From Fear to Focus, Part 1: What a Growth Mindset Really Is (and Why Leaders Need It)

We talk a lot about “growth mindset” in leadership circles, but most people interpret it as either a cute kitten motivational poster or an overconfident mantra like “I can do anything if I believe hard enough.”

This is not the vibe… At least not the SparkGrowth vibe.

A true growth mindset is not about forcing optimism on yourself and others. That is toxic positivity, not leadership. A growth mindset is about understanding how the brain interprets challenges and intentionally choosing responses that keep you learning instead of shutting down. You are absolutely capable of choosing your mindset. More on how to do that in Part 2. For now, know this: if you do not choose your mindset, it will happily choose itself and it usually prefers chaos.

Here are five research-backed leadership lenses that help explain what a growth mindset actually looks like in practice.

1- Authenticity vs. Image Making

Many leaders feel pressure to appear perfectly competent at all times. That pressure usually results in one of two things:

1. Imposter syndrome

2. Overcompensating until you feel like an only-vaguely-human LinkedIn headline

Growth-minded leaders embrace authenticity over image. This does not mean oversharing or confessing every insecurity or trauma dumping. I’ve made that mistake a time or a dozen. It means showing up honestly enough that your team sees you learning too.

Yes, you can “fake it til you make it,” but do it authentically:

Fake the courage, not the perfection.

Fake the willingness to try, not the expertise you do not yet have.

Your team does not need a flawless leader. They need a real one who models learning out loud.

2- Abundance vs. Scarcity

A scarcity mindset whispers:

• “There is not enough opportunity.”

• “If someone else succeeds, I fail.”

• “Resources are limited, so I must protect myself.”

This mentality shuts down collaboration fast. The brain shifts into vigilance mode, scanning for threats instead of possibilities.

An abundance mindset, on the other hand, assumes that:

• Growth is not a zero-sum game

• There is enough to go around

• Skills can be developed

• People succeed together, not at each other's expense

Leaders with an abundance mindset make decisions that strengthen teams, develop people, and create space for others to shine. They also embrace gratitude as a way of life

A key part of abundance is gratitude. Gratitude shifts the brain’s attention from what is missing to what is working, which naturally reduces defensiveness and boosts psychological safety. Leaders who consistently name what they appreciate create cultures where people feel recognized, valued, and willing to stretch themselves. Gratitude is not about being cheerful all the time. It is about acknowledging progress, effort, and contribution. When gratitude becomes a leadership habit, everyone benefits. Plus it’s free, renewable, and has no monthly subscription fee! 

3- Challenge vs. Threat

This is where neuroscience becomes especially useful.

The brain automatically labels difficult situations as either a challenge (something you can learn from) or a threat (something that will harm your status, safety, or competence).

Leaders with a growth mindset help their teams shift from threat to challenge by reframing situations like:

• Instead of “This project will expose my weaknesses,” try “This project will stretch my skills.”

• Instead of “This feedback means I failed,” try “This feedback helps me grow.”

The difference sounds subtle, but neurologically, it is huge.

Challenge framing activates learning centers. Threat framing activates self-protection which leads to fight, flight, freeze, or fawn. If you have ever found yourself frantically reorganizing your desk instead of starting a big project, that is not procrastination. That is your amygdala staging a coup.

4- Oneness vs. Detachment

In a detachment mindset, leaders distance themselves from problems.

• “This is not my issue.”

• “They just need to figure it out.”

• “They are too sensitive.”

Detachment might feel safe, but it disconnects you from your people.

A growth mindset embraces oneness, not in a kumbaya way, but in a “we share responsibility for the health and success of this team” way.

Oneness looks like:

• Asking curious questions instead of assigning blame

• Taking responsibility for your impact

• Viewing mistakes as collective learning moments

• Sharing successes with the whole team

Leaders who build oneness create cultures where people feel safe to speak up, experiment, and improve.

5- Mindful vs. Mindless

Mindless reactions sound like:

• “This is how we have always done it.”

• “It is what it is.”

• Automatic defensiveness

• Saying no when you are actually afraid of trying yes or vice versa

Mindlessness is the brain on autopilot. The problem is that autopilot was designed for routine tasks, not leadership. And definitely not for performance reviews. A mindful leader pauses long enough to be intentional and present. That pause creates space for curiosity and clarity.

Mindfulness in leadership looks like:

• Paying attention to what is happening in the moment, not the story you are telling yourself about it

• Noticing your emotional state before it runs the meeting for you

• Choosing a response instead of reacting from habit

• Asking, “What does this moment require from me?” or “What is my ultimate goal here?” instead of rushing to a default reaction

Mindfulness is not about slowing everything down. It is about showing up on purpose, rather than operating on old patterns or stress-driven instincts. When leaders are intentional and present, their teams feel safer, communication improves, and learning becomes possible.

Mindfulness is also cheaper than buying a whole new planner every time you feel overwhelmed.

A Note of Caution: Mindset is a Tool, Not a Judgment

Before we go any further, it is important to name something clearly. Mindsets are powerful tools for understanding our own reactions and supporting others, but they should never be used as weapons or labels. When mindset work becomes a tool for judgment, the only thing growing is resentment.

A growth mindset helps us coach, mentor, and reflect on our own leadership, not critique the character of others. I never want to hear, “Well, if they would just be more abundance-focused, they would not be struggling,” because that is not how humans or systems work.

People face different obstacles, inequities, and barriers, and no amount of mindset shifting can erase structural challenges or lived experience. Mindsets should spark compassion, not dismissal. They help us ask, “How can I support learning here?” rather than, “Why are they not doing this better?”

Used well, mindset work builds curiosity, empathy, and connection. Used poorly, it becomes another way to oversimplify or judge human complexity. And we are not here for that.

My Final Thoughts

Growth mindset is not about being endlessly positive. It is about choosing curiosity over fear, courage over perfection, and learning over protecting your image.

In Part 2 of this series, we will explore how to activate a growth mindset using practical strategies that help you move from fear to focus whenever challenges arise.

If your team wants support in strengthening these leadership lenses, SparkGrowth can help you build communication, psychological safety, and learning cultures that support real growth.

The Research (click to expand)

Growth Mindset Theory

• Dweck, C. S. (2006). Mindset: The New Psychology of Success. Random House. https://doi.org/10.1037/10517-000

• Burnette, J. L., et al. (2013). A meta-analytic review of mindset interventions. Psychological Bulletin, 139(4), 655–701. https://doi.org/10.1037/a0029531

Authenticity in Leadership and Psychological Safety

• Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999

• Leroy, H., et al. (2015). Authentic leadership, psychological safety, and engagement. Journal of Applied Psychology, 100(1), 87–98. https://doi.org/10.1037/a0038035

Abundance Mindset, Gratitude, and Positive Organizational Practices

• Grant, A. M., & Gino, F. (2010). A little thanks goes a long way. Journal of Personality and Social Psychology, 98(6), 946–955. https://doi.org/10.1037/a0017935

• Emmons, R. A., & McCullough, M. E. (2003). Counting blessings versus burdens. Journal of Personality and Social Psychology, 84(2), 377–389. https://doi.org/10.1037/0022-3514.84.2.377

• Cameron, K., et al. (2011). Positive practices and organizational performance. Journal of Applied Behavioral Science, 47(3), 266–287. https://doi.org/10.1177/0021886310395514

Challenge vs. Threat Neuroscience

• Blascovich, J., & Tomaka, J. (1996). The biopsychosocial model of challenge and threat. Advances in Experimental Social Psychology, 28, 1–51. https://doi.org/10.1016/S0065-2601(08)60235-X

• Jamieson, J. P., et al. (2016). Reappraising stress arousal improves performance. Journal of Experimental Psychology: General, 145(8), 1102–1113. https://doi.org/10.1037/xge0000200

• Crum, A. J., et al. (2013). Rethinking stress. Journal of Personality and Social Psychology, 104(4), 716–733. https://doi.org/10.1037/a0031201

Oneness, Collaboration, and Collective Leadership

• DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow. Academy of Management Review, 35(4), 627–647. https://doi.org/10.5465/amr.35.4.zok627

• Woolley, A. W., et al. (2010). The collective intelligence factor in groups. Science, 330(6004), 686–688. https://doi.org/10.1126/science.1193147

Mindfulness, Presence, and Emotional Regulation in Leadership

• Good, D. J., et al. (2016). Contemplating mindfulness at work. Journal of Management, 42(1), 114–142. https://doi.org/10.1177/0149206315617003

• Kudesia, R. S. (2019). Mindfulness and problem solving. Organizational Behavior and Human Decision Processes, 155, 73–91. https://doi.org/10.1016/j.obhdp.2019.01.006

• Boyatzis, R. E., et al. (2013). The neuroscience of leadership coaching. Social Neuroscience, 8(4), 342–354. https://doi.org/10.1080/17470919.2013.837464

Imposter Syndrome, Humility, and Authentic Leadership

• Vergauwe, J., et al. (2015). Fear of failure and the impostor phenomenon. Personality and Individual Differences, 85, 38–44. https://doi.org/10.1016/j.paid.2015.04.017

• Owens, B. P., & Hekman, D. R. (2012). Modeling how to grow: The role of humble leadership. Academy of Management Journal, 55(4), 787–818. https://doi.org/10.5465/amj.2010.0441