Mindset _ The New Psychology of Success - Carol S. Dweck [9]
So the husband’s idea of a successful relationship—total, uncritical acceptance—was not the wife’s. And the wife’s idea of a successful relationship—confronting problems—was not the husband’s. One person’s growth was the other person’s nightmare.
CEO Disease
Speaking of reigning from atop a pedestal and wanting to be seen as perfect, you won’t be surprised that this is often called “CEO disease.” Lee Iacocca had a bad case of it. After his initial success as head of Chrysler Motors, Iacocca looked remarkably like our four-year-olds with the fixed mindset. He kept bringing out the same car models over and over with only superficial changes. Unfortunately, they were models no one wanted anymore.
Meanwhile, Japanese companies were completely rethinking what cars should look like and how they should run. We know how this turned out. The Japanese cars rapidly swept the market.
CEOs face this choice all the time. Should they confront their shortcomings or should they create a world where they have none? Lee Iacocca chose the latter. He surrounded himself with worshipers, exiled the critics—and quickly lost touch with where his field was going. Lee Iacocca had become a nonlearner.
But not everyone catches CEO disease. Many great leaders confront their shortcomings on a regular basis. Darwin Smith, looking back on his extraordinary performance at Kimberly-Clark, declared, “I never stopped trying to be qualified for the job.” These men, like the Hong Kong students with the growth mindset, never stopped taking the remedial course.
CEOs face another dilemma. They can choose short-term strategies that boost the company’s stock and make themselves look like heroes. Or they can work for long-term improvement—risking Wall Street’s disapproval as they lay the foundation for the health and growth of the company over the longer haul.
Albert Dunlap, a self-professed fixed mindsetter, was brought in to turn around Sunbeam. He chose the short-term strategy of looking like a hero to Wall Street. The stock soared but the company fell apart.
Lou Gerstner, an avowed growth mindsetter, was called in to turn around IBM. As he set about the enormous task of overhauling IBM culture and policies, stock prices were stagnant and Wall Street sneered. They called him a failure. A few years later, however, IBM was leading its field again.
Stretching
People in a growth mindset don’t just seek challenge, they thrive on it. The bigger the challenge, the more they stretch. And nowhere can it be seen more clearly than in the world of sports. You can just watch people stretch and grow.
Mia Hamm, the greatest female soccer star of her time, says it straight out. “All my life I’ve been playing up, meaning I’ve challenged myself with players older, bigger, more skillful, more experienced—in short, better than me.” First she played with her older brother. Then at ten, she joined the eleven-year-old boys’ team. Then she threw herself into the number one college team in the United States. “Each day I attempted to play up to their level . . . and I was improving faster than I ever dreamed possible.”
Patricia Miranda was a chubby, unathletic high school kid who wanted to wrestle. After a bad beating on the mat, she was told, “You’re a joke.” First she cried, then she felt: “That really set my resolve . . . I had to keep going and had to know if effort and focus and belief and training could somehow legitimize me as a wrestler.” Where did she get this resolve?
Miranda was raised in a life devoid of challenge. But when her mother died of an aneurysm at age forty, ten-year-old Miranda came up with a principle.