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In today’s world of advanced technology and improved performance, one belief can quietly determine your success more than talent, experience, or even opportunity: your mindset. A growth mindset is the belief that your abilities, intelligence, and talents can be developed through effort, learning, and persistence. In contrast, a fixed mindset assumes that your qualities are static; you either have it or you don’t. Whether you're leading a team, building a business, or developing your career, your mindset shapes how you respond to pressure, failure, and change. The term was popularized by psychologist Carol Dweck, but it’s often misunderstood. A growth mindset isn’t about being endlessly positive or pretending everything is easy. It’s about how you interpret what’s hard. It’s the difference between seeing struggle as a signal to stop or a signal to lean in. People with a growth mindset don’t assume they’re naturally great at everything. They just don’t assume they can’t become great at it. And that subtle shift changes everything. Choosing Growth Here’s where this gets real. Growth mindset sounds great until it asks something of you. Because choosing growth often means admitting you don’t have all the answers. It means trying something where you might not be good at. It means diving into uncharted waters and being okay with figuring it out as you go. It means risking the identity you’ve worked hard to build, and the possibility of pubic failure. And ironically, the more successful you’ve been, the harder this can become. When you’re used to being the one who knows, the one who delivers, the one who gets it right, stepping into something unfamiliar can feel like a threat, not an opportunity. So instead of stretching, we stay where we’re comfortable and call it “playing to our strengths.” But growth doesn’t live there. Growth forces you to explore new situations and uncover new strengths. Practice Growth A growth mindset isn’t something you declare. It’s something you practice, often in small, almost invisible ways. It might look like catching yourself mid-thought and adding one simple word: yet. “I’m not good at influencing senior leaders… yet.” It might look like walking out of a tough situation and, instead of replaying what went wrong, asking yourself, “What did this teach me?” It might look like raising your hand for something you’re not fully ready for, knowing you’ll have to figure it out as you go. Or asking for feedback in a way that actually invites truth, not just reassurance: “What’s one thing I could have done better in that meeting?” None of these are dramatic moves, but over time, they compound. Share Growth Your mindset doesn’t stay contained; it spreads, and your team is constantly taking cues from you. They’re watching how you respond to mistakes, how you handle not knowing, how you react to risk. If you shut down failure instead of embracing it, they’ll play it safe. If you reward only expected outcomes, they’ll avoid experimentation. If you always have the answers, they’ll stop asking questions. But if you model curiosity, if you create space for learning, for trying, for getting it wrong and improving, you don’t just grow yourself. You create an environment where other people can grow, too. And that’s where real performance comes from.
Leadership excellence isn’t achieved through titles or authority; it’s built through intentional behaviors practiced consistently over time. As leaders grow, they don’t just stop ineffective habits; they start doing different things that elevate their impact, strengthen their teams, and shape healthier organizations. Great leadership is not about doing more; it’s about doing what matters most. 1. Great Leaders Start Leading with Purpose Great leaders are clear about why they lead, not just what they do. They connect daily work to a larger mission and help people see how their contributions matter. Purpose-driven leadership fuels motivation, alignment, and resilience, especially during periods of change or uncertainty. When people understand the “why,” commitment follows naturally. 2. Great Leaders Start Listening More Than They Speak As leadership responsibility increases, listening becomes more important, not less. Great leaders actively listen to understand perspectives, concerns, and ideas. They ask thoughtful questions, stay curious, and resist the urge to immediately respond or solve them. Listening builds trust, surfaces blind spots, and strengthens decision-making. 3. Great Leaders Start Developing People Intentionally Great leaders view talent development as a core responsibility, not an HR task. They have regular development conversations, provide meaningful feedback, offer stretch opportunities, and coach instead of directing. By investing in growth, leaders create stronger teams and sustainable performance, not dependence on themselves. 