Digital Community

IDS 104 Module Two Journal

A growth mindset means understanding that effort, curiosity, and the right tools allow you to learn and grow. A growth mindset isn’t a scarce nor limited mindset. It is knowing that with the right tools and the belief that it is possible to achieve most things. People who say “I am who I am” often operate from a fixed mindset. Not striving for more or better themselves keep them in a fixed mindset and limit their potential. I developed a natural growth mindset not because someone told me I could be better, but because my parents taught me to think objectively and stay open to new ideas. They encouraged me to examine my own thinking, which helped me grow into someone who believes in continuous improvement.

That mindset was tested when I became an ambassador responsible for welcoming and training new associates. Within the first two months, I thought I could easily predict who would succeed and who wouldn’t. I focused my energy on the associates I believed had potential, and I quietly disengaged from the ones I viewed as “undesirable” — those who arrived late, asked for unscheduled breaks, or showed little interest in learning the processes. My manager noticed my attitude and challenged me to support everyone equally and see what happened. That challenge forced me to confront my own bias. I was applying a fixed mindset to the very people I was supposed to help grow. When I shifted my approach, I discovered something surprising. The associates who struggled not because of effort but because of unfamiliarity or language barriers thrived when given the right tools. I arranged a translator during building tours and training sessions. I created badge-sized cards with common Amazon jargon and definitions so they could quickly reference unfamiliar terms. With support, structure, and patience, these associates excelled far beyond what I initially expected. That experience taught me that a growth mindset isn’t just something you apply to yourself but it’s something you extend to others. People often need guidance, clarity, and encouragement before their potential becomes visible. When leaders assume someone “won’t make it,” they close the door before the person ever has a chance to walk through it.

When I become a manager, I naturally gravitate toward associates who may not know much about the process yet but show a genuine willingness to learn. I’ve found that this group consistently outperforms workplace veterans who have the experience but lack the desire to grow. Some of the strongest teams I’ve ever built were the ones I trained from the ground up not the ones I inherited. Over time, I shaped my management style around people focus and a growth mindset. I learned that potential isn’t defined by what someone already knows, but by their openness, effort, and attitude. When I invest in people who want to learn, they rise. When I create an environment where growth is expected and supported, the entire team performs better.