The Dual Sides of Growth Mindset: Self and Others

Carol Dweck’s concept of the "Growth Mindset" is a staple of modern professional development. It is widely understood that intelligence and talent are not fixed traits but qualities that can be developed. However, discussions on this topic almost exclusively focus on the individual.

There is a second, equally critical dimension to this concept that is rarely discussed: applying the growth mindset not just to oneself, but to others.

The Internal Spectrum: Rocks vs. Evolvers

When applied internally, the distinction is clear. On one end lies the "Resigned Rock." This mindset views personal abilities as unchangeable. If a skill doesn't come naturally, it is deemed impossible. It is the belief that "I am just the way I am."

On the opposite end is the "Eager Evolver." This perspective acknowledges that every expert was once a beginner. Just as a toddler must stumble and fall before learning to walk, the Eager Evolver accepts failure as a necessary step toward stability and mastery.

The External Trap: Cynicism

The dynamic changes significantly when this lens is turned outward. What happens when a fixed mindset is applied to colleagues, direct reports, or partners?

It manifests as cynicism.

An external fixed mindset views other people as static and rigid. It relies on the tired adage that "you can't teach an old dog new tricks"—a statement that is fundamentally untrue, provided the "dog" is eager and the teacher is willing.

When a leader views a team member through a fixed lens, they mentally decide that the person is incapable of change. Thoughts like "They will never be able to manage a team" or "They will inevitably blow the next milestone" create a dismissive finality. Even if the leader attempts to "coach" the person, the underlying contempt and lack of belief will seep through. The leader effectively becomes part of the problem, closing the door on potential before the conversation even begins.

The Solution: The Coach’s Mindset

The antidote to cynicism is the External Growth Mindset. This is the domain of the true Coach.

This mindset is not about ignoring failures or pretending mistakes didn't happen. It is a fundamental disposition that believes in the resourcefulness and adaptability of others. When a project fails, the Coach does not see it as proof of the team's incompetence, but as a specific event from which learning must be extracted.

The internal narrative shifts from "This team is hopeless" to "This result is frustrating, but how can learning occur here? How can they grow from this?"

Belief as a Leadership Tool

Effective leadership requires more than just personal self-improvement; it demands the projection of that belief onto others. If there is no genuine belief in a person's potential to figure things out, coaching attempts will fall flat.

To be part of the solution, the "Eager Evolver" mentality must be applied externally. By maintaining a foundational belief that people can change, develop, and improve—despite their past mistakes—leaders keep the door to growth open.