We all tackle our work with different mindsets, which can be boiled down into two distinct categories: a learning mindset or a performance mindset.
You Might Be A Learner If
- You spend a good chunk of your own free time researching and learning about different topics, even if you can’t point to a tangible end benefit in doing so. You just enjoy it.
- You’re the one your team members, or even your boss, approach when they’re stuck or need more information. Why? They know you’re a fountain of knowledge.
- You find yourself feeling excited about problems, questions, or topics you don’t already understand, rather than feeling intimidated by them.
- You have a strong commitment to self-improvement and continued learning, regardless of if it’s required or not.
- You’re more likely to accept critical feedback, because it’s an opportunity to learn. One study gave participants a difficult test. When they were done, they were asked if they’d rather look at the completed tests of people who had performed worse than them, or of those who had performed better than them. Unsurprisingly, those with a learning mindset chose to look at the tests of those who had performed better. Despite the suckerpunch to their egos, it was a chance for them to see what they could have done differently.
- You’re more likely to retain knowledge for the long haul, because you aren’t just cramming it into your brain for an immediate and fleeting benefit. Another study engaged participants in a problem-solving task. But first, they were split into two groups: the mastery group (who were told that their goal was to develop their own knowledge) and the performance group (who were told that their goal was to demonstrate their ability against all of the other participants). Those in the mastery group didn’t perform as well in the immediate memory test, but they showed far better memory performance when they were assessed one week later.
- That near constant desire to learn and improve is admirable, but it can also be overwhelming, and even plain ol’ exhausting. In fact, the brain uses more energy than any other organ in the human body, accounting for up to 20% of our energy expenditures. Constantly placing demands on that noggin of yours can lead to burnout and even decreased performance.
In contrast to learners, performers are more motivated by recognition and praise. They aren’t in it just to learn something new - they get their sense of satisfaction from the hearty pats on the back they receive for doing so.
"A performance mindset involves being motivated toward gaining favorable judgements (or avoiding negative judgements) about one’s competence," explains that article for Harvard Business Review.
As you might guess, this lends itself more to extrinsic motivation, where you engage in a behavior because you’re seeking an external reward.
You Might Be A Performer If
- You feel the most satisfied when you receive positive feedback and recognition from the people you work with, whether it’s your boss or your colleagues.
- You’ll readily admit that you care a great deal about everybody else’s perception of you.
- You’re always looking for opportunities to teach and share your knowledge at work, mostly because you like being regarded as the one with all of the answers.
- You’re highly-conscientious about how your behaviors and actions are viewed by the people that you work with, because their perception means a great deal to you.
- You’ll experience better short-term learning. That same problem-solving study found that while people in the performance goal group didn’t have as great of long-term memory retention as those in the mastery goal group, they did perform better in the immediate memory test. So, if you’re in a position where you constantly need to learn and spit out new information, falling into the performer category can be a huge asset.
- Your desire to constantly seek the approval and praise of others can occasionally be fruitless and demoralizing. Not everybody is skilled at offering positive feedback. One Harvard Business Review study found that 37% of leaders don’t offer any positive reinforcement at all. If you're always counting on that external validation, you’re at risk of experiencing higher levels of dissatisfaction and frustration.
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