4. Great Leaders Start Creating Psychological Safety High-performing teams are built on trust. Great leaders intentionally create environments where people feel safe to speak up, ask questions, challenge ideas, and admit mistakes. They model vulnerability, welcome dissent, and respond constructively to failure. Psychological safety doesn’t lower standards; it raises learning and innovation. 5. Great Leaders Start Making Decisions with the Long Term in Mind Great leaders balance immediate results with long-term impact. Instead of asking, what works right now? They ask, what builds capability over time, what strengthens culture, and what prepares us for the future? This long-term lens guides better decisions around people, strategy, and resources. 6. Great Leader Start Holding Themselves Accountable First Great leaders don’t demand accountability; they demonstrate it. They own their mistakes, follow through on commitments, and model the behaviors they expect from others. When leaders hold themselves to high standards, teams naturally follow. Credibility is built through consistency between words and actions. 7. Great Leaders Start Using Feedback as a Leadership Tool Rather than saving feedback for formal reviews, great leaders make it part of everyday work. They give feedback that is timely, specific, constructive, and balanced. They also invite feedback on their own leadership, signaling humility and commitment to growth. 8. Great Leaders Start Empowering Others to Lead Great leaders don’t hoard responsibility; they distribute it. They identify potential, delegate meaningful work, and encourage decision-making at all levels. By empowering others, leaders build leadership capacity across the organization. The result is not loss of control but multiplied impact.
Leadership growth isn’t only about learning new skills it’s also about unlearning behaviors that no longer serve the leader, the team, or the organization. Many leaders work hard to do more: more meetings, more decisions, more oversight. But truly great leaders understand that impact often comes from knowing what to stop doing. As leaders develop, they become more intentional, more focused, and more human. They let go of habits that limit trust, hinder growth, or drain energy and replace them with behaviors that empower others.
When you think of purpose, what comes to mind? For most people, it is meaning, importance, or significance. However, I would like to challenge you to see purpose as a tool that helps you succeed as a leader and in life. It is your strength that will help you to effectively utilize your talents and gifts. Imagine running a race without knowing where the finish line is or putting together a puzzle without a picture of the finished product. In both situations, you may have great intentions to finish, but getting there will be frustrating and difficult…if you finish at all. Think of your purpose as the cheat sheet. You know all the answers because it’s your purpose, you know where the finish line is, and you know what the puzzle should look like. Knowing your purpose gives you the direction you need to move forward with confidence and capability. Thus, allowing you to perform more efficiently.
Being a productive employee means knowing when to invest back into yourself. Taking small breaks is fine, but sometimes it is not enough. In those moments, the best way to rejuvenate yourself is to take a few days off and decompress.
As motivated as we are to become great leaders and employees, we should be just as motivated to prioritize our own personal well-being. Otherwise, we can begin to experience signs of burnout, which can negatively impact our performance and health. When employees are consistently exposed to workplace stress, they are at risk of becoming burned out. If you experience constant exhaustion just by thinking of your work before you even get to the office, feelings of cynicism related to your job, or reduced personal effectiveness, you may be encountering burnout. Burnout will rob you of your joy, passion, and motivation. Therefore, to be the best version of ourselves personally and professionally, we must take steps to manage workplace stress. Many programs and models will help you accomplish this. However, you can also do three things on your own to increase your well-being and decrease burnout: (1) Identify the source, (2) Intervene promptly, and (3) Improve the environment going forward.
As an employee, you get to choose where you work, but you do not get to choose who you work with. That is why organizations are full of people with varying opinions, backgrounds, upbringing, education, morals, values, and beliefs. Within these organizations, we encourage leaders to promote diversity. However, we also need to establish a positive way to engage with others when faced with diversity of thought. That is why SHRM is promoting their campaign for 1 Million Civil Conversations . Fostering civility at work can lead to a better employee experience, improved well-being, fewer employee relations issues, and increased innovation, among many other benefits. I believe there are two interpersonal skills we can all work on to help us drive those civil conversations: consideration and courage.
