Whether you are a leader at a corporation, a high school teacher, or a parent, your success relies on your ability to help others grow and thrive.

Here’s the problem: many of us end up getting stuck, or even discouraging growth, because we simply don’t understand how growth – radical growth – really occurs. We favor immediate results, are repulsed by struggle, and often can’t bother to track incremental improvement,  so we develop an unconscious bias against the underperformers in our lives who “get in the way” of success. 

But the truth is, every one of us has powerful potential for growth, and the leaders who can unlock that growth have both a competitive advantage and a greater impact. Take a moment to imagine how much better the world would be if every person were performing better than they were yesterday.

Do you underestimate the growth and development of others? Take The Growth Bias Indicator to assess and then transform your ability to ignite growth in others.


1I can often visualize a person’s future success, even while that person is struggling.


2If someone is struggling, I enjoy figuring out why. 


3I consider myself a relatively quick judge of a person’s talent and/or skill in a given domain.


4I sometimes find myself letting people know that I believe in them more than they believe in themselves. 


5I find it draining when I see little progress in my own skill development, or that of others.


6Hearing that someone believes in me is inspiring, not stressful.


7I sometimes find myself thinking my failures are positive experiences in the long-run.


8I get energized when I see those who are struggling make growth, even if that growth is incremental. 


9I tend to think people should succeed at their duties quickly, or else those duties should be assigned to others.


10When a person is struggling with something, I find myself building a case for why that person should stop doing that thing altogether.


11If I don't suffer for my failure, I won't get it right the next time.


12I find it energizing to convince someone who’s down on themselves to be less so.


13Of the people in my life, the person whose growth I most want to better understand and encourage is:


14My current place of work is:


15My seniority level is:


16I have spent ______ in a managerial role.


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