Quotes from Carol S. Dweck

Genius is not enough; we need to get the job done.

Don't judge. Teach. It's a learning process.

John Wooden, the legendary basketball coach, says you aren't a failure until you start to blame. What he means is that you can still be in the process of learning from your mistakes until you deny them.

Why waste time proving over and over how great you are, when you could be getting better?

I derive just as much happiness from the process as from the results.

The passion for stretching yourself and sticking to it, even (or especially) when it's not going well, is the hallmark of the growth mindset. This is the mindset that allows people to thrive during some of the most challenging times in their lives.

IF, like those with the growth mindset, you believe you can develop yourself, then you're open to accurate information about your current abilities, even it it's unflattering. What's more, if you're oriented toward learning, as they are, you need accurate information about your current abilities in order to learn effectively

Think about your hero. Do you think of this person as someone with extraordinary abilities who achieved with little effort? Now go find out the truth. Find out the tremendous effort that went into their accomplishment—and admire them more.

All kids misbehave. Research shows that normal young children misbehave every three minutes. Does it become an occasion for judgement of their character or an occasion for teaching?

remarkable thing I've learned from my research is that in the growth mindset, you don't always need confidence. What I mean is that even when you think you're not good at something, you can still plunge into it wholeheartedly and stick to it. Actually, sometimes you plunge into something because you're not good at it.

effort is what ignites that ability and turns it into accomplishment.

A no-effort relationship is a doomed relationship, not a great relationship. It takes work to communicate accurately and it takes work to expose and resolve conflicting hopes and beliefs. It doesn't mean there is no "they lived happily ever after," but it's more like "they worked happily ever after.

In fact, studies show that people are terrible at estimating their abilities.

Finding #2: Those with the growth mindset found setbacks motivating. They're informative. They're a wake-up call.

If you had to choose, which would it be? Loads of success and validation or lots of challenge?

Becoming is better than being." The fixed mindset does not allow people the luxury of becoming. They have to already be.

In fact, every word and action can send a message. It tells children—or students, or athletes—how to think about themselves. It can be a fixed-mindset message that says: You have permanent traits and I'm judging them. Or it can be a growth-mindset message that says: You are a developing person and I am interested in your development.

What on earth would make someone a nonlearner? Everyone is born with an intense drive to learn. Infants stretch their skills daily. Not just ordinary skills, but the most difficult tasks of a lifetime, like learning to walk and talk. They never decide it's too hard or not worth the effort. Babies don't worry about making mistakes or humiliating themselves. They walk, they fall, they get

People may start with different temperaments and different aptitudes, but it is clear that experience, training, and personal effort take them the rest of the way.

As growth-minded leaders, they start with a belief in human potential and development—both their own and other people's. Instead of using the company as a vehicle for their greatness, they use it as an engine of growth—for themselves, the employees, and the company as a whole.

If you're somebody when you're successful, what are you when you're unsuccessful?

Is there something in your past that you think measured you? A test score? A dishonest or callous action? Being fired from a job? Being rejected? Focus on that thing. Feel all the emotions that go with it. Now put it in a growth-mindset perspective. Look honestly at your role in it, but understand that it doesn't define your intelligence or personality. Instead, ask: What did I (or can I ) learn from that experience? How can I use it as a basis for growth? Carry that with you instead.

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.

a genius who constantly wants to upgrade his genius.