Over Your Skis
With the arrival of winter and snow in our part of the Rocky Mountains, I am reminded of the widely used skiing metaphor “Over your skis.” This describes a skier who leans too far forward, making them unstable and more likely to lose control or fall. Figuratively, it means taking on more than you can handle or getting ahead of yourself, usually in a risky way. 
When someone is “over their skis,” they might be pursuing something without the necessary skills, resources, or preparation and are at risk of failure because they have overestimated their capacity or moved forward too quickly without a solid foundation. For many, this scenario is avoided at all costs, but for others, being out over your skis isn’t seen as overreaching—it’s recognized as a natural part of taking on challenges that lead to growth. In her seminal book Mindset[1], renowned psychologist Dr. Carol Dweck explores different approaches to risk and growth, significantly transforming our understanding of learning and resilience. In this article, I will examine the two mindsets identified by Dweck and discuss how the praise we offer can influence the development of these mindsets. Additionally, I will integrate insights from Eve Poole’s Leadersmithing[2] to better understand the importance of mindset in leadership development.
Two Mindsets
Research spanning 30 years has led Dweck to the conclusion that our self-perception significantly influences how we lead ourselves and others. According to Dweck, this perception is shaped by one of two mindsets: fixed or growth.[3] A fixed mindset is the belief that abilities are innate and unchangeable, viewed as a finite quantity. Individuals with this mindset often need to establish and prove themselves constantly. They think that if intelligence, personality, charisma, and character are finite, they must demonstrate that they possess them in large amounts. It was also learned that those with a fixed mindset tend to avoid situations or challenges that might expose their flaws and call into question their intelligence or talent.[4]
Contrasted with a fixed mindset is a growth mindset, which believes that intelligence, abilities, personality, and character can be developed through effort, learning, and persistence. Individuals with a growth mindset embrace challenges, take risks, learn from failure, and value the growth journey.
Dweck’s research shows that mindset directly impacts motivation, resilience, and overall potential. Those with a growth mindset approach challenges as learning opportunities, which sets them on a path of continuous development. The experience of being “over your skis” becomes an invitation to modify, learn, and eventually become more stable in new terrain.
Problems of Praise
Carol Dweck’s research shows that many people are conditioned to embrace either a fixed or growth mindset from a young age. How we praise others, whether children or adults, can reinforce these mindsets. For example, praise highlighting innate qualities, such as “You’re so smart!” tends to foster a fixed mindset. In contrast, praise emphasizing effort, like “You worked so hard!” promotes a growth mindset.
Dweck found that praising talent or intelligence can create pressure to perform rather than learn. This can lead individuals to fear failure and avoid challenges. On the other hand, praise centered on effort and strategy encourages resilience, helping individuals learn to value hard work and persistence. This approach inspires them to pursue new challenges contributing to their learning and personal growth.[5]
Growth Mindset and the Craft of Leadership
Eve Poole’s concept in Leadersmithing suggests that leadership is a skill developed through practice and deliberate learning rather than an innate trait or a fixed quantity. Through her research, she can offer practical leadership development strategies for individuals to grow their leadership abilities. She identifies that while some may have natural leadership traits, everyone can develop leadership abilities.[6] Poole’s approach aligns with the growth mindset. By framing leadership as a craft, Poole argues that skills can continually be improved, which reflects the growth mindset’s core idea that abilities can be developed.
Poole emphasizes learning through “Critical Incidents,”[7] which aligns with Dweck’s findings on the importance of growth-oriented praise. Leaders are encouraged to experiment, fail, and learn from their experiences to become more resilient and capable. Similarly, individuals praised for their effort are more willing to take on challenges.
Takeaways
Cultivating a growth mindset is possible, but it is a journey. Dweck argues that we can all embark on this journey, but we must acknowledge that we possess both a fixed and a growth mindset. It’s important to recognize what triggers your fixed mindset and understand its effects once triggered.[8] We can learn to adopt a growth mindset, even when faced with challenges. It’s essential to recognize what triggers our fixed mindset. Similar to Poole’s concept of “Critical Incidents,” we should encourage ourselves and others to tackle complex tasks and learn from the experiences they offer.
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[1] Carol Dweck, Mindset: Changing the Way You Think to Fulfil Your Potential, (London: Robinson, 2017).
[2] Eve Poole, Leadersmithing: Revealing the Trade Secrets of Leadership (London: Bloomsbury Publishing, 2017).
[3] Dweck, Mindset, 6-7.
[4] Dweck, Mindset, 71.
