Smarties piss off most people, including but not limited to Satya Nadella. When Nadella took the helm of the software company a decade ago, he wasn’t afraid to make waves and push new hires to think differently.
He told us that Microsoft cannot rest on its laurels and must “remain humble, stay hungry, and exhibit a growth mindset.” of wealth Jeremy Kahn.
Stanford University psychologist Carol Dweck, the creator of the growth mindset, said in 2015 that those with a growth mindset “believe that their most basic abilities can be improved through dedication and Work hard to develop – brains and talents are just the starting point”. Contrary to fixed mindset, in which people believe their skills are innate or fixed qualities, or that “only talent creates success.”
Nadella doesn’t buy into the latter concept. In the ever-evolving world of technology, where artificial intelligence is changing the game, staying alert means sometimes being willing to dance, or go with the flow.
In fact, growth mindset has become the most popular buzzword among software companies this decade, leaping from every introductory psychology textbook to the speeches of Microsoft executives. Kahn writes that the shift from “know-it-all” to “know-it-all” is a defining part of Nadella’s message when it comes to the workplace culture he wants.
According to a blog post from the company, becoming a know-it-all at Microsoft requires embracing upskilling, and acquiring new skills is, if not impossible, if the company’s culture says “we’ve learned everything we can.” , is also very difficult.
“If you take two kids to school, one has more innate ability but is a jack of all trades. The other has less innate ability but is a jack of all trades.” Nadella in a 2019 podcast Said: “He who knows everything does better than the man who knows nothing. ” hello monday.
Scott Hanselman, Microsoft’s vice president of developer communities, explained that this is a sharp left turn from the culture before Nadella.
This change is reflected in the software itself. Hanselman said the tech giant has a reputation for forcing developers to use the company’s entire technology stack. There is less of a top-down approach these days, as developers can now choose certain features to implement and are asked to provide feedback on what they want to see more from the company.
“Celeste appreciates them; they are customers, and if they find it helpful and enjoyable, they will continue to use it,” he told Kahn.
Nadella isn’t the only one imploring employees to learn more. Microsoft Chief People Officer Kathleen Hogan explained in 2019 that implementing a new way of working was tentative at first. The narrative is, ‘This is good; this is good;’ ‘This is bad,'” she said. Rejecting this more rigid way of looking at things, she explains, “It’s very important for us to say, ‘This is how we have to evolve to be relevant in the future,’ rather than dismissive of the past. important.
As Nadella moves forward after a decade at the helm, he remains true to this philosophy of maintaining fluidity and constantly growing or changing.
