A continuación, te explicamos cómo puedes cultivar una mentalidad de crecimiento en los empleados de las pequeñas empresas para adaptarlos al mercado.

In my experience, real growth happens when we let the team step outside their comfort zones. I set clear but challenging goals and remind them it's okay to stumble we learn and improve together. I celebrate effort, not just wins. That shift helped us stay flexible and innovative, even when the market changed fast.

Pour les petites entreprises, souvent à ressources limitées, l’état d’esprit de croissance est un atout stratégique. Notre intervention touche d’abord aux valeurs d’entreprise. Tout commence par la culture interne où l’erreur est apprentissage, les initiatives sont règles et l’évolution est la dynamique. Dans ce sens, nous réalisons au profit de nos clients des workshops et coachings qui permettent de: • Identifier et dépasser les croyances limitantes, • Valoriser les efforts comme les résultats, • Développer l’autonomie et la curiosité face au changement, • Construire des objectifs d’apprentissage clairs et motivants. Et le résultat: des collaborateurs engagés, proactifs et confiants dans leur capacité à relever les défis du marché.

Growth isn’t just about revenue or expansion—it’s about building a team that thrives, even in your absence. A team that is empowered, motivated, and aligned with the company’s vision doesn’t just execute tasks; they make meaningful decisions that drive success. When each member feels ownership and responsibility, the company doesn’t just grow—it evolves. Leadership isn’t about micromanagement, but about fostering an environment where trust, initiative, and collaboration fuel progress. Invest in your people, empower them to take action, and you’ll witness the kind of growth that goes beyond numbers—it’s growth that lasts.

Cultivating a growth mindset in small business employees is essential for market adaptation. Start by fostering an environment that encourages learning from failures rather than fearing them. Provide opportunities for professional development through workshops and training sessions. Recognize and celebrate individual and team efforts to innovate, reinforcing the idea that growth comes from experimentation. Encourage open communication, allowing employees to share ideas and feedback without judgment. Mentorship programs can also support this mindset. Lastly, instill a sense of ownership by empowering employees to take initiative in their roles, promoting a culture of continuous improvement and adaptability.

Este es un punto que veo constantemente, incluso en grandes empresas: la búsqueda continua del conocimiento solo florece en un ambiente propicio, impulsado desde el inicio por los líderes. Esto implica no solo motivar, sino también disponer de tiempo real para que los colaboradores aprendan según sus necesidades. Cuando esto no se cultiva de forma consistente, estas buenas prácticas se pierden… y la operación diaria termina por atropellarlas.

Foster an environment where employees see learning as an ongoing process, not just a reaction to change. Provide access to knowledge-sharing spaces, industry insights, and cross-functional collaboration to build adaptability.

Si la formation constitue indéniablement un levier fondamental pour favoriser l’apprentissage continu, elle ne saurait, à elle seule, répondre aux enjeux de transformation durable des compétences. Il convient d’y associer un accompagnement structuré, individualisé et inscrit dans la durée. Proposer aux collaborateurs un véritable parcours de développement – intégrant du mentorat, du coaching, des bilans réguliers ou encore des mises en pratique encadrées – permet d’ancrer les apprentissages, de renforcer l’autonomie et d’élargir leur zone de maîtrise.

Redefine feedback as a strategic advantage rather than a performance critique. Embed structured reflections into workflows to encourage growth, alignment, and engagement. Psychological safety is key here—employees must feel empowered to contribute and improve.

Reflection isn’t about blame. It’s about learning. Start by revisiting the goals: What did you set out to achieve? Did you meet those goals? If not, why? Be honest—but constructive. A simple framework that works: 1. What worked well? 2. What could be improved? 3. What will we do differently next time? Encourage each team member to share from their own lens—how they felt during the process, what challenged them, and what energized them. You’ll often uncover patterns in communication, workload distribution, or decision-making that can be improved in future collaborations. Use both individual and group reflections. Sometimes, what one person experienced wasn’t visible to the entire team. Create a space where all voices are hear

I see feedback as co-creation, not correction. When team members feel safe to reflect openly, we move faster together. I use a simple framework: What worked? What didn’t? What will we do differently? It builds trust, accountability, and alignment without fear. Feedback becomes part of the workflow—not a one-time event. And over time, it turns into something more powerful: shared learning.

Feedbacks constantes — e não apenas nas avaliações anuais — são essenciais. Em empresas menores, a proximidade entre equipe e liderança é um diferencial. Use isso a favor de uma comunicação aberta e construtiva. O feedback deve ser rápido, claro e sempre acompanhado de sugestões práticas de melhoria.

