The Ceiling Isn’t Theirs, It’s Yours: How to Stop Capping Your Team and Start Designing for Growth
“My team won’t get this,” he said, leaning back in his chair.
We’d just finished mapping out a clear, practical set of next steps for his project. Nothing fancy. Just good, thoughtful strategy.
When I asked, “So what’s the plan to bring this to your team?” he didn’t miss a beat:
“Oh, they’re not ready for this. They won’t understand it. Honestly, I don’t think they’re capable of pulling this off.”
In that moment, the problem wasn’t his team. It was his mindset.
He wasn’t just doubting their skills. He was quietly capping their potential- like putting a lid on a pot and then complaining that the water never boils.
Your Mindset Is Contagious (Whether You Like It or Not)
Psychologist Carol Dweck’s work on fixed vs. growth mindset shows that when leaders believe abilities can develop, people become more resilient, more motivated, and perform better over time. When leaders treat talent as fixed, teams tend to avoid risks, hide mistakes, and stop pushing themselves.
That’s not just theory. In one study of 600 managers, leaders with a growth mindset had measurably more engaged teams than leaders with a fixed mindset. Fixed-mindset leaders were also less likely to notice when “low-potential” people actually improved—and once they labeled someone, they rarely updated their opinion. Imagine working for someone who has silently decided you’ll never be more than “average.” How hard are you really going to swing for the fences?
Gallup estimates that low engagement costs the world about $10 trillion in lost productivity- roughly 9% of global GDP. In the U.S., only about 31% of employees were engaged in 2024, the lowest level in a decade. And here’s the kicker: managers alone account for about 70% of the variance in team engagement. Translation: your mindset as a leader is not a soft skill; it’s a financial lever.
When you lead with a fixed mindset, you don’t just limit yourself- you export your limitations to everyone around you.
What a Fixed-Mindset Leader Sounds Like
You’ve probably heard these lines (or said a few yourself):
“They’re just not strategic.”
“She’s not leadership material.”
“We tried that once; this team can’t handle it.”
“If I don’t do it myself, it won’t get done right.”
None of these are observations. They’re verdicts.
Once my client said, “My team won’t understand this,” what he really meant was: “I’m not willing to do the work of teaching, supporting, and iterating with them.” That’s a fixed mindset in a leadership costume.
By contrast, a growth-mindset leader looks at the same situation and says things like:
“They don’t understand this yet—what’s the best way to help them get there?”
“We’re not good at this…yet. What could we try differently?”
“If this fails, what will we learn that makes us stronger next time?”
Carol Dweck puts it simply: “Mindset change is not about picking up a few pointers here and there. It’s about seeing things in a new way.” A growth mindset switches you from “judge-and-be-judged” to “learn-and-help-learn.”
Why Your Mindset Shapes the Whole Ecosystem
A leader’s mindset doesn’t stay in their head; it leaks into:
Hiring and promotions: Fixed-mindset leaders overinvest in a few “stars” and underdevelop everyone else. Growth-mindset leaders assume most people can upgrade with the right support.
Feedback culture: Growth-mindset leaders ask for feedback and model learning; fixed-mindset leaders treat feedback as a threat, so no one else takes risks.
Innovation: Employees with a growth mindset show more innovative behavior, especially when they’re encouraged to use their strengths and experiment.
Organizations that build a growth-mindset culture are more innovative, more collaborative, and more resilient. They recover faster from setbacks and sustain engagement longer.
So when you say, “My team can’t do that,” you’re not just describing the present. You’re quietly writing the script for their future.
Spotting Your Own Blind Spots (Yes, You Have Them)
Even very capable, well-intentioned leaders have mindset blind spots. You might be wildly growth-oriented about customers and strategy, but quietly fixed about your team or yourself.
Here are a few places to check:
Talent labels: Do you have a mental list of “rockstars” and “lost causes”? How often do people move between those lists? Research shows fixed-mindset leaders rarely update their views, even when performance changes.
Failure stories: When something goes badly, do you talk about “who messed up” or “what we’re learning”? Growth-mindset teams treat setbacks as data- not character judgments.
Feedback habits: Do you ask your team, “What’s one thing I could do better as a leader?” Leaders with a growth mindset actively seek feedback and self-improvement.
Generation bias: Gallup found engagement declines were most pronounced among workers under 35, especially Gen Z. If you’ve ever said “They just don’t care” about younger employees, check whether that’s data- or a mindset story.
A quick self-check:
Think of the last person you wrote off.
Now ask yourself honestly: Did you write them off because they truly had no potential- or because investing in them would have been uncomfortable and slow?
Practical Moves to Lead with a Growth Mindset
Let’s get concrete. Here are pragmatic plays you can run this week- whether you’re a senior exec or leading your very first project.
