The corporate world has embraced the concept of a growth mindset in recent years, recognising that dedication and hard work can enable individuals to learn and grow. However, some organisations are failing to build a genuine growth mindset culture by merely paying lip service to the concept. Rather than transforming mindsets and habits, they create a false growth mindset where individuals only talk about the importance of learning without making any real changes. This culture fails to support individuals in managing their fixed mindset triggers and taking the risks necessary for meaningful growth.
A false growth mindset culture often manifests in superficial gestures. Companies may conduct workshops and seminars on the growth mindset but fail to implement concrete policies that encourage continuous learning and development. For instance, without providing employees with opportunities to take on new challenges, offer constructive feedback, or reward effort and perseverance, the proclaimed growth mindset remains an empty promise. According to a study by Harvard Business Review, when organisations do not back their rhetoric with action, employees become disillusioned and disengaged, perceiving the initiative as another corporate buzzword rather than a meaningful commitment to their development.
Moreover, a false growth mindset culture leads to a judgmental environment where individuals are labelled based on perceived adherence to the concept. Employees may use fixed mindset to criticise colleagues who struggle with challenges, instead of providing constructive feedback and support. Such behaviour can create a toxic environment that pressures employees to pretend to have a growth mindset instead of genuinely developing one. This issue is exacerbated by performance reviews that reward results over effort, thereby undermining the very principles of a growth mindset, which emphasises learning from failure and persistence over innate talent.
Building a true growth mindset culture requires more than just paying lip service to the concept. It requires a deep commitment to learning and psychological intervention to genuinely change people's mindsets and behaviours at all levels of the organisation. Leaders must model the desired behaviour and create an environment where employees feel supported and empowered to reflect, learn and take risks. This involves not only celebrating successes but also normalising failure as a part of the learning process. Research from Stanford University suggests that when leaders openly discuss their own setbacks and learning journeys, it fosters a culture of trust and encourages employees to take similar risks without fear of retribution.
Furthermore, organisations need to provide the necessary resources and support systems to help employees develop a growth mindset. This includes access to triggers assessment, mindset development interventions, coaching and mentorship opportunities, and platforms for sharing stories and experiences. By creating a supportive infrastructure, companies can ensure that the growth mindset becomes an integral part of their organisational culture. As Carol Dweck, the pioneer of the growth mindset theory, asserts, a true growth mindset is cultivated through ongoing effort, reflection, and the willingness to confront and overcome challenges .
In conclusion, while the concept of a growth mindset holds great potential for fostering innovation and resilience, it requires a genuine and sustained commitment from organisations. By moving beyond superficial gestures and embedding the principles of a growth mindset into their core practices, companies can create a thriving and dynamic workplace that not only supports individual growth but also drives collective success.
By Jessica Choo, Founder & Chief Strategist of Integrated Learning Systems Pte Ltd
