Wall Street Journal Chart on Producing GrowthThis is a great conceptual model. Get used to seeing it. You will more and more.

The chart comes from an article, In Search of Growth Leaders, that appeared in July 7′s Wall Street Journal. Wally Bock features the article in the weekly review section of his Three Star Leadership blog.

The article is ground breaking on it’s own. It’s a report on a study that’s not been done before–identifying leaders of revenue growth from the mid-level in large companies.  The authors detail a host of attributes that mark and enable growth hounds and then sum up their findings with this chart.

The nut of the chart is this: there are two kinds of people, those with a fixed mindset who belive abilities are innate and immutable and life is a test that reveals whether or not you are capable, and those with a growth mindset who belive abilities are learnable and life is a journey of learning and building up skills. The folks with fixed mindsets tend to avoid challenges that will reveal them as losers while those with a growth mindset tend to seek out challenges to grow. Over time, those with growth mindsets outperform those with fixed mindsets (and are happier).

It’s a pity that the authors of such a valuable study failed to cite the originator of the idea of fixed and growth mindsets. It was Carol Dweck, a psychologist at Standford University, in her acclaimed book Mindset.

Coincidentally, and happily, for us, Carol in her book outlines the impact of mindset on one’s ability to infuence others. Actually, she talks about negotiations, but you’ll see the direct application. Here’s what she found.

Kray and Hasselhuhn monitored people as they engaged in negotiations. Again, half of the people were give a fixed mindset about negotiation skills and the other half were given a growth mindset. The people, two at a time, engaged in an employment negotiation. In each pair, one person was the job candidate adn the other was the recruiter, and they negotiated on eight issues, including salary, vacation time, and benefits. By the end of the negotiation, those with the growth mindset were the clear winners, doing almost twice as well as those with the fixed mindset. The people who had learned the growth mindset persevered through the rough spots and stalemates to gain more favorable outcomes. p. 137-139

Tim’s takeaway: Influence, like negotiations, is a learned skill. Where ever you start, you can develop your skills if you stick with it.

Tagged with:

Filed under: Change ManagementInfluence and PersuasionLeadership

Like this post? Subscribe to my RSS feed and get loads more!