Grit makes managers able to predict how well someone will perform and if they will stay or leave.

• One can set clear goals and develop resilience when in the workplace.

• “Creating the right environment can help organizations develop employees with grit. (The idea of cultivating passion and perseverance in adults may seem naive, but abundant research shows that character continues to evolve over a lifetime.) The optimal environment will be both demanding and supportive. People will be asked to meet high expectations, which will be clearly defined and feasible though challenging. But they’ll also be offered the psychological safety and trust, plus tangible resources, that they need to take risks, make mistakes, and keep learning and growing.”

• Toby Cosgrove’s life and career exemplify the power of grit—passion and perseverance—in overcoming challenges and achieving success. Despite struggling with undiagnosed dyslexia and facing a lackluster academic record, Cosgrove’s determination led him to pursue medical school. He applied to 13 schools and was accepted by the University of Virginia.
  • His journey continued with a two-year tour as a U.S. Air Force surgeon in Vietnam, followed by the completion of his surgical residency and his entry into the Cleveland Clinic in 1975. Cosgrove’s passion for cardiac surgery fueled his remarkable career, during which he performed over 22,000 cardiac surgeries and pioneered numerous technologies, holding more than 30 patents.
  • Cosgrove’s grit is evident in his response to criticism during his surgical residency, where he was labeled the least talented individual. Instead of succumbing to discouragement, he embraced failure as a teacher, working tirelessly to refine his craft. He adopted a continuous improvement mindset, undertaking “innovation trips” worldwide to learn from other surgeons and enhance his techniques.
  • In 2004, Cosgrove became the CEO of Cleveland Clinic, facing a new set of challenges. Demonstrating his grit, he became a student of leadership, immersing himself in books on the subject and seeking guidance from experts like Harvard Business School professor Michael Porter. This willingness to learn and adapt showcased his perseverance and commitment to excellence.
  • Cosgrove’s use of grit extended beyond his surgical prowess to his leadership role. Recognizing the need for strategic evolution, he collaborated with Porter to redefine the organization’s strategy, emphasizing value creation for patients and competitive differentiation.
  • In essence, Cosgrove’s grit is evident in his relentless pursuit of excellence, his ability to turn setbacks into opportunities for growth, and his commitment to continuous learning and improvement. These qualities not only shaped his outstanding career as a cardiac surgeon but also prepared him for the challenges of leading a large healthcare organization.

• Managerial Standpoint: In our society, short-term entertainment and constant stimulation are becoming our daily expectations. We can see that in the increase of counterproductive workplace behaviors (one of the most common being going on social media). But grit is a gradual, long-term commitment of persistence and passion. Utilizing the methods to improve one’s grit may have a cyclical effect in the workplace. If employees can be exposed or guided to try new methods for how they go about their work (deliberate practice), not only could the quality of their work improve, but we may also see that as more time is spent focusing on one thing as opposed to as many things as possible, shortened attention spans could lengthen for an example. This in turn is ideal; people could spend more productive time at work, and so forth. But that part may need some passion. Passion is more intuitive, linked to emotion, and therefore a difficult factor to influence as a manager. An important part to remember here, though, is that managers have the important role of setting goals in organizations. When these goals are shared amongst employees, when employees have more say in the decision-making processes, and when they do “job crafting” (shaping their job tasks to fit their needs and values), the goals can become the ends to which grittier means are justified.
  • Learning how to operate as a team. Yes, it can be a headache, but having 2 plus brains is better than one. To be successful in team environment, you have to look at the bigger picture or the common goal
  • Take initiative 
  • Consistent evolvement for oneself and their environment
  • Communication
  • Recognition with not only the final outcome, but what it takes to get there