In leadership, success is often seen as a culmination of skill, determination, and experience. However, as leaders ascend the ranks, they often encounter a paradox: the very skills and behaviours that propelled them to success may now be the barriers preventing them from reaching their full potential. This leadership paradox highlights how self-awareness, adaptability, and an openness to challenging long-held beliefs are essential for leaders to break through unseen barriers and unlock new opportunities.
One of the most challenging aspects of leadership growth is recognising that the tools that brought success in the past may no longer be effective. Professionals often develop a set of habits and patterns that serve them well in their early careers. However, these same habits can become liabilities in higher leadership roles. For example, a leader who thrives on individual excellence and attention to detail may struggle when delegation and strategic vision become more critical. This is because higher leadership requires a shift from operational execution to strategic direction, a transition that necessitates the ability to empower others rather than focusing solely on personal performance.
Leaders are often trapped in an “unconscious commitment” to outdated ways of thinking and acting. These deeply ingrained assumptions create self-imposed limits, preventing them from achieving breakthroughs. Without intentional effort to reframe their thinking, leaders may find themselves in repetitive cycles of inefficiency and missed opportunities for innovation and growth.
The Peter Principle also illustrates this paradox. It suggests that in hierarchical organisations, employees tend to be promoted based on their success in previous roles until they reach a level at which they are no longer competent. This means many leaders find themselves in positions for which they are ill-equipped, and without adapting to the new demands, their effectiveness diminishes. This principle highlights why recognising and overcoming the leadership paradox is crucial for sustained success. Leaders must be proactive in their self-development, ensuring they continuously evolve their skills to match their increasing responsibilities.
To transition successfully into higher levels of leadership, individuals must confront and overcome the barriers that restrict their growth. These barriers are often psychological rather than technical. Leaders must examine their fixed beliefs about their identity, capabilities, and the nature of leadership itself. They must move beyond a results-driven mindset to a people-centric approach, where nurturing talent and fostering collaboration become as critical as achieving outcomes.
For instance, leaders who believe that control equals effectiveness may resist empowering their team, leading to burnout and disengagement. By shifting their mindsets to see empowerment as a strength rather than a weakness, they open themselves to new ways of solving organisational challenges. Leaders who foster a culture of trust and autonomy can unlock the full potential of their teams, driving higher engagement and innovation.
A practical framework for identifying and addressing limiting behaviours includes:
- Recognising and eliminating unhelpful habits such as micromanagement, resistance to feedback, and an inability to delegate.
- Seeking honest feedback from peers and employees to uncover blind spots.
- Developing new leadership behaviours that align with the demands of their evolving role.
- Cultivating emotional intelligence and communication skills to effectively inspire and guide teams.
- Embracing continuous learning and professional development to remain adaptable in a rapidly changing business environment.
I have observed this paradox play out in many of my numerous conversations and coaching sessions with leaders. Time and again, I have seen highly capable individuals struggle because they are holding onto past successes rather than adapting to the new demands of leadership. This reluctance to change often leads to frustration and stagnation, whereas those who are willing to embrace new perspectives and evolve can break through to new levels of leadership effectiveness. By developing a growth mindset, leaders can position themselves to navigate complexities and lead with resilience.
One of the most powerful insights is that leaders must challenge their “winning strategy”—the unconscious set of behaviours that have defined their success. While these strategies may have worked in the past, they can become barriers when new challenges arise. Leaders who fail to recognise this risk operating on outdated assumptions, stifling both personal and organisational progress.
Consider leaders who have always relied on being the smartest person in the room. While this trait may have earned them promotions, it may now create a culture where others feel undervalued and hesitant to contribute. By shifting their belief from “I must always have the right answer” to “My role is to cultivate the best answers from my team,” they unlock new possibilities for innovation and collaboration. Leaders who prioritise collective intelligence over individual expertise foster a more dynamic and inclusive workplace.
Small behavioural changes—such as active listening, expressing gratitude, and embracing feedback—can have a profound impact on leadership effectiveness. The ability to adapt and refine one’s leadership style in response to evolving challenges distinguishes great leaders from those who plateau.
The leadership paradox teaches us that growth requires unlearning as much as it does learning. Leaders who embrace this paradox understand that their greatest strengths may also be their greatest limitations. By cultivating self-awareness, challenging fixed beliefs, and embracing transformation, they can break through barriers that once seemed insurmountable. They must also be willing to step outside their comfort zones, experimenting with new approaches and seeking diverse perspectives to enrich their leadership capabilities.
Based on the experience of my clients, it is essential for existing leaders not to get stuck in their comfort zones. Leaders who fail to evolve risk stagnation, while those who actively work on their self-awareness and adaptability can continue to thrive. This work is not only critical for those already in leadership positions but also for people new to leadership roles and for our next generation of leaders. By fostering a mindset of continuous growth and transformation, we can ensure that leadership remains dynamic, effective, and relevant in an ever-changing world.
Ultimately, leadership is not about holding onto past successes but about evolving to meet the demands of an ever-changing world. The ability to reinvent oneself and see problems through a new lens is what separates good leaders from great ones. By embracing this paradox, leaders unlock their full potential and create lasting, meaningful impact in their organisations and beyond. Leadership is an ongoing journey, and those who remain open to learning and growth will be the ones who leave a lasting legacy.