I’ve started reading Cultures of Growth by Mary C. Murphy. I’ve always aspired to be someone with a “growth mindset”. I was turned on to this book by Adam Grant’s podcast, Rethinking. Mary spoke a bit about her book in general but what hooked me was the idea that we can oscillate between the “fixed” and “growth” mindsets. Mary stated that we get to a particular mindset when we experience a “trigger”. For example, when somebody attacks your character – even if a valid criticism – you’re likely to fall back into a “fixed” mindset as you think more about defending yourself, possibly doubling down, rather than considering the criticism simply due to the delivery.
It got me thinking more about where I experience fixed versus growth mindsets at work. I often encounter people (many my senior) that prescribe solutions to the problems younger engineers are trying to solve. In software, there are often many possible solutions. Why, then, do so many feel the inclination to tell others how to solve a problem? Why do they have such a difficult time inviting creativity and collaboration? My guess is the incentive structure, but ultimately, it’s person dependent.
Anyway – in many scenarios I feel I do exemplify the growth mindset. I’d like to do that more. Specifically, when I’m otherwise uncomfortable such as camping outdoors. I want my daughter (and potential future kids) to thrive in uncomfortable situations. It will make her tough… resilient.
I’ll need to become more resilient if I really want to start a business. I suspect, much like having a kid, that I cannot fathom the actual reality that is running a business. I’ve been in many leadership positions, but I’ve never carried much risk. I need to prepare to work through some tough times. I’ll do my best to build a business that’s sustainable, and thoughtful, but alas I’m a newbie. The experience is unlikely to be pain free.
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