Adopting a growth mindset enables leaders to continually learn, adapt, and thrive in an ever-changing environment, benefiting both themselves and their organisations.
After a near 30-year break, I recently found myself back on the tennis court, racquet in hand, reacquainting myself with the basics. The experience has been challenging, enlightening and, at times, frustrating.
Progress hasn’t been linear - some days I feel I’m improving, only to find the next session brings new setbacks. It’s a continuous cycle of learn and un-learn, review and adjust. Learning from mistakes and persisting despite frustration have all been essential, as has getting used to being beaten on a regular basis! In short, I’ve had to adopt a growth mindset.
This concept - popularised by psychologist Carol Dweck - centres on the belief that abilities and intelligence can be developed through effort, feedback and learning from setbacks. While it’s a familiar topic in education (my wife, a teacher, often shares stories about encouraging growth mindset in her classroom), it’s equally relevant for senior leaders who are nearer the opposite end of their career.
For non-executives, CEOs and executive leaders, growth mindset is not just a personal strength but a cultural imperative. Boyden’s experience shows that the most effective CEOs focus on continuous learning and adaptability, viewing setbacks as opportunities for growth rather than as failures. More widely, Satya Nadella’s transformation of Microsoft is a prime example: by shifting the company from a “know-it-all” to a “learn-it-all” culture, he fostered innovation and resilience (Rhythm Systems).
Yet, in my conversations with experienced leaders, I’ve noticed that growth mindset can sometimes be overlooked. There’s a natural tendency to rely on what’s worked before - after all, decades of experience are a powerful resource. But, (as I’ve learnt on the court) past success doesn’t always translate to present mastery, especially when the game and the other players have changed. The same is true in business. The world is evolving rapidly, and what worked yesterday may not work tomorrow.
This is especially true as we grapple with new concepts that are fundamentally reshaping our organisations - artificial intelligence being the obvious example. The ability to understand, adapt to and harness AI requires leaders to move beyond established approaches. It demands curiosity, humility and a willingness to experiment and learn, even at the risk of making mistakes.
This brings me to the interplay between two types of intelligence: fluid and crystallised. Fluid intelligence is our capacity to reason, solve novel problems and adapt to new situations; crystallised intelligence is the accumulation of knowledge and experience over time. Both are vital, regardless of seniority. Experienced leaders often excel in crystallised intelligence, drawing on a wealth of insights and lessons learned. But in a world of constant change, fluid intelligence - the ability to learn, unlearn, and relearn - becomes equally important. A growth mindset is what keeps both forms of intelligence active and relevant.
How can leaders develop and strengthen their own growth mindset and instil it in their teams?
- Model vulnerability and curiosity. Admit when you don’t have all the answers and demonstrate a willingness to learn. This sets the tone for others to do the same.
- Reframe setbacks as learning opportunities. When things go wrong, focus on what can be learned rather than who is to blame. Celebrate effort, experimentation, and progress, not just outcomes.
- Encourage feedback and open dialogue. Create an environment where feedback is welcomed and acted upon at every level, including your own. Seek out diverse perspectives and challenge your own assumptions.
- Invest in continuous learning. Support professional development, cross-functional projects and opportunities for team members to stretch their skills and confidence.
- Recognise and reward adaptability. Highlight stories within your organisation where individuals or teams have embraced change, learned new skills, or responded positively to challenges.
- Foster psychological safety. Ensure your team feels safe to take risks, voice ideas and admit mistakes without fear of negative consequences. This is the foundation for genuine growth and innovation.
Returning to the tennis court has been a personal reminder that skills fade and learning new things is rarely smooth or predictable. Improvement is not a continuous upwards curve but a series of plateaus and sometimes even dips. It’s tough but healthy to be a ‘beginner’ again and to force myself to adopt a growth mindset whilst managing my emotions.
For senior leaders, embracing a growth mindset means accepting that setbacks are part of the journey, and that progress often comes from persistence, reflection and a willingness to keep learning.
In a world where the only constant is change, it’s this mindset - more than any single skill, experience or behaviour - that will keep leaders and their organisations ahead of the game.
To find out more about how Boyden helps senior leaders and teams to develop, contact Richard Waddell, Managing Partner Leadership Consulting.
