Growth Mindset, Feedback, and the Conversations We Avoid

For many managers, feedback is one of the hardest parts of the role.

Not because they don’t care.Not because they lack insight.But because they’re busy, under pressure, and acutely aware that words can land in unexpected ways.

I work with many capable, well‑intentioned managers who know a conversation needs to happen, yet still find themselves postponing it. Often with good reasons. The timing isn’t right. The person is sensitive. The workload is heavy. There’s already enough going on.

Over time, however, what begins as kindness can quietly become a constraint.

When feedback is delayed or avoided altogether, people don’t stand still. They fill the gaps themselves. Assumptions are made. Confidence wobbles. Frustrations surface sideways. And managers often carry more emotional weight than they realise.

From a growth mindset perspective, this matters.

A growth mindset isn’t about being endlessly positive or delivering feedback perfectly. It’s about seeing learning as ongoing, imperfect, and shaped through honest reflection. Feedback, when handled well, becomes one of the most powerful tools we have for development, alignment, and trust.

The challenge is that feedback sits at the intersection of performance, identity, and relationship. Different personalities experience it very differently. Some want directness and clarity. Others need time, context, and reassurance. Some managers avoid conflict instinctively. Others are comfortable being forthright but struggle with empathy.

There is no single “right” way to give feedback.

What matters more is the intent behind it and the mindset with which it’s approached.

Managers who adopt a growth mindset lens tend to:

• Frame feedback as information, not judgement

• Separate behaviour from identity

• Stay curious about how their message is received

• Invite dialogue rather than deliver verdicts

Equally important, they pay attention to how they receive feedback themselves. Leaders who model openness, reflection, and willingness to learn make it safer for others to do the same. Over time, this shifts feedback from a feared event to a normal part of how the team grows.

The real risk isn’t getting feedback “wrong”. The real risk is silence.

Silence leaves people guessing. It limits learning. And it often creates more discomfort in the long run than a thoughtful, human conversation ever would.

For busy managers, the aim isn’t to add another thing to the to‑do list. It’s to build confidence in having useful conversations, even when they feel uncomfortable. Conversations grounded in respect, curiosity, and the belief that people can grow.

Growth mindset doesn’t remove the difficulty of feedback.

It gives us a better way to step into it.

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Kinetic People Development partners with professional services firms, particularly in the legal sector, to support meaningful mindset and behavioural change. We work closely with leadership to understand their strategic direction, current challenges, and capability gaps, and then design development programmes that help individuals and teams think, perform, and lead differently.

Drawing on workplace psychology and principles from elite sport, we deliver a blend of in‑person and online experiences that build confidence, clarity, and sustainable performance. Not just skills for the moment, but change that sticks.