Every leader has one. The challenge, by definition, is that you can’t see it.
I was working with a CEO recently who was frustrated.Sales had leveled off. Projects seemed to take longer than they should. Her leadership team wasn’t making decisions without her, and she felt like she was carrying the entire company on her shoulders.
She had several theories about what was wrong.
- “Maybe it’s the economy.”
- “Maybe we don’t have the right people in place.”
- “Perhaps everyone is afraid to make decisions.”
Instead of offering advice, I started asking questions.
- “Tell me about your leadership meetings.”
- “How are decisions made?”
- “What happens when someone brings you a problem?”
As we talked, a different picture began to emerge. Her team wasn’t incapable of making decisions. They had simply learned over time that every important decision eventually came back to her. Without realizing it, she had trained them to wait. She wasn’t trying to micromanage. She genuinely wanted to help. But every time she stepped in with the answer, she unintentionally reinforced the idea that she was the only one who could solve the problem. That was her blind spot.
We all have them
One of the biggest myths about leadership is that experience eliminates blind spots. It doesn’t. In fact, I think the opposite is often true. The more successful we become, the easier it is to rely on the habits and assumptions that got us there in the first place. Success builds confidence. But it can also make us less likely to question our own behaviors. One of my favorite expressions is:
“You can’t read the label when you’re inside the bottle.”
When you’re living your business every day, it’s incredibly difficult to see your own patterns. You’re simply too close to them.
Why blind spots become bigger over time
As leaders grow, something interesting happens. Fewer people are willing to tell them the truth. Employees may not want to disagree with the boss. Some don’t want conflict. Others assume, “She already knows.” So instead of honest feedback, leaders often receive agreement. Or silence. Neither is particularly helpful. The other challenge is that businesses evolve. The leadership style that worked when you had 20 employees may not work when you have 120. The habits that helped you build the business may actually limit its future growth.
The blind spots I see most often
Over the years, I’ve noticed that blind spots are rarely about intelligence. They’re about perspective. I’ve worked with leaders who believed they were empowering their teams when they were actually micromanaging. Others thought they were communicating clearly, but they weren’t listening nearly enough. Some believed they were protecting employees by withholding information, when in reality they were creating uncertainty and anxiety. None of these leaders had bad intentions. That’s why they’re called blind spots. If we could see them, we’d fix them.
So how do you find your own blind spots?
The first step is to become curious. Instead of asking, “Why isn’t my team performing?” try asking, “What might I be doing that’s making it harder for them to succeed?” That’s a very different question.
Second, invite honest feedback. Not, “Does anyone have any questions?”
Instead ask:
- “What am I missing?”
- “What haven’t I considered?”
- “What could I be doing differently?”
And finally, find someone who has no agenda. One of the things I enjoy most about coaching CEOs is that after 30 minutes of conversation, the issue they thought they had is often not the real issue at all. Sometimes they don’t need more information. They simply need a different perspective. Someone who isn’t emotionally attached to the situation can often see what the leader can’t because they’re standing outside the bottle.
Three things to remember
- Every leader has blind spots. The question isn’t whether you have them—it’s whether you’re willing to discover them.
- Blind spots are rarely about competence. They’re usually about perspective.
- Great leaders stay curious. They aren’t committed to being right. They’re committed to getting it right.
A final thought
One of the greatest strengths a leader can possess isn’t confidence…It’s curiosity. The willingness to ask, “What am I not seeing?”
Because the biggest obstacle to your next level of leadership may not be your competition. It may not be the economy. It may not even be your team. It may simply be the one thing you can’t see because you’ve been looking at it every day.
After all…You can’t read the label when you’re inside the bottle.
Onward and upward,
Karen Caplan
Executive Coaching and Consulting for business CEOs, Owners and Presidents
