Carol S. Dweck Quotes

To be successful in sports, you need to learn techniques and skills and practice them regularly.

Just because someone can do something with little or no training, it doesn’t mean that others can’t do it (and sometimes do it even better) with training.

Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value.

What are the consequences of thinking that your intelligence or personality is something you can develop, as opposed to something that is a fixed, deep-seated trait? Let’s first look in on the age-old, fiercely waged debate about human nature and then return to the question of what these beliefs mean for you.

Instead of just giving employees an award for the smartest idea or praise for a brilliant performance, they would get praise for taking initiative, for seeing a difficult task through, for struggling and learning something new, for being undaunted by a setback, or for being open to and acting on criticism.

I think intelligence is something you have to work for … it isn’t just given to you….

Mindsets are just beliefs. They’re powerful beliefs, but they’re just something in your mind, and you can change your mind.

On the whole, people with a fixed mindset prefer effortless success, since that’s the best way to prove their talent.

person’s true potential is unknown (and unknowable); that it’s impossible to foresee what can be accomplished with years of passion, toil, and training.

Another way people with the fixed mindset try to repair their self-esteem after a failure is by assigning blame or making excuses.

important achievements require a clear focus, all-out effort, and a bottomless trunk full of strategies.

Is there another way to judge potential? NASA thought so. When they were soliciting applications for astronauts, they rejected people with pure histories of success and instead selected people who had had significant failures and bounced back from them. Jack Welch, the celebrated CEO of General Electric, chose executives on the basis of “runway,” their capacity for growth. And remember Marina Semyonova, the famed ballet teacher, who chose the students who were energized by criticism. They were all rejecting the idea of fixed ability and selecting instead for mindset.

I looked for themes and underlying principles across lectures,” and “I went over mistakes until I was certain I understood them.” They were studying to learn, not just to ace the test. And, actually, this was why they got higher grades — not because they were smarter or had a better background in science.

They were self-effacing people who constantly asked questions and had the ability to confront the most brutal answers — that is, to look failures in the face, even their own, while maintaining faith that they would succeed in the end.

there’s a lot of intelligence out there being wasted by underestimating students’ potential to develop.