Understanding Hidden Beliefs That Limit Leadership
In a recent piece, Muriel M. Wilkins explored how certain entrenched beliefs can hold leaders back from taking decisive action. It’s a compelling viewpoint worth considering.
At some point, every leader runs into a barrier. They struggle with issues like scaling their operations and motivating their teams. Often, we tend to blame “external disincentives,” such as company politics or team dynamics. It’s usually easier to point fingers elsewhere, right? I could say I rarely identify the source of the problem within the group itself.
However, Wilkins, drawing on her two decades of coaching experience with numerous executives, emphasizes that the real limitations often come from within. She refers to these unproductive beliefs as “hidden blockers.” Why the secrecy? “These blockers are so deeply ingrained and habitual that most of us don’t even realize they exist,” she notes. “Yet, they influence our thoughts, feelings, and actions in profound ways.”
Among the seven beliefs she discusses, a few particularly resonate with many leaders I’ve encountered.
1. The Need to Be Involved
This belief suggests that leaders must oversee every detail at every level, which often leads to micromanagement. Micromanagement can create bottlenecks and slow down decision-making. Many justify this tendency by telling themselves that for things to be done right, they must do them personally. Sometimes, it’s just about wanting to maintain control.
2. The Certainty of Being Right
It’s common for leaders to think they are always the most knowledgeable person in the room. This mindset fosters the idea that they alone know the solution to current challenges. As Wilkins points out, this attitude can stifle collaboration and ignore valuable input, resulting in a lack of innovation. The longer someone holds a leadership position, the more pronounced this issue can become. It’s also essential to recognize that although you might have unique experiences, the knowledge of others can be incredibly valuable too.
3. The Fallacy of Uniformity in Performance
It’s tempting to assume that others should perform the same way you do. Thoughts like, “If I managed that in two hours, why can’t they?” can lead to unrealistic expectations. This belief not only sets up individuals for failure but can stifle their unique talents. To illustrate, if I evaluate a person’s capabilities by my own standards, I overlook what someone else can uniquely bring to the table.
So, how can leaders overcome these blockers?
1. Delegate Responsibility and Authority
Instead of needing to be involved at every step, leaders should delegate tasks along with the necessary decision-making power. Ideally, intervene only when truly required. Personally, I’ve learned that my input is most valuable when it relates to vision and values or in areas where I have significant experience. If it’s outside those boundaries, I often say, “I wouldn’t do it that way, but it’s your responsibility!” Surprisingly, even if it’s not done my way, outcomes usually turn out fine.
2. Embrace a Teachable Spirit
Rather than assuming you’re always correct, actively cultivate a mindset open to learning. Many leaders like to think they’re doing this already—they read extensively, listen to podcasts, attend conferences. However, it often seems like they process everything internally and emerge ready to announce their conclusions. Engaging with your team should focus on listening to their perspectives and collaborating, not just convincing them to support your point of view.
3. Appreciate Individual Uniqueness
Instead of measuring others by your own yardstick, aim to understand their distinct qualities and contributions. One approach to this is to consider personality assessments, like the Myers-Briggs Type Indicator or the Enneagram. Recognizing that most leaders may fall into specific types can illuminate the necessity of diverse personalities in a team dynamic.
Conclusion
Understanding and addressing these hidden blockers can empower leaders to develop more effective, supportive environments in which everyone can thrive.
