It’s also important to realize that even if people have a fixed mindset, they’re not always in that mindset. In fact, in many of our studies, we put people into a growth mindset. We tell them that an ability can be learned and that the task will give them a chance to do that. Or we have them read a scientific article that teaches them the growth mindset. The article describes people who did not have natural ability, but who developed exceptional skills. These experiences make our research participants into growth-minded thinkers, at least for the moment - and they act like growth-minded thinkers, too.

Managers with a growth mindset think it’s nice to have talent, but that’s just the starting point. These managers are more committed to their employees’ development, and to their own. They give a great deal more developmental coaching, they notice improvement in employees’ performance, and they welcome critiques from their employees.

Create an organization that prizes the development of ability—and watch the leaders emerge.

A growth mindset is about believing people can develop their abilities. It’s that simple. It can have many repercussions, but that’s what it is at its core.

Even parents who hold a growth mindset can find themselves praising their child’s ability—and neglecting to focus on their child’s learning process. It can be hard to shake the idea that telling kids they’re smart will build their confidence.