Create a Growth Culture, Not a Performance-Obsessed One


In this Harvard Business Review article, the authors argue that organizations should focus on creating a growth culture rather than a performance-obsessed one. They believe that a growth culture, which emphasizes continuous learning, development, and collaboration, can lead to better long-term performance and employee engagement.

The authors highlight three key takeaways that HR leaders should care about. First, they emphasize the importance of providing employees with opportunities for growth and development. They suggest that HR leaders should invest in training programs, mentorship initiatives, and job rotations to help employees learn and acquire new skills.

Second, the authors stress the need for HR leaders to foster a culture of psychological safety, where employees feel comfortable taking risks and making mistakes. They argue that a growth culture should encourage experimentation and learning from failures, rather than punishing or avoiding them.

Lastly, the authors highlight the importance of aligning performance management systems with a growth culture. They suggest that HR leaders should shift from a focus on individual performance to team performance, and from annual performance reviews to ongoing feedback and coaching.

Overall, HR leaders should prioritize creating a growth culture that promotes continuous learning, psychological safety, and team performance. By doing so, organizations can enhance employee engagement and long-term performance.