How Xerox Re-Ignited Motivation and Performance With a Growth Mindset Culture
Situation
In the early 2000s, Xerox faced declining market share, internal disengagement, and a culture of fear-driven performance.
Employees reported feeling pressured to avoid mistakes, departments worked in silos, and innovation slowed down dramatically.
Motivation was low because the culture rewarded proving yourself, not improving yourself — the classic fixed mindset trap.
Intervention
Under CEO Anne Mulcahy, Xerox embraced Growth Mindset principles, shifting from a fear-based approach to a learning-driven one.
Key cultural shifts included:
Intervention #1: Removing the “don’t fail” pressure
Leaders openly shared their own failures.
Teams were asked to reflect on learnings rather than blame.
Intervention #2: Applying feedback in a Growth Mindset way
Celebrating progress, not just outcomes
Managers were trained to give process-focused feedback (“What did you try? What did you learn?”).
Intervention #3: Creating ownership and autonomy
Decision-making moved closer to teams.
Employees were encouraged to experiment and bring forward ideas earlier.
Reframing challenges as growth opportunities
Intervention #4: Communication strategy shifts
The company’s turnaround strategy was communicated as:
“We will grow together by learning together.”
Impact and Result -as documented by Prof. Carol S. Dweck- within a few years:
✔ Market share stabilized
✔ Employee motivation increased
✔ Innovation accelerated
✔ Share value grew significantly
Xerox became one of the strongest real-world examples of how a Growth Mindset culture directly improves motivation, engagement, and business performance.
Why This Story Matters
It shows that motivation is not an HR project.
It is a cultural outcome of how leaders talk, give feedback, and respond to mistakes.
Companies don’t lack talent — they lack the mindset that allows talent to flourish.
