Grit(57)

Undermines Growth Mindset and Grit

Promotes Growth Mindset and Grit



“You’re a natural! I love that.”

“You’re a learner! I love that.”



“Well, at least you tried!”

“That didn’t work. Let’s talk about how you approached it and what might work better.”



“Great job! You’re so talented!”

“Great job! What’s one thing that could have been even better?”



“This is hard. Don’t feel bad if you can’t do it.”

“This is hard. Don’t feel bad if you can’t do it yet.”



“Maybe this just isn’t your strength. Don’t worry—you have other things to contribute.”I

“I have high standards. I’m holding you to them because I know we can reach them together.”





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Language is one way to cultivate hope. But modeling a growth mindset—demonstrating by our actions that we truly believe people can learn to learn—may be even more important.

Author and activist James Baldwin once put it this way: “Children have never been very good at listening to their elders, but they have never failed to imitate them.” This is one of Dave Levin’s favorite quotes, and I’ve watched him begin many KIPP training workshops with it.

A psychologist in my lab, Daeun Park, recently found this to be exactly the case. In a yearlong study of first-and second-grade classrooms, she found that teachers who gave special privileges to higher-performing students and emphasized how they compared to others inadvertently inculcated a fixed mindset among the young students. Over the year, students of teachers who acted this way grew to prefer games and problems that were easy, “so you can get a lot right.” By year’s end, they were more likely to agree that “a person is a certain amount smart, and stays pretty much the same.”

Similarly, Carol and her collaborators are finding that children develop more of a fixed mindset when their parents react to mistakes as though they’re harmful and problematic. This is true even when these parents say they have a growth mindset. Our children are watching us, and they’re imitating what we do.

The same dynamics apply in a corporate setting. Berkeley professor Jennifer Chatman and her collaborators recently surveyed employees of Fortune 1000 companies about mindset, motivation, and well-being. They found that, in each company, there was a consensus about mindset. In fixed-mindset companies, employees agreed with statements like “When it comes to being successful, this company seems to believe that people have a certain amount of talent, and they really can’t do much to change it.” They felt that only a few star performers were highly valued and that the company wasn’t truly invested in other employees’ development. These respondents also admitted to keeping secrets, cutting corners, and cheating to get ahead. By contrast, in growth-mindset cultures, employees were 47 percent more likely to say their colleagues were trustworthy, 49 percent more likely to say their company fosters innovation, and 65 percent more likely to say their company supports risk taking.

How do you treat high achievers? How do you react when others disappoint you?

My guess is that no matter how much you embrace the idea of growth mindset, you often default to a fixed mindset. At least, this is the case for Carol, Marty, and me. All of us know how we’d like to react when, say, someone we’re supervising brings us work that falls short of expectations. We’d like our knee-jerk reflex to be calm and encouraging. We aspire to have an Okay, what is there to learn here? attitude toward mistakes.

But we’re human. So, more often than we’d like, we get frustrated. We show our impatience. In judging the person’s abilities, we allow a flicker of doubt to distract us momentarily from the more important task of what they could do next to improve.

The reality is that most people have an inner fixed-mindset pessimist in them right alongside their inner growth-mindset optimist. Recognizing this is important because it’s easy to make the mistake of changing what we say without changing our body language, facial expressions, and behavior.

So what should we do? A good first step is to watch for mismatches between our words and actions. When we slip up—and we will—we can simply acknowledge that it’s hard to move away from a fixed, pessimistic view of the world. One of Carol’s colleagues, Susan Mackie, works with CEOs and encourages them to give names to their inner fixed-mindset characters. Then they can say things like “Oops. I guess I brought Controlling Claire to the meeting today. Let me try that again.” Or: “Overwhelmed Olivia is struggling to deal with all the competing demands, can you help me think this through?”

Ultimately, adopting a gritty perspective involves recognizing that people get better at things—they grow. Just as we want to cultivate the ability to get up off the floor when life has knocked us down, we want to give those around us the benefit of the doubt when something they’ve tried isn’t a raging success. There’s always tomorrow.



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I recently called Bill McNabb for his perspective. Since 2008, Bill has served as the CEO of Vanguard, the world’s largest provider of mutual funds.

“We’ve actually tracked senior leaders here at Vanguard and asked why some did better in the long run than others. I used to use the word ‘complacency’ to describe the ones who didn’t work out, but the more I reflect on it, the more I realize that’s not quite it. It’s really a belief that ‘I can’t learn anymore. I am what I am. This is how I do things.’?”