Turn “They can’t” into “They can with…”
Every time you catch yourself thinking “My team can’t do this,” force yourself to finish the sentence with “without…”
“They can’t do this without more context.”
“They can’t do this without training and support.”
“They can’t do this without clearer expectations.”
That one extra word shifts you from resignation to responsibility. You move from critic to coach.
Make “yet” your default setting
Steal one of the simplest (and most powerful) tools from growth mindset research: add “yet” to your language.
“We’re not good at cross-functional work…yet.”
“She hasn’t nailed stakeholder management…yet.”
“I don’t know how to lead through this…yet.”
It sounds small, but it reprograms the conversation from final judgment to ongoing story.
Redesign feedback as a learning loop, not a performance review
High-performing, growth-mindset cultures treat feedback as fuel, not a yearly evaluation. To nudge your ecosystem that way:
Normalize bite-sized feedback: 10 minutes, weekly, focused on “What did we learn?” not “Where did you fail?”
Ask learning-focused questions: “What surprised you this week? What would you try differently next time?”
Share your own misses: “Here’s where I got it wrong this week and what I’m trying next.”
When leaders make feedback safe and developmental, people stop hiding their rough edges and start improving them.
Set goals that reward experiments, not just outcomes
If every goal is binary- hit the number or you’re toast- people will only choose safe bets. A growth mindset is about seeing challenges as chances to develop.
Try layering in goals that reward:
The number of experiments run
The quality of insights learned from failed attempts
Cross-team collaboration to solve new problems
This doesn’t mean outcomes don’t matter. It means you reward the process that creates better outcomes in the long term.
Publicly update your views when people grow
One of the most demotivating dynamics in fixed-mindset cultures is when people improve, but their reputation never does.
When someone levels up, say it out loud where others can hear:
“Six months ago this was new territory for you. The way you handled it this quarter shows how much you’ve grown.”
“I was wrong- I underestimated you here. Thank you for proving me wrong.”
You’re not just recognizing one person. You’re broadcasting a rule: in this team, identities are not permanent. Growth counts.
Build “growth allies” into your ecosystem
You don’t have to do this alone. Create micro-alliances around growth:
Peer coaches: Pair up leaders or teammates who agree to give each other growth-focused feedback once a month.
Learning rituals: Start meetings with a quick “one thing I learned this week” round.
Rookie advantage: Intentionally ask the newest or youngest person in the room for their view first. It sends a clear signal that fresh perspective is valued, not tolerated.
As Dweck notes, growth-minded leaders start with “a belief in human potential and development—both their own and other people’s,” and they use the organization as “an engine of growth- for themselves, the employees, and the company as a whole.”
What I Told That Leader (And What You Can Steal)
Back to the leader who insisted his team “wouldn’t understand.” I asked him three questions you can borrow anytime you hear a sentence like that in your own head:
“What evidence do you have that they can’t learn this?”
“What would it look like if you assumed they could- what would you do differently?”
“If they surprised you and knocked this out of the park, what would you have to change about how you lead?”
We didn’t start by “fixing” his team. We started by upgrading his expectations. We broke the work into teachable chunks, had him co-design the rollout with one or two team members, and built in weekly check-ins focused on learning, not blame.
Spoiler: his team absolutely understood the next steps. They struggled in places, adjusted in others, and ultimately delivered better work than he expected. The ceiling he thought was “theirs” had actually been his.
Your Move: Are You Exporting Limits or Expanding Them?
If you lead anyone- an org, a team, an intern, or even just yourself- you’re already shaping mindsets. Every comment you make about “potential,” “talent,” or “what people are capable of” is either shrinking or stretching the space they have to grow.
So here’s the call to action:
This week, pick one person you’ve quietly written off, one project you’ve decided “your team can’t handle,” or one skill you’ve decided you personally “just don’t have.”
Then, act like a growth-mindset leader about that one thing.
Assume development is possible.
Design one concrete step that makes growth more likely.
Say the word “yet” out loud, even if you feel ridiculous.
Your limitations are loud. So is your belief in people. One of them is leading your team right now.
Which one do you want it to be?
References
Burnette, J. L., O’Boyle, E. H., VanEpps, E. M., Pollack, J. M., & Finkel, E. J. “Mind-Sets Matter: A Meta-Analytic Review of Implicit Theories and Self-Regulation.” Psychological Bulletin 139, no. 3 (2013): 655–701.
Dweck, Carol S. Mindset: The New Psychology of Success. New York: Random House, 2006.
Dweck, Carol S. Quoted in “As Growth-Minded Leaders, They Start with a Belief in Human Potential and Development….” Goodreads, March 14, 2025.
