The Mindset of a Growth Company: A Preview from The Four Forces of Growth
After years of researching, writing, rewriting and rewriting again, I’m thrilled that my new book, The Four Forces of Growth (working title), is launching this fall. Early reviews have been strong — but more importantly, it’s already sparking powerful conversations with CEOs and leaders.
And these conversations? They’re not just about strategy or tools. They’re about something much more fundamental: mindset.
At its core, The Four Forces of Growth helps leaders notice the shifts in their own thinking — moments when they’re operating from a genuine growth mindset, and moments when they quietly (but powerfully) slip into patterns that stall growth.
The Uncomfortable Truth
Most leaders say they want growth.
Most companies aspire to grow.
But somewhere along the way, something shifts.
Without even realizing it, leaders start making choices that prioritize safety over possibility, familiarity over boldness, and certainty over opportunity. The result? Growth stalls — not because the opportunities disappear, but because the thinking behind the decisions changes.
In the book, I call this phenomenon spatial disorientation — a term borrowed from aviation, where a pilot can lose their sense of direction and not even realize they’re veering off course. The same thing happens in business. And unless leaders recalibrate, they risk keeping their companies safely on the ground — protected, predictable, but not growing.
The Growth Mindset Pattern
The growth mindset I see in high-growth leaders is surprisingly simple — but not easy:
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- They act, even when risk is present.
- They lean into uncertainty, rather than waiting for perfect clarity.
- They stay focused on possibility, even when problems are pulling at their attention.
- They understand that courage isn’t the absence of fear — it’s moving forward in spite of it.
Conversely, leaders who stall often fall into what I call problem thinking — consumed by what’s broken, what’s missing, or what could go wrong. They hunker down, cling to the current model, and wait. Ironically, many of these leaders were once bold risk-takers — but over time, experience, pressure, and even success itself can lure them back into the comfort of the familiar.
The Growth Quadrant Model
In The Four Forces of Growth, we map this out simply:
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- Growth happens when your mindset is focused on opportunity and you act with courage.
- Improvement happens when you’re focused on problems, but still act with courage.
- Analysis shows up when fear keeps you stuck with problems.
- Agony is when you see problems, but fear prevents you from acting.
Problem-solving is still important. But growth requires a different altitude of thinking. You have to train your brain to stay oriented toward opportunity, even when problems are shouting for your attention.
A Real-Time Example: AI
We’re seeing this in real time with AI. Some leaders are frozen by fear, risk, and complexity. They see nothing but disruption and threat. Others — often the same leaders at different moments — are energized by the scale of the opportunity AI presents.
Same world. Same facts. Completely different mindset.
The Mind Controls the Model
And this is the central point I want to make — and what I emphasize with every leadership team I work with:
If you can’t get your brain into growth frequency, don’t bother working on strategy, people, or financials.
You’ll unconsciously build everything to protect what you have, instead of creating what could be.
Challenge:
Before you craft your next strategic plan or hire your next leader, ask yourself:
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- Am I seeing the full set of opportunities?
- Am I willing to take bold, imperfect action?
- Is my mind in growth altitude — or am I playing it safe?
That single choice — where you allow your mind to operate — might just be the most important leadership decision you make this year.
Resources:
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