One of the best Leaders I’ve ever worked with had a “talking stick” hour every week. Everyone had a chance to talk, to respond, to collaborate or to challenge. Topics were decided beforehand during the prior week, and all commentary was captured to be reviewed. Such a great way to foster supporting communication and feedback within a team, focused on true perception and growth!

For your own benefit, celebrate every small growth or achievement you get!! It is good to receive recognition from others but being proud of yourself and conscious about it is essential. Remember that

TPM- Toxic Positivity Manager. This may seem like a very strange title, but having someone celebrate the small things (especially during challenging times: “yay team! We made it to Wednesday!!”) is one of the best ways to spread the positivity around and start to build momentum with celebrating actions.

Micro-recognition is powerful. Acknowledging small wins maintains momentum, strengthens morale, and reinforces behaviors that drive business resilience. Market shifts can feel overwhelming, but recognizing incremental improvements fosters sustainable growth.

Conflict in group work isn’t a sign of failure—it’s a sign of difference. And difference, when managed well, leads to better thinking, richer outcomes, and stronger teams. The first step in resolving conflict is acknowledgment. Don’t sweep tension under the rug. Address it early, with curiosity, not confrontation. Ask: “What’s making this feel challenging?” instead of “Who’s right or wrong?” Set the tone for open and respectful dialogue. Create a space where each person feels safe to express their perspective. Use “I” statements instead of “You” accusations as I felt overwhelmed by the deadline,” vs. “You didn’t do your part.

According to the study done by multiple sources there is always one factor which remains consistent and it is recognition and appreciation. Most people who are either paid less, not happy with company culture can be catered through successful recognition programs. This helps them to feel what they do is meaningful and tend to be highly motivated each day, do more and tend to stay longer with any organization.

Create spaces where employees can co-create solutions rather than just executing directives. Cross-team input allows for diverse perspectives, leading to more innovative and adaptable strategies. This also cultivates trust and ownership, which are critical during times of change.

Start by staying in touch intentionally. A simple “Thank you” message after the project goes a long way, especially if you acknowledge something specific they contributed. It signals that their effort mattered—and sets a positive tone for future interactions. Consider scheduling periodic check-ins. A message every few months asking, “What are you working on these days?” keeps the door open. You can also invite them to relevant events, webinars, or communities that align with their interests. Don’t let the relationship become transactional. Share wins, articles, or tools they might find useful even if there’s no “need” at the moment. These little touches show you’re thinking of them as a person, not just a contact.

Great ideas rarely come from one mind. I create opportunities where people can contribute, not just comply. In one project, cross-functional feedback unlocked a solution we hadn't seen for weeks. Collaboration, when real, brings out ideas we couldn’t reach alone. It also fosters ownership—because when people help shape the solution, they commit to its success. That’s how we stay agile and innovative.

Foster teamwork and knowledge sharing. When employees learn from each other, the collective mindset shifts towards growth. Example: Use cross-functional projects or peer mentoring programs

Em vez de apenas colaborar em tarefas, promova co-criação de decisões. Escolha um desafio real da empresa e convide a equipe para pensar junto a solução. Faça um “hackathon de uma tarde” com pizza e flipchart. Colaboração com propósito dá muito mais resultado.

At least weekly (and sometimes daily) I either make or mistake or I am asked a question to which I do not know the answer. When this happens, I take ownership of the mistake and move quickly to solve the problem and find the answer. As a leader, I share this information with my team members regularly, in staff meetings, one-on-ones and performance reviews. I discuss my mistakes and how I resolve them openly. It gives my team members permission to fail and reinforces that the key to growth is iteration, not perfection.

Based on my 10 years of experience in the corporate environment, I’d like to share a few points that I believe often hinder the creation of a growth mindset culture. These include the lack of follow-up from the HR team with managers and directors, poor application of compliance policies, and constant pressure to meet deadlines or deliverables that fall outside realistic timelines or established processes.

En mi experiencia he aprendido que como líderes estamos siempre bajo la lupa de los colaboradores y es importante modelar comportamientos que los incentiven y motiven al crecimiento continuo, a la escucha activa de retroalimentación que contribuya a mejorar día a día.

Particularmente me gusta hacer deporte, practico Triatlón. Lo valioso no es el deporte, es el aprendizaje, cuando hablas con los colaboradores y les muestras que por más duro que sea (el deporte - el trabajo), pero que teniendo un plan claro, trabajando en equipo, teniendo calma, esto aporta mucho a la gente, los colaboradores perciben de otra forma al líder, utilizar experiencias de vida para representar soluciones prácticas, es poderoso.

Leaders must model growth mindset behaviors—embracing challenges, asking for feedback, and showing commitment to personal development. Example: Share your own learning experiences and openly discuss mistakes and lessons learned.