FEATURE ARTICLE

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Discover the most common leadership missteps that show up under stress, how even well-intentioned leaders fall into them, and what it takes to avoid these patterns when the pressure is on.

They try to do too much, too fast

These leaders spring into action without prioritizing. They start initiatives quickly, push for progress, and energize the group—yet often without full alignment or strategy.
You’ve likely worked with someone who launched a bold change effort before critical voices were heard—only to pull back when execution faltered.

The impact: Teams feel confused and burned out. Momentum stalls, and trust is eroded.

They become rigid and overly controlling

In the face of change, some leaders respond by tightening their grip. To maintain a sense of control, they micromanage—clinging to details, resisting input, and centralizing decisions out of fear that things will unravel.
You can probably imagine working with someone who, during a period of transition, reviewed every message and presentation—slowing the team to a crawl in an effort to keep things “on track.” 

The impact: Innovation stalls. Engagement drops. Progress grinds down under the weight of control.

They act like they always have the right answers

These leaders try to appear confident—but end up steamrolling others. They lead with firm declarations and rarely invite other viewpoints.

Think of someone who always seemed to have the ‘right’ answer, even when conditions were shifting fast.

The impact: People stop contributing. Collaboration fades, and blind spots grow.

They avoid risk at all costs

Rather than face discomfort, these leaders defer. They delay action, sidestep conflict, and let ambiguity linger too long.

You’ve likely seen someone hesitate to make a needed shift—until the window of opportunity closed.

The impact: Uncertainty deepens. Teams feel stuck, and morale dips.

They try to please everyone

These leaders avoid saying no. They sugarcoat messages, avoid tension, and spread themselves too thin trying to keep the peace.

Imagine working with someone who agreed to every new request—leaving the team juggling unrealistic priorities.

The impact: Confusion and resentment rise. Accountability fades.

They chase attention, not outcomes

Some leaders become overly focused on how they’re perceived. They seek validation, protect their image, and put visibility over value.

You’ve likely encountered someone who used uncertainty as a personal opportunity and stepped in for recognition—not because the team needed them. 

The impact: Trust erodes. Teams feel used rather than supported.

Self Awareness Is the First Step

These patterns don’t usually appear overnight. They show up subtly—one reaction at a time—especially when leaders are under stress in the face of change and volatility.

What people often think of as “bad leadership” is more accurately an imbalance between key leadership skills. A strength applied too forcefully. A tendency left unchecked. The result is a leadership approach that over-corrects and underdelivers.

We’ve seen this with optimism unchecked by realism. Ownership without delegation. Proactivity without reflection. Leaders aren’t inherently one-sided—but without awareness they can be easily pulled off center.

That’s why self-awareness is so critical. The best leaders aren’t perfect—they’re observant. They monitor their tendencies, especially when the future can’t be fully known, and adjust accordingly. They learn to calibrate their strengths rather than default to extremes.