Leaders often mistake performance-limiting behaviors for inherent personality flaws. These "blockers" are actually learned beliefs—narratives we tell ourselves. This is crucial because beliefs, unlike traits, can be identified and reframed, unlocking new levels of effectiveness without changing who you are.

Many leaders are held back by seven common beliefs they mistake for strengths: 'I need to be involved,' 'I know I'm right,' 'I can't make a mistake,' 'I can't say no,' etc. These are not character flaws but outdated success strategies. Identifying which belief is driving unproductive patterns is the first step toward unblocking potential.

Many self-limiting beliefs, like the fear of making mistakes, are tied to past definitions of success. To overcome these beliefs, you must first update what success looks like for you now. Your old driving principles may no longer serve your new goals.

Simply layering on positive affirmations is ineffective. True mindset change requires first consciously identifying and "weeding out" entrenched negative thoughts before new, positive beliefs can successfully take root.

To help your team overcome their own performance blockers, shift your coaching from their actions to their thinking. Ask questions like, "What were you thinking that led you to that approach?" This helps them uncover the root belief driving their behavior, enabling more profound and lasting change than simple behavioral correction.

An action-biased culture pushes us to