The Performance Paradox

Chapter 1: The Performance Paradox

Big idea While it might seem counterintuitive, constantly performing does not improve our performance. The route to success is often not a straight line.

Anjali felt her palms grow sweaty every time her manager Salma asked, Can I offer some feedback?

No! She wanted to scream. I m already working as hard as I can!

Indeed, she was, and since joining the company, she d received positive feedback from managers and direct reports alike.

But she d never had a manager who was also so up-­front about areas where she could improve ­and it was usually the logistical components of her job, which she rarely had time to stay on top of. Anjali viewed herself as an attentive, hands-­on person who always put her customers first, and if she had to choose between taking a customer s call and updating the company s database, she d pick the phone call 100 percent of the time.

Talking to Salma made her feel like a kid again, like she couldn t get it right.

The next time Salma uttered that dreaded F-­word ­feedback ­and started offering suggestions on how she could do things differently, Anjali couldn t hold back. I m already working as hard as I can!

After a brief but painful pause, Salma smiled at her.

Anjali, no one wants you to work any harder. We want to figure out how we can make things easier for you.

Anjali had never thought about it like that ­she assumed all of the feedback was a veiled warning that her job was in jeopardy.

When the phone rang, Gino Barbaro always leaped to answer it.

If he saw a bartender or waiter reaching for the receiver, he would shoo them away; after all, this was his restaurant, his reputation, his name. At Gino s Trattoria, if he wanted something done right, he needed to do it himself.

That s how Gino approached pretty much everything at the restaurant. Each day his mind would bounce around to whatever needed to be done next ­taking orders over the phone, managing the

Eduardo Briceño is a global keynote speaker, facilitator, and guide supporting leaders cultivating growth mindset cultures. He is a Pahara-Aspen Fellow, a member of the Aspen Institute’s Global Leadership Network, and an inductee in the Happiness Hall of Fame. For over a decade he was the CEO of Mindset Works, which he cofounded in 2007 with Stanford professor Carol Dweck, Lisa Blackwell, and others. Earlier, he served as a technology investor with Credit Suisse’s venture capital arm the Sprout Group. Eduardo grew up in Caracas, Venezuela. He holds bachelor’s degrees in economics and engineering from the University of Pennsylvania, as well as an MBA and M.A. in education from Stanford University. Most important, he continues to enjoy lifelong learning every day.

The Performance Paradox is an essential read for fostering learning, performance, and a growth mindset. It skillfully shows you how to put your mindset into action as an individual and as an organization. This book will guide your journey toward building world-class competencies, resilience, and impact. Carol Dweck, bestselling author of Mindset

More than anyone I know, Eduardo Briceño has devoted himself to bringing academic research on mindsets into the everyday lives of learners of all ages. His passion and optimism are contagious, and in every interaction, I come away inspired. Angela Duckworth, New York Times bestselling author of Grit

I dare you to read The Performance Paradox without rushing to apply it. Mónica Guzmán, author of I Never Thought of It That Way

If you re tired of running in circles and not making any meaningful progress toward your goals, The Performance Paradox is the book you need to read. Marshall Goldsmith, PhD, New York Times bestselling author of What Got You Here Won t Get You There

A go-to playbook for developing thriving workplaces and lives . . . Whether you re starting your career, a contributing manager, or a senior executive, this book will equip you and your organization to write your story in a world of constant change. Chip Conley, bestselling author of Wisdom at Work

Eduardo Briceño offers invaluable insights and equips readers with the essential skills and techniques needed to embrace a growth mindset, find wisdom in mistakes, and understand the delicate balance between learning and performance. Kathleen Hogan, Chief People Officer of Microsoft