In a previous article, I discussed the impact of shift shock on both employees and employers, highlighting how I used the Five Ps framework (which includes principles like purpose, positioning, personality, promise, and point of view to vet a company) as an initial step to avoid potential misalignments with prospective employers. Ideally, aligning your Five Ps with those of a potential employer is essential, but not everyone has the luxury of waiting for the perfect match. My father’s experience is a poignant reminder of this reality.
After escaping post-war Vietnam and arriving in the United States, my father found that his educational achievements were not recognized. With a wife and five young children to support, he was forced to take whatever work was available — first as a janitor and later as a mechanic. For nearly two decades, he worked on commission, our family’s survival hinging on the demand for his services.
Throughout my childhood, I remember my father waking up at 6:00 a.m. every day to prepare for work, methodically packing sandwiches or leftovers into a black domed lunch pail that symbolized his blue-collar perseverance. Tucked alongside his meal was always a book, reflecting his lifelong love of learning. His passion for knowledge extended into his work, where he consistently sought ways to improve and innovate. For instance, when a manual arrived for a new car model each year, he meticulously studied it and disassembled the engine to grasp the design changes firsthand. This deep understanding of the car’s inner workings allowed him to swiftly diagnose problems, making him highly efficient and remarkably effective at solving complex issues. His problem-solving abilities elevated his performance and enabled him to work faster, ensuring our family was supported through his unwavering dedication and skill.
Two points underscore this story. First, my father wasn’t privileged to align his Five Ps with his employers — he took whatever was offered to meet his family’s basic needs. Second, although he embodied the ‘growth mindset’ long before it became a buzzword, his accomplishments neither earned him promotions nor accolades. Instead, he remained a mechanic until the job took its toll on his body, forcing him to retire.
Sometimes, circumstances prevent us from taking a job that would be a better fit for our skills and experiences or even align with our values. My father didn’t receive formal recognition from his employers for his growth mindset; however, this mindset enabled him to achieve his primary goal of providing for his family. His relentless hard work and quest to creatively solve problems allowed my siblings and me to have choices about our careers and the nature of our working environments. His story is a testament to the power of a growth mindset in overcoming challenges and achieving personal success.
Misconceptions and Realities of the Growth Mindset
In recent years, the growth mindset has become the idea du jour in corporate America. Carol Dweck, the scholar who popularized the growth mindset, has pointed out that people tended to have a limited understanding of the concept. The growth mindset, as defined by Dweck, is the belief that abilities and intelligence can be developed through dedication, hard work and learning. She notes, “Individuals who believe their talents can be developed (through hard work, good strategies, and input from others) have a growth mindset. They tend to achieve more than those with a more fixed mindset (those who believe their talents are innate gifts). This is because they worry less about looking smart and put more energy into learning.”
However, Dweck also cautions that people often confuse a growth mindset with being flexible, open-minded, or simply having a positive outlook. In reality, a growth mindset is a worldview that emphasizes the belief that abilities and intelligence can be cultivated through effort, learning and persistence. She warns that merely espousing a culture of growth mindset does not equate to actually having one. As Dweck explains, “Mission statements are wonderful things. You can’t argue with lofty values like growth, empowerment, and innovation. But they are meaningless to employees if the company doesn’t implement policies that make these values real and attainable.”
Fostering a Growth Mindset Culture Could Create a Hedge Against Layoffs
The current economic climate, marked by massive layoffs, especially in the tech sector, has brought the growth mindset to the forefront (see: Tech Layoffs: US Companies that Cut Jobs in 2022, 2023, and 2024). Some have argued that cultivating a growth mindset is one way to protect employees from layoffs. Mary C. Murphy, who worked with Carol Dweck at Stanford, notes, “You can’t control the economy and marketplace, and mass layoffs aren’t a reflection of an individual’s value. However, there are things within your power that could help make you less expendable within your organization.” This change of mindset can help protect you from layoffs.
Employees with a growth mindset are more likely to engage in problem-solving and innovation, helping their teams and organizations navigate challenges. They are not just passive recipients of change, but active contributors to it. For instance, they might propose new business strategies, develop innovative products, or find more efficient operating methods. This proactive approach can contribute to a company’s ability to pivot or innovate in response to market changes, potentially avoiding the financial pressures that lead to layoffs. Moreover, organizations that embody a growth mindset are more likely to create an environment where taking calculated risks and learning from failures are encouraged. This culture of innovation can lead to new revenue streams or operational efficiencies that make layoffs less necessary.
As Dweck stresses, the growth mindset requires commitment from both employees and employers. It’s not just about adopting the mindset, but also about practicing the associated behaviors. “A company that plays the talent game makes it harder for people to practice growth-mindset thinking and behavior, such as sharing information, collaborating, innovating, seeking feedback, or admitting errors.” This commitment to a growth mindset culture brings the concept to life in an organization.
According to Dweck, organizations with a growth mindset encourage appropriate risk-taking, understanding that some risks may not pan out. They reward employees for the lessons learned, even when projects fail to meet their original goals. This emphasis on learning from failures, and not just successes, can make employees feel supported and encouraged, fostering a sense of belonging and trust. These organizations prioritize collaboration across boundaries rather than promoting competition among employees or units. They are genuinely committed to the growth of every member, not just in words, but through concrete actions, such as providing broadly available development and advancement opportunities. Crucially, they continually reinforce growth mindset values with tangible policies and practices.
Conclusion
While a growth mindset cannot entirely prevent layoffs, it can significantly reduce their risk and impact by fostering a culture of continuous learning, innovation and resilience. Employees and employers who embrace a growth mindset are better equipped to navigate the uncertainties of the business world, which can reduce layoffs’ frequency and severity. When layoffs are unavoidable, a growth mindset ensures that employees and organizations are better prepared to recover and thrive in the aftermath, continuing to foster a culture of adaptability and progress.
