In the fast-paced world of investment management, where success is often quantified by returns and rankings, a fundamental shift in mindset can redefine your edge. This is the first in a four-part series on self-improvement that sets the stage for my participation in CFA Institute Live 2025, where I will contribute to a discussion on building trust and managing expectations.
Research in sports psychology reveals that athletes who focus on self-improvement perform better than those who focus on outcomes. Ancient Stoic philosophers would agree. You can apply this principle to the practice of leading individuals, teams, and yourself.
There are two ways people experience engagement:
based on ego factors, such as how one ranks relative to peers, and
mastery factors, such as personal improvement.
It turns out that athletes perform better if they work toward self-improvement rather than focusing on the score and similar metrics. It’s the difference between a golfer whose goal is to impress others with a low handicap and another who aims to improve their swing — and derives personal satisfaction in doing so.
Both players want to improve.
Both players are highly motivated to win.
The difference is the why. Lee Crombleholme, a world-renowned pro golf coach, says:
“It’s not how much you’re motivated. It’s the underlying reason for your motivation [that matters].”
Crombleholme differentiates here between the ego and mastery mindsets. With the mastery mindset, we focus on what we can control, and our self-confidence improves, no matter the final score (the outcomes).
In the same vein, Mt. Everest expert Guy Cotter says climbers should make the journey, not the summit, the goal:
“It is as if people are interested only in the goal of having climbed Everest and not climbing Everest as a major achievement in their climbing career.”
I must admit that I’m more in the ego mindset camp. Let’s be transparent: I care about what my colleagues think of me and how much money I make. I think almost everybody does. But I’m trying to redefine my “why” toward the mastery side.
So, how can I become better at what I do for the sake of self-improvement?
That’s something I can control more easily than the opinion of others.
In my day job in money management, I stress about the performance numbers for our portfolios and the growth numbers for our business. There are good reasons why measurable goals are essential in the corporate world. We need to keep score, as far as I’m concerned.
But I also focus on what my team can control: our process. What makes us better investors? Should we change how we run meetings? Can we improve how we interpret financial and economic data? How do we maximize the impact of collaboration to enhance our investment decisions?
The business world is obsessed with data and “key performance indicators.” Generally, that’s a good thing, but it ignores the importance of mindset in driving performance.
Traditional goals focus on outcomes, while mastery goals focus on process. Both are effective. It’s important to set goals for process improvements. Shift your focus from what you can’t control—outcomes, opinions, or rankings—to what you can: the process, the effort, and the mastery. Whether you’re leading a team or climbing your own Everest, focusing on the journey will get you further than obsessing over the destination. And your mindset will determine if the climb feels meaningful or empty.
Sébastien Page, CFA, is the author of The Psychology of Leadership, forthcoming in April 2025. The book is available for pre-orders here: www.psychologyofleadership.net