[5] Dweck, Mindset, 72.
[6] Eve Poole, Leadersmithing, 2.
[7] Eve Poole, Leadersmithing, 10.
[8] Dweck, Mindset, 261-262.
About the Author
Chad Warren
A husband, father, pastor, teacher, and student seeking to help others flourish.17 responses to “Over Your Skis”
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Chad, what are ways you have been able to cultivate a growth mindset with your leadership staff and congregation?
Kari, thank you for your question. I have been considering you question, and based on Dweck’s research, I will try to cultivate a growth mindset among my leadership team and congregation, I will focus on four key strategies:
1. Encourage Open Communication: I will foster an environment where everyone feels free to share ideas and feedback, enhancing our culture of learning.
2. Promote Ongoing Education: We are committed to supporting personal and professional development through funding opportunities.
3. Model Resilience: By sharing my experiences with setbacks and successes, I will show that challenges can lead to growth.
4. Foster Experimentation: I will support innovation and embrace the possibility of failure, encouraging new approaches and learning from them.
Chad,
Thanks for your post. How might you be “over your skis” at the moment? Is there something particular?
Adam, I currently feel over my skis with a new men’s ministry effort. I am using some of my NPO research to develop a way to engage men in my church and the broader community.
Hi Chad, Thanks for your post. Have you recognized areas in which you tend toward a fixed mindset? How do you respond in order to break free toward growth? Or, what might you suggest to someone else in a similar situation.
Julie, thank you for your insightful question. I was fortunate to grow up in an environment that actively encouraged a growth mindset, which is why I rarely find myself in a fixed mindset. However, I have found that during periods of fatigue or stress, I am more susceptible to experiencing that fixed mindset. I know when I am triggered toward’s a fixed mindset I need rest or a break.
Thank you for your post, Chad.
Have you experienced a situation that illustrates how fixed mindset and growth mindset differ in terms of how individuals perceive their abilities and respond to challenges?
Shela, thank you for your question. If I understand you correctly, I observed a team project where two members faced setbacks. One had a fixed mindset and viewed challenges as reflections of their abilities, leading to discouragement, withdrawal, and blaming others. In contrast, another member demonstrated a growth mindset, seeing setbacks as opportunities for learning. This individual sought feedback, adjusted their approach, and significantly contributed to the project’s success.
Hey Chad! Thanks for sharing. I love Eve Poole’s book; it was one of my favorite reads! As pastoral leaders, we often use fixed mindsets to protect us in managing expectations. What was one of the times you recognized in your own ministry a fixed mindset that led to a shift towards a growth mindset?
Daren, thank you for your question. I remember several years ago, when I was a camp director, I had a fixed mindset rooted in a fear of failure. This mindset made it difficult for me to accept mistakes, both in myself and in my leadership team. My mentor at the time challenged me, helping me see the impact my mindset was having on camp. He encouraged me to adopt a mindset that allowed others to innovate and grow through their mistakes.
Chad, I’ve been over my skis many times, perhaps all the time. The ride is thrilling, until I crash. Usually this is because I’ve just taken on too much growth. How do we help pastoral leaders balance this “growth” mindset with a sustainable approach to life/ministry?
Graham, thank you for your question. I believe the essence of your inquiry relates to rhythm and pace. Incorporating rhythms of rest and reflection into my weekly schedule by creating intentional breaks helps me significantly. Assisting leaders in managing these aspects is crucial for fostering a growth mindset and preventing burnout.
Hi, Chad, thank you for your post, though I read both books, I still learn something new from your post. For the mindset, would you say that in order to move forward from ‘fixed mindset’ to ‘growth mindset’ one must embrace new challenge?
Noel, thank you for your question. I believe Dweck’s research supports the idea that embracing new challenges is essential for progressing with a growth mindset.
Thank you.
Chad! I’m a snowboarder, I can’t relate to these skiing illustrations 🙂 Thanks for the blog. How can leaders intentionally create environments that encourage risk-taking and learning from failure? From your experience, what strategies have you used to foster a growth mindset in your teams?
Glyn, based on Dweck’s research, leaders can create environments that encourage risk-taking by first, celebrating effort, not just outcomes. It is important to recognize efforts toward innovation and learning, regardless of the results, as this reinforces the value of taking risks. Additionally, leaders should give team members permission to fail and encourage them to set challenging goals that intentionally stretch their capabilities. Finally, promoting reflection is essential. After projects, hold debrief sessions to discuss successes, challenges, and areas for improvement, fostering a culture of continuous learning.