Mindset - The Psychology of Success

A colleague recently recommended Carol Dweck’s book Mindset as a fresh take on the psychology of success. I strongly recommend this book as a ‘must read’ for any of you that are actively involved in coaching or guiding performance (that probably covers the majority of reviewers). You can even do an assessment that allows you to test your own mindset

Dweck has spent decades researching achievement and success and is the Lewis and Virginia Eaton Professor of Psychology at Stanford University. Dweck posits that there are two different kinds of mindset:

Fixed mindset
Growth mindset

People that have a fixed mindset believe their basic qualities (intelligence or talent) are fixed traits. You have them or you don’t. Their belief is that you have talent and this talent will create success. The most interesting belief held by those with a fixed mindset is that this success will come without any effort.

People that have a growth mindset believe that their most basic abilities can be developed through dedicated effort and hard work. They see possessing brains and talent as table stakes, rather than the ingredient that dictates success. The embrace life long learning and relish the opportunity to grow through challenging opportunities that stretch their ability.

Dweck dedicated a chapter to mindset and leadership as it relates to business. Dweck emphasizes that the key factor that led to implosions and misdeeds by corporations like Enron and WorldCom was their ‘talent mind-set’. Essentially, these companies suffered from an integrity gap as a result of an over emphasis on talent within their corporate culture. When a company places a very visible emphasis on talent, they are at risk of experiencing situations where employees may compromise ethics to maintain an appearance of dominant talent within the organization.

I found Dweck’s comparison and contrast of some very well known leaders very interesting. Dweck looked at a number of high profile CEO’s, comparing their mindsets. She profiled Albert Dunlap (known as ‘Chainsaw’ Al for his prolific slashing of staff during his assignments), Lee Iacocca, Kenneth Lay, Steve Case and Gerald Levin. The common denominator with this group was their emphasis on their own brilliance and talent. Their fixed mindsets resulted in underperforming organizations that suffered while these leaders attempted to build a legacy that would honour their achievements. These leaders were very ego based and far less concerned with the ongoing development of their people.

Dweck also profiled Jack Welch, Lou Gerstner and Anne Mulcahy. This group of CEO’s transformed their companies by chasing out the fixed mindset and introducing a culture of growth and development. Dweck feels that instead of using the company as a vehicle for their greatness, these leaders use it as an engine of growth – for themselves, the employees, and the company as a whole.

If you need more convincing then perhaps compare the results of the following companies:

Growth Mindset
General Electric (Welch)
IBM (Gerstner)
Xerox (Mulchay)

Fixed Mindset
Enron (Lay)
Chrysler (Iacocca)
AOL/Time Warner (Case and Levin)

Throughout the book Dweck offers directions and tips on growing your mindset. There are a number of great ideas that can be implemented by anyone to move from a focus on ego and control to growth and development.