Like any psychological concept that booms in popularity, growth mindset — the dual belief that skills and abilities can be improved, and that developing your skills and abilities is the purpose of the work you do — is ripe for misinterpretation.
Hoping to learn how organizations put growth mindset to use in a rapidly changing work environment, the NeuroLeadership Institute has spent the last two months interviewing HR practitioners at more than 20 major organizations around the world. Our goal is to find out what, exactly, leaders are doing when they implement growth mindset around their organization.
Preliminary analyses have revealed that some of the top organizations in the world have been working the growth mindset concept into their work and talent processes for years. Those that stick closely to the science of growth mindset are weaving it into the employee experience across on-boarding to talent
Raise your hand if you have an insurmountable pile of projects on your to-do list and an inbox so terrifying to behold that you can hardly bear to behold it.
Cue the sea of arms waving wildly.
You have too much to do. You can’t do it alone. You need people to help you. Why aren’t they helping you?!?
Here’s the uncomfortable truth: If you aren’t getting the support you need with your crushing workload, odds are it’s kind of your fault.
Cue the sea of angry readers giving their screens the finger right now.
What I mean is, you probably aren’t asking for the support you actually need, and if you are, you probably aren’t asking for it in the right way. Loads of studies have found that people have an innate desire to be helpful, by and large. (This is one reason the “givers”