TJ interviews: Director of People & Culture, Christina Gialleli 

This chat covers the connection between growth mindset, leadership development, AI use and business performance

Training Journal: What is a growth mindset and how is it linked to revenue growth? 

Christina Gialleli: According to psychologist Carol Dweck, a growth mindset is the belief that skills and intelligence can be developed through dedication, effort and hard work. This way of thinking encourages resilience, creativity and a readiness to take on challenges – traits that are vital in the modern workplace.

Our research found that 80% of executives believe that a growth mindset directly contributes to revenue growth. On top of that, 64% emphasised improved performance and productivity as a major advantage of a growth mindset culture.

These figures demonstrate that this goes beyond theory. It’s about building a culture that empowers employees to innovate and take risks. When they do, performance improves, and so does the bottom line.

TJ: The report states that “80% of executives believe a growth mindset contributes directly to revenue growth” –  what evidence do you have for actual impact?

Christina: The evidence for this impact is reflected in the many benefits a growth mindset culture offers to companies, as seen in the graph below: 

When a growth mindset culture is paired with continuous learning, it results in outstanding business performance. This collaboration empowers both organisations and employees, creating the perfect environment for everyone to succeed. 

TJ: How can learning and development departments help bosses to lead by example?

Christina: L&D departments need to equip leaders with the tools and resources to embody a growth mindset. They can offer training programmes focused on personal development and embracing feedback. Additionally, they need to motivate leaders to share their learning journeys – discussing both successes and failures – in order to create transparency and trust. This modelling of behaviour encourages employees to adopt similar attitudes.

Here are some practical insights on how to implement this: 

  • Personalised training: Create training tailored to leaders’ specific needs, focusing on key areas such as emotional intelligence, conflict resolution and adaptive leadership. 
  • Risk-taking workshops: Organise workshops to train leaders to manage risks effectively and see failures as learning opportunities. 
  • Peer learning groups: Create opportunities for leaders to meet with employees in small groups to share their experiences, promoting a culture of continuous learning and support.

TJ: The report states that “53% of executives believe generative AI could hinder the development of crucial growth mindset skills” – why might this happen and what can leaders do to mitigate this?

Christina: AI overreliance could reduce opportunities for hands-on learning and critical thinking. Generative AI can provide quick answers, but it risks creating a shortcut mentality, where employees might avoid engaging in deeper problem-solving or creative exploration. To mitigate this, leaders should take the following steps: 

  • AI as a supplementary resource: Encourage teams to use AI for routine tasks while emphasising the importance of personal interactions and experiences for skill development. 
  • Safe experimentation: Set up controlled environments where employees can use AI to simulate risk-taking scenarios. 
  • Blending AI with mentorship: Pair employees with mentors who can guide them through their growth journey, helping them interpret AI insights and apply them in real-world contexts. 

Christina Gialleli is Director of People & Culture at Epignosis, the parent company of TalentLMS