Gallup. “State of the Global Workplace 2026.” Washington, DC: Gallup, 2021.
Gallup. “U.S. Employee Engagement Sinks to 10-Year Low.” Gallup.com, January 13, 2025.
Gallup. “The Benefits of Employee Engagement.” Gallup.com, June 19, 2013.
Hannah, Sean T., and Bruce J. Avolio. “Ready or Not: How Do We Accelerate the Developmental Readiness of Leaders?” Journal of Organizational Behavior 31, no. 8 (2010): 1181–87.
Human Performance. “Fixed and Growth Mindset in the Workplace.” HumanPerformance.ie, August 29, 2024.
ILS Performance. “Growth Mindset Leaders Have More Engaged Teams.” ILSPerformance.com.
Planet Positive Change. “Building a Growth Mindset Culture of Feedback in High-Performing Teams.” November 6, 2025.
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ABOUT THE ROLE Reporting to the CEO, the Chief Equity Officer leads the strategic and visionary priorities of the Office of Equity. This includes building on and executing the district's Race and Equity Action Plan, which emphasizes fostering Diversity, Equity, and Inclusion (DEI), building diverse staffing, ensuring equitable educational opportunities, and increasing equity in operational and resource support. KEY RESPONSIBILITIES - Provide strategic leadership to the Office of Equity, ensuring the ongoing success of the Black Student Success Plan, Curriculum Equity Initiative, and other district goals - Manage the development and performance of the Office of Equity team - Partner with senior leaders and departments to embed equity into strategic plans and rigorously assess district policies - Establish key performance indicators and internal accountability measures, continuously analyzing equity data - Develop and monitor targeted strategies to eliminate student opportunity and achievement gaps - Implement comprehensive learning plans to increase cultural competence and address implicit bias among district staff - Collaborate with department leaders to develop professional learning resources for culturally sustaining curriculum - Drive strategic initiatives to increase diversity within the teaching force, leadership pipelines, and vendor contracts - Coordinate internal funds, external resources, and community partnerships to support equity initiatives - Serve as a district liaison to City Hall, community organizations, and external partners MINIMUM QUALIFICATIONS - Bachelor's degree from an accredited college or university - Minimum of 10 years of relevant professional experience in a leadership role developing and monitoring initiatives around diversity, racial equity, inclusion, or related work - Minimum of 7 years of supervisory experience - Experience leading a large complex organization and stakeholders to reach ambitious goals around major change management initiatives - Experience guiding the analysis of data and data-based inquiry to drive improvement - Experience coordinating and delivering professional development for internal and external stakeholders SPECIAL REQUIREMENTS - Master's Degree preferred - Experience in a school district, government, or non-profit organization in a major urban setting is highly preferred - Deep knowledge of research, principles, and practices around diversity, inclusion, and racial equity - Ability to engage stakeholders in challenging dialogue around racial identity, implicit bias, and systemic racism - Passion and urgency for addressing racial inequities and improving the lives of students and families - Must establish and maintain Chicago residency within 6 months of hire (Illinois residency required for all employees) SELECTION PROCESS Not specified in the job description HOW TO APPLY Not explicitly detailed in the text; applicants should apply through the Chicago Public Schools careers portal using Job Number 260000XO EMPLOYMENT DETAILS - Employer: Chicago Public Schools - Location: Central-42 W Madison St (Chief Equity Office) - Job Number: 260000XO - Position Type: Non-Union Position - Job Grade: S13 - Overtime Status: Exempt - Benefits: Comprehensive health coverage (medical, dental, vision, pharmacy, behavioral health), financial security (life and disability insurance, pension plans, 403b and 457b retirement plans), and work-life balance (paid leave, sick leave, vacation days, parental leave)
ABOUT THE ROLE The Boston Public Library is seeking a Chief of Library Services to serve as the senior executive responsible for the strategic direction and operational delivery of library services across the BPL system. Acting as a principal deputy to the President, this role leads the Library Services Division, including branch libraries, the Central Library, collections, digital services, and youth and adult services, fostering a culture of efficiency, innovation, and accountability. KEY RESPONSIBILITIES - Develop a comprehensive vision and strategic direction for all public services across the BPL system. - Provide strategic and operational leadership, directing departments to set and achieve goals. - Shape a forward-looking innovation agenda informed by emerging trends in libraries and education. - Develop an approach to outcomes and impact evaluation, establishing meaningful benchmarks. - Collaborate with the President and senior leadership on strategic planning and resource allocation. - Serve as a delegate for the BPL President when necessary. - Provide oversight and guidance on the management of departmental budgets. - Ensure equity, diversity, and inclusion are reflected in division priorities and operations. - Represent the BPL across local, state, national, and global communities. - Identify and champion strategic partnerships and serve as a liaison to the Boston Public Library Fund. MINIMUM QUALIFICATIONS - An advanced degree in Library Science from an ALA-accredited program. - At least seven years in senior leadership roles within public libraries or complex cultural or civic institutions. - Experience in a municipal urban public library, preferably in a union environment and a multi-level, distributed organization. - Thorough knowledge of public library services, current practices, and strategic plan execution. - Proven ability to develop and implement a strategic vision across multiple locations and departments. - Experience leading teams through organizational growth or transformation. - Experience setting and managing complex budgets in a fiscally responsible manner. - Outstanding written and oral communication skills with the ability to represent the organization effectively. SPECIAL REQUIREMENTS - Boston residency is strictly required. - Must successfully clear a City of Boston Criminal Offenders Record Information (CORI) check. - Further credentials in public administration, public policy, business administration, or education are desirable. - Experience in advocacy or government affairs is considered an asset. SELECTION PROCESS - Applications will be reviewed for minimum qualifications and senior leadership experience in public libraries. - Candidates will be evaluated on their strategic planning, budget management, and team leadership skills. - Final selection is strictly contingent upon passing a CORI check and verification of Boston residency. HOW TO APPLY 1. Visit the official Boston Career Center website or the Boston Public Library careers page. 2. Search for the position using Req ID 2026-31880 or the title Chief of Library Services. 3. Click the apply button to submit your application, resume, and cover letter online. 4. For questions regarding the position, contact adavis@bpl.org. 5. Ensure your application is submitted before the posting end date of October 28, 2026. EMPLOYMENT DETAILS - Employer: Boston Public Library - Department: BPL Director's Office - Position Type: Regular Full-Time - Hours per week: 35 - Union/Grade: PL2 / Non-Union/PM-9 - Posting End Date: October 28, 2026 - Equal Opportunity Employer: Yes
ABOUT THE ROLE The City of Boston Law Department seeks an experienced attorney to serve as the Legal Advisor to the Boston Public Schools. Reporting to the Corporation Counsel, this role provides critical legal counsel to the Superintendent, the School Committee, and senior staff. The Legal Advisor leads the Office of the Legal Advisor at BPS, managing a wide variety of legal matters including operations advice, civil litigation, educational plan appeals, and contract negotiations to support the district's mission. KEY RESPONSIBILITIES - Advise the Superintendent, School Committee, and BPS leadership on employment, contracts, procurement, school law, and real property matters. - Guide the implementation and drafting of new policies, procedures, and departmental methods. - Supervise an office of eight attorneys, paralegals, and staff in litigation, contract review, and advising. - Provide direct support for high-profile negotiations, complicated procurements, and RFPs. - Appear in federal and state courts on behalf of the City of Boston for high-priority cases. - Develop strategies for motions, trials, and settlements, and review attorneys' written work. - Oversee public records requests, subpoenas, student record requests, and discovery matters. - Implement standard contract and litigation processes to ensure compliance in spending public funds. - Conduct annual performance evaluations of direct reports. MINIMUM QUALIFICATIONS - Juris Doctor degree. - At least nine years of experience as a lawyer in a law firm or government legal office. - Significant civil litigation experience, including discovery and trial work. - Admission to the Massachusetts Bar and current active registration status with the Board of Bar Overseers. - Ability to organize, manage, and supervise litigation matters and a staff of attorneys. - Strong interpersonal and communication skills with a focus on detail and sound judgment. - Experience in education, employment, or government law is highly preferred. SPECIAL REQUIREMENTS - Boston residency is strictly required for this position. - Must be able to work a hybrid schedule. - Must possess the ability to exercise sound judgment and maintain accuracy and attention to detail in all legal matters. SELECTION PROCESS - Applications will be reviewed by the City of Boston Law Department for minimum qualifications and relevant legal experience. - Candidates will be evaluated on their civil litigation background, supervisory experience, and knowledge of education or government law. - Final selection will include verification of Massachusetts Bar admission and Boston residency. HOW TO APPLY 1. Visit the official City of Boston careers portal to locate the job posting. 2. Search for the position using Req ID 2026-31974 or the title Legal Advisor. 3. Click the apply button to submit your application, resume, and cover letter online. 4. For questions regarding the application process, contact Kristen Coveney at kristen.coveney@boston.gov. 5. Ensure your application is submitted before the posting end date of November 29, 2026. EMPLOYMENT DETAILS - Employer: City of Boston - Department: Law Department (Boston Public Schools) - Position Type: Regular Full-Time - Hours per week: 35 - Schedule: Hybrid - Union/Grade: Non-Union/MM2-15 - Posting End Date: November 29, 2026 - Equal Opportunity Employer: Yes