growth mindset tells us we can change through effort, feedback, and perseverance. It encourages us to stay open and flexible. But it does not guarantee we will confront and overcome deeper barriers that lie at the heart of our identity.
When the growth we are being asked to embrace requires a significant shift in how we see ourselves, resistance often emerges. Leaders may support development theoretically yet resist learning paths that challenge their established identity. They may avoid these opportunities, not because they cannot develop these new capabilities, but because it feels uncomfortable—like giving up something fundamental to their identity.
This subtle resistance often goes unnoticed, quietly limiting personal and professional growth.
Staying the Same is No Longer an Option
The pace and complexity of today’s environment demand more from leaders than ever before. Holding too tightly to the leadership identity that brought past success carries significant risks. The context in which leaders operate is evolving rapidly, and what once delivered outstanding results may no longer suffice—or even remain relevant.
Leaders who cling to an outdated self-concept risk limiting not only their own growth but also that of their teams and organisations. The cost of protecting identity can become stagnation, missed opportunities, diminished influence, and ultimately, irrelevance.
Recognising the identity mindtrap—and consciously choosing to challenge it—is no longer optional. It is essential.
Rethinking What Real Growth Means for Leaders
To truly escape the identity mindtrap, leaders need to engage in a different kind of development—one that involves examining and reshaping the core assumptions and beliefs underpinning their identity and leadership style. Leadership theorists refer to this as vertical growth, a developmental process that expands a leader’s inner capacity to handle complexity, ambiguity, and rapid change.
Vertical growth is not simply about learning new things—it is about re-examining what we already believe, reshaping our worldview, and questioning who we think we are as leaders. It requires a deeper, more reflective stance, inviting leaders to explore questions such as:
- Which aspects of my identity am I holding onto most tightly?
- What assumptions or self-beliefs might be limiting my openness to deeper growth?
- Who might I become if I genuinely evolved beyond my current self-image?
This approach invites leaders into a more profound, courageous, and transformative journey, enabling them to continually adapt to increasingly complex environments.
A Final Reflection: Beyond the Self We Know
The leaders best equipped for tomorrow’s challenges are not simply those who learn new skills. They are those who are willing to continually redefine who they are.
Growth mindset alone is not enough. It must be accompanied by the courage to question our core assumptions about ourselves and the willingness to step beyond them into the unknown.
In an age defined by complexity and rapid change, the most impactful leaders will not be those who have learnt all the knowledge. Instead, they will be those who continuously grow beyond the self they have always known.
Written by:
Jessica Choo, Founder & Chief Strategist of ILS
With over 30 years of consulting and operational experience, Jessica is a highly esteemed strategist in performance, talent, and organisational development. Her expertise spans change management and strategic leadership development, where she has successfully guided over 15,000 executives across more than 200 projects in 20 countries. Jessica employs a behavioural science approach to foster culture and people development, achieving remarkable outcomes in organisational performance and culture change initiatives. As a professional coach, she empowers senior leaders to think clearly, lead confidently, and commit to impactful actions. Furthermore, her collaboration with the Growth Mindset Institute in crafting innovative solutions has positioned her as a trailblazer in the field of sustainable organisational change.
