Engage the Process

Mindsets

The concept of mindset has been at the forefront of leadership for the last two decades. One definition of mindset is simply, "the established set of attitudes of someone".

In her most recognized work on the topic of mindset, 'Mindset – The New Psychology of Success', Carol Dueck defined a difference between what she describes as a growth mindset and a fixed mindset. As a simple example, the difference between these two mindsets is the difference between how one may think in regard to their intelligence. Those with a closed mindset believe they are either intelligent or not intelligent.

With a fixed mindset, one believes that their base traits, attributes, or fixed since birth. What they were born with is what they have to work with throughout their lives.

Conversely, with a growth mindset, one believes that their base traits, like intelligence, can be improved upon and increased. Simple statements like, 'I can learn this topic' or 'I can get better at this skill' is a simple example of someone who possesses a growth mindset.

More importantly, those who possess a growth mindset are more open to those leadership styles that are focused on growth and development. In contrast, those who subscribe to a fixed mindset will be resistant to those processes that are designed as proactive, relational, and pre-emptive activities for success.

In both the trades and business world, there is a common mindset of performance. Indeed, a performance mindset is inherently embedded in the apprenticeship-mentor model of training. However, while there is a focus upon performance there is an equal or greater emphasis on reaching external standards such as local and national codes, and consistent installation practices.

Being competitive and comparing oneself to an external standard is common and, in some cases, a needed variable in both personal and professional development. Yet, all too common these competitive environments tend to breed a culture where hierarchy and self-aggrandisement become more important than positive growth where a combination of individual and group success is the normative discipline. A focus on self and putting others in a lower status does little if anything to foster a collaborative environment.

In one final type of mindset, the dialogic mindset, we find those in leadership positions asking questions like, "Do we understand why Naveen comes to work each day?" or "When does Maria bring the best of herself and care about the company's goals?" or "What is it about what we do that attracts people to want to become employees here?".

The dialogic mindset seeks to have lots of dialogue surrounding complex issues arising from the relationships and interactions of employees. In essence, there is a blending of the growth and performance mindsets. This is an important distinction because those who only subscribe to, and operate within, fixed mindsets tend to lose their motivation after setbacks. Sometimes over setbacks which others would consider small and insignificant. Mindsets not only influence the way someone may judge themselves, but mindsets will also influence the way people in your organization will judge others.