How to Develop a Growth Mindset at Work



Growth and expansion are the stuff of life — and it’s the same for business. Companies continually strive to grow in size and value. They aim to expand their competitive footprint and increase the capacity of their workforce. For companies to really achieve growth, a critical element is for their teams to learn how to develop a growth mindset at work and make it a key value of company culture. 


Understanding how to develop a growth mindset at work is a broad concept that applies to organizations in two ways. The first is employee development: Helping individual employees develop skills and advance within the company. The second is harnessing the collective growth and skills of the workforce to increase revenue. In essence, developing a growth mindset helps individuals live up to their potential and, by extension, the entire organization to live up to its potential.


If you’re ready to take your company to the next level — to grow your employees and grow your business — read on to discover why developing a growth mindset is foundational to that goal and the steps you can take to cultivate it in your company culture.


The growth imperative

In a fast-moving, fast-changing world in which everything is less certain today than it was yesterday, learning how to develop a growth mindset at work is an important way businesses can become more adaptable and relevant, and avoid falling behind. 


Employees who have a growth mindset vs. a fixed mindset want to learn new skills. They know their talents aren’t fixed or limited, and they want to challenge themselves to build upon what they can already do. Business leaders who have a growth mindset agree. They invest in skills training, learning and development, and mentorship to empower employees to take chances and develop professionally.


When the whole organization has a growth mindset, everyone is primed to push themselves to be their best, which serves the greater goal of helping the company be its best. One way this can manifest is when each employee utilizes their skills and talents to, directly and indirectly, boost sales. They look around and notice what else they can do and how else they can contribute. They realize that every moment on the job is an opportunity to positively impact clients and help the business sell more. 


Taking it one step further, when a workforce is fueled by growth and development, employees can respond to changing circumstances. Instead of worrying about losing market share in the midst of a crisis or disruption, the organization can rely on its growth mindset to learn what it needs to at the moment, adapt quickly, and find innovative ways to keep clients happy.  


What your company can do to develop a growth mindset

The extent to which a growth mindset can be developed in an individual may vary. However, there are some practical actions you can take to create a growth mindset culture within your company.


  • Provide learning opportunities. When employees don’t have outlets for learning, it can be harder for them to be innovative and discover new ideas and solutions. No matter what skills and talents they brought to the table when they were initially hired, nearly every employee has the capacity to develop new ones. By providing multiple, ongoing opportunities for learning, you can help your employees obtain the relevant skills necessary to expand their professional horizons and grow the business. 

  • Reward risk-taking. Moving up to management or other leadership positions involves risk, and to a certain extent, failure. Some will succeed, and others won’t. When employees are allowed the chance to prove themselves and are rewarded for taking a risk, even if they struggle a bit, you’re effectively showing your workforce that growth and motivation are key to success. You give your workforce permission to be ambitious, which seeds energy and determination throughout the whole organization.

  • Trust your employees. Encouraging employees to take ownership of everything from daily tasks to special projects gives them an opportunity to rise to the occasion and show what they’re made of. Conversely, micro-managing employees limit their abilities and can make them fearful of handling more responsibility or navigating challenging situations. Bottom line: Trust is a huge motivator and an enabler for growth and development.

  • Link employee development to sales. Employees don’t have to be on the sales team to interact with clients. That’s why a growth mindset often goes hand in hand with a sales mindset — the concept that, in one way or another, every employee is in sales. Highly developed, confident employees can approach each client interaction — no matter the context — as an opportunity to listen, to be helpful, and to provide a great experience. When clients feel respected and cared for, they’re more likely to return and recommend your business to others.


Today, every company needs to understand how to develop a growth mindset at work to succeed. When individual employees are supported with skills training and career development, the entire organization thrives. A thriving organization is better positioned to find new revenue streams and capitalize on market opportunities. 


To learn how your organization can reach its potential by developing a growth mindset, learn more about our performance management technology


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John Cuellar

John Cuellar

John is responsible for SyncHR’s product, engineering, and system operations teams. He is focused on streamlining the business processes related to HCM and finance by distributing SyncHR to all members of the workforce and by using patented security and workflow to control these developments. John is also responsible for delivering SyncHR as a cloud based application with “extreme ratio” financial metrics.

He has a background in engineering, workplace applications, and business administration, bringing over 25 years of experience deploying strategic HCM applications. Prior to co-founding SyncHR, John was the CEO of Harbor Technologies, since acquired by Mellon Financial Corporation. Previous to Harbor Technology Group, he spent an internship with the Swiss Bank Corporation in their derivatives pricing and trading group and also worked as a senior manager for the US Navy. John received his Bachelor of Science degree in Electrical Engineering from the University of California at Santa Barbara, and his Master of Business Administration from the Haas School of Business at the University of California at Berkeley.

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