At C Wire, we believe that mindset isn’t just personal — it’s cultural. It’s not something you tick off in a training session or print on a poster. It’s how we show up, how we lead, how we give feedback, and how we build the future together.
This spring, we took our team to Mallorca for an off-site not just to realign on goals, but to invest in the most important part of our company: our people. One of the core themes we explored was the Growth Mindset — a concept popularized by psychologist Carol Dweck, but often misunderstood or reduced to a motivational slogan. We wanted to go deeper.
Growth Mindset ≠ Blind optimism
First, let’s get clear on what a growth mindset isn’t. It’s not just being positive. It’s not about pretending everything is possible if you just “believe hard enough.” That’s toxic positivity, not resilience.
Instead, a growth mindset is about understanding that abilities — whether technical, creative, or interpersonal — are not fixed traits. They can be developed through effort, smart strategies, and input from others. It’s about embracing the process of learning, not just the outcome.
Possibility thinking
We kicked things off in Mallorca with a session on Possibility Thinking. We asked: What if we temporarily suspended the belief that something isn’t feasible? What new ideas would emerge if we weren’t bound by our own assumptions?
Some of the most interesting ideas for product development, internal tooling, and customer engagement emerged from simply changing the question from “Can we do this?” to “What would it take?”
This reframing isn’t about naivety. It’s about recognizing how quickly our thinking can become limited by perceived constraints — when those constraints might actually be outdated or self-imposed.
Growth in practice
Our second session was more practical. We explored how a growth mindset shows up in day-to-day work — especially under pressure.
- How do we respond when a campaign fails?
- How do we give feedback that helps people improve, rather than retreat?
- How do we lead teams in uncertainty?
We introduced a simple but powerful tool: the SBI feedback model (Situation-Behavior-Impact). It helps us stay objective and constructive when giving feedback, creating the psychological safety required for learning. Because in a growth-minded culture, mistakes aren’t just tolerated — they’re treated as data for iteration.
Building a feedback culture
Finally, we tackled one of the most challenging — and rewarding — aspects of a growth mindset: giving and receiving feedback. It’s easy to say we want to grow. It’s harder when someone points out exactly where we can improve.
But this is where real transformation happens. A company that gives clear, kind, and regular feedback will outlearn and outpace one that avoids hard conversations.
We practiced delivering feedback using real examples and modeled the vulnerability it takes to receive it without defensiveness. Our goal was to normalize feedback as a gift — not a threat.
Why this matters now
In an industry moving as fast as digital advertising — with AI, privacy, and market fragmentation reshaping the rules — the companies that will thrive are not the ones with all the answers. They’re the ones that learn fastest.
And learning isn’t just a function of individual talent. It’s a function of team culture.
At C Wire, we’re not just building the first cookieless Ad Platform fully powered by AI. We’re building a company that adapts, experiments, and grows as fast as the market demands. Our time in Mallorca reinforced that mindset isn’t fluff. It’s a competitive advantage.
Let’s stop talking about “culture” as a static thing and start treating it like what it is: an ongoing project. Just like people, it grows when you invest in it.
