After more than thirty years of coaching and advising senior executives, I have seen a handful of patterns appear again and again. They are not signs of poor leadership. These are strong, capable people who simply hold on to beliefs that once helped them succeed but now hold them back. These beliefs limit their growth, their teams, and sometimes their entire organization.
A recent article in Harvard Business Review confirmed many of the same themes I have seen for decades. It identified seven “hidden blockers” that quietly shape how leaders think and act. I agree with all of them and would add a few more of my own.
Here are the seven that the HBR article highlighted.
1. I need to be involved.
The belief that you must be part of every decision and every detail. It comes from wanting to stay informed and ensure quality, but it often leads to micromanagement and slow decision-making. Leaders who hold this belief struggle to scale because everything must go through them.
2. I need it done now.
A sense of urgency can be healthy, but constant urgency creates exhaustion. It pushes people to rush rather than think, and speed replaces strategy. The result is rework, stress, and a team that burns out rather than builds momentum.
3. I know I’m right.
Confidence is essential in leadership, but when it turns into certainty, collaboration disappears. The best leaders stay curious. They listen carefully, seek other views, and make it safe for people to challenge their thinking.
4. I can’t make a mistake.
The drive for excellence easily turns into perfectionism. Leaders with this belief hesitate to decide until every variable is known. They become so focused on avoiding mistakes that they slow progress and miss opportunities.
5. If I can do it, so can you.
This belief is rooted in high standards, but it often leads to frustration and disappointment. People bring different skills, experiences, and motivations. Expecting them to perform exactly as you do limits their growth and damages trust.
6. I can’t say no.
Leaders who always say yes eventually say yes to the wrong things. They spread themselves too thin, blur priorities, and model unsustainable behavior for their teams. Saying no to the unimportant is what allows you to say yes to what matters most.
7. I don’t belong here.
Imposter syndrome shows up at every level, even in the C-suite. Leaders doubt their right to be in the room, and that quiet insecurity limits visibility, confidence, and communication. The truth is that you belong wherever you bring value.
Each of these beliefs begins with the right intention, but taken too far, they undermine effectiveness. The good news is that once you recognize them, you can replace them with better, more productive beliefs.
In my own work, I have seen several additional beliefs that also hold leaders back.
1. “I have to have all the answers.”
This belief often starts early in a career when success depends on technical expertise. As responsibilities expand, it becomes impossible to know everything. Effective leaders create an environment where the best ideas can surface and the entire team contributes to the solution.
2. “I can’t show vulnerability.”
Many leaders believe they must project constant confidence. They think admitting uncertainty will erode credibility. In reality, it builds trust. When you are open about what you do not know and ask for input, you show confidence in others and strengthen relationships across the organization.
3. “People should be motivated like I am.”
This belief creates endless frustration. People are not wired the same way. Some value purpose, others value stability or recognition. Leadership means learning what drives each person and linking that motivation to the work. You cannot inspire everyone in the same way.
4. “Culture takes care of itself.”
Culture never runs on autopilot. It grows in whatever direction leaders allow it to grow. Every meeting, message, and decision shapes it. Strong leaders design their culture intentionally and protect it consistently.
5. “I will focus on people once performance improves.”
That logic is backwards. When leaders focus on their people first—coaching, listening, and showing genuine care—performance improves naturally. When people feel respected and supported, they give more of themselves to the work.
All of these beliefs share a common pattern. They begin as strengths, but when carried too far, they become weaknesses. Recognizing that shift is one of the most important steps in leadership maturity.
Every leader has blind spots. The goal is to see them clearly, question them honestly, and replace them with beliefs that help both you and your people grow.
I recently built a new landing page highlighting my updated sessions, created with association leaders in mind, but filled with insights that apply to any organization or business.
These programs focus on the future of leadership, building strong cultures, and executing strategy with clarity and discipline. I was honored to share this material at the ASAE Conference, where I was also inducted into the Speakers Hall of Fame.
