Mindset 5

In my workplace, I have met two kinds of leaders. One has faith in subordinate’s talent and ability, judging you instead of helping you develop. He always believes that he is superior to others while the other believes in subordinates’ potential, helping us develop and creating opportunities for us to grow.

To develop a growth mindset, I should willingly accept my mistake and try to get feedback from others and create learning experience for myself to grow.

As a head teacher, I should help student develop. And I shouldn’t try to show my status by demeaning them. If one students show great talent in academic performance, I shouldn’t hold them back and think of them as a threat to me. Instead, I should work with them and seek cooperation with them.

Running family is like running a company. As the boss, I should see things from growth perspective. I should create a self-examining, open communication and teamwork environment.

To even larger sense, running a country, we should avoid groupthink by encouraging constructive criticism and opposing feedback, which can help you see the hole in you decision- making. Have anonymous box, where others can contribute to the decision-making.

Fixed-mindset leaders, like fixed-mindset people in general, live in a world where some people are superior and some are inferior.

Don’t forget that these great geniuses don’t want great teams, either. Fixed-mindset people want to be the only big fish so that when they compare themselves to those around them, they can feel a cut above the rest.

In every growth-mindset autobiography, there was deep concern with personnel development and extensive discussion of it.

The fixed mindset people feel the need to prove and display their superiority. The leaders of great companies didn’t set out to pfyhiub

They did this by rooting out the fixed mindset and putting a culture of growth and teamwork in its place.

As growth-minded leaders, they start with a belief in human potential and development—both their own and other people’s.