Leadership Is a Muscle

But how far does the tolerance for the growth mind-set go in the business world? Our concept of a leader doesn't allow for them to say things such as, "I don't know," or "Man, did we screw that one up." (Exhibit A, perhaps: David Neeleman's quick dethroning as CEO of JetBlue after such an admission.)

What if the leaders in your company were compelled to receive a few hours' training like those junior-high students? How would your business be different? You might put more dollars into training and less into selection. You might see more performance reviews that were really about coaching and development rather than sorting and evaluation. You might see leaders willing to take on riskier projects, in the spirit of a heavier bench press.

It would be fascinating to see whether a few hours of training in a powerful idea might move the needle on corporate income statements. If nothing else, it might create leaders with better math scores.

How you think about your skills--as fixed or growing--affects your success, no matter whether it's in sports or business.

1. Bob Nardelli
   He didn't adapt his GE-bred style for the more laid-back Home Depot and ultimately paid the price.
2. Manny Ramirez
   He's a brilliant hitter, but his cavalier attitude about spring training and practice keep him from being an immortal.
3. Anne Mulcahy
   She never intended to be a CEO, but her on-the-job learning helped her turn around Xerox quickly.
4. Tiger Woods
   His obsessive approach to bettering his game makes him without peer on the golf course.
5. David Neeleman
   The JetBlue founder is a true learning leader, but he may have cost himself his CEOship when he admitted his mistakes.

Read more Made to Stick columns

Chip Heath and Dan Heath are the best-selling authors of Made to Stick: Why Some Ideas Survive and Others Die. If you've been successful in efforts to reframe your mind-set or have other real-world examples you'd like to share, tell us about it.