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It’s become a business cliche: “We have a growth mindset.” But saying it and living it are two very different things.Many organisations claim to embrace growth. Yet just beneath the surface, old habits rear their head time and again: tall poppy syndrome, fear of failure, and looking to the past to solve problems of the future - which no longer works. Arguably, it never worked. True growth mindset exists in cultures built on high trust, listening, learning, and ability to constantly adapt to new context.So how can you tell if your company really walks the talk?<h2>1. Mistakes are seen as learning moments </h2>In a real growth mindset culture, failure isn’t punished. It’s studied, shared, and used as fuel for innovation.Ask yourself:<ul><li>When someone tries something bold and fails, are they supported, or sidelined?</li><li>Are mistakes discussed openly without blame?</li></ul>I’ve seen time and time again how powerful it is when a team feels safe enough to fail. Some of our best breakthroughs have come from ideas that didn’t work the first time. But we stayed curious and kept going.If innovation feels risky because the cost of failure is too high, your growth mindset may be more aspirational than actual.<h2>2. Learning is constant — and expected</h2>Growth-driven organisations don’t just offer training. They expect it. Upskilling, reskilling, and cross-skilling are part of continuous development , not occasional events.Look at the patterns:<ul><li>Are employees encouraged to seek new knowledge, or are they stuck &quot;doing what we&#039;ve always done&quot;?</li><li>Are leaders modelling lifelong learning themselves?</li></ul>We regularly hold lunch and learns in our office because we believe learning shouldn’t be an afterthought. It’s not about finding extra time — it’s about making learning part of how we work every day.A stagnant skill set signals a stagnant mindset.<h2>3. Adaptability beats hierarchy</h2>When change hits — and it always does — do you respond with agility, or retreat into red tape? Organisations with a true growth mindset:<ul><li>Empower teams to act quickly.</li><li>Value ideas over titles.</li><li>Encourage experimentation over endless approvals.</li></ul>If decisions are slow, innovation is stifled, and change feels like a threat instead of an opportunity, there’s work to do.<h2>4. Success is measured by progress, not perfection</h2>Perfect outcomes are rare. Progress - learning, iteration, small wins - should be celebrated just as loudly. Signs you’re getting it right:<ul><li>Recognition for effort and improvement, not just polished results.</li><li>Clear goals that evolve with learning and feedback.</li><li>An emphasis on the process, not just the prize.</li></ul>If your KPIs are rigid and your success metrics ignore growth along the way, your mindset may still be fixed.<h2>5. Leaders walk the talk</h2>The fastest way to derail a growth mindset? Leadership that says one thing and does another. True growth-minded leaders:<ul><li>Admit when they don’t know something.</li><li>Share their learning journeys openly.</li><li>Reward curiosity, not just conformity.</li></ul>If leadership doesn’t model vulnerability and adaptability, don’t expect the rest of the organisation to.Final thought: Growth mindset is a daily disciplineIt’s not a poster on the wall or a line in your mission statement. It’s a living practice.At academyEX, we believe future-ready organisations are the ones that think differently, adapt constantly, and build learning into everything they do​. Real growth mindset takes commitment - but it’s the difference between keeping up and leading the way.Ready to check if your company is truly growth-ready? Let’s start the conversation.

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It’s become a business cliche: “We have a growth mindset.” But saying it and living it are two very different things. Many organisations claim to embrace growth. Yet just beneath the surface, old habits rear their head time and again...

28 May, 2025

You Think Your Company Has a Growth Mindset – But Does It Really?

Ana Ivanovic-Tongue

Introducing The Play Lab