Jim collins in his book, Good to Great,
set out to discover what made some companies go from being good to great. He embarked on a five-year study of eleven companies whose stock returns had skyrocketed relative to their competitors. There were several important factors, but one of the most important was the type of leader who led the company into greatness. They were not the larger-than- life characters who were full of ego and self-proclaimed talent.
They were modest people, who constantly asked questions and had the ability to confront brutal answers. To look failure in the face, even their own, with the belief they would succeed in the end.They had a Growth Mindset. That is, they believed in Human Development, they believed in Human Capital.
This is fundamental to addressing skills, as Growth Mindset leaders and teams are constantly looking to improve. They face their own weaknesses and ask frankly what skills do they and the company need in the future. Having a Growth Mindset enables them to move forwards based on facts, sometimes facing hard truths that there are skills gaps, not unfounded fantasies about their talent or abilities.
What sets apart the doers is that they constantly learn, they believe that skills can be developed, they face up to and accept mistakes and failures, and alter their strategies accordingly.
Having a Growth Mindset then, is the skill of skills. It is fundamental to being open to learning and developing skills as an individual, as a team and an organisation.
A key feature of a Growth Mindset organisation, or a learning organisation, is the number of experiments that they run, and is a key skill for high performing teams and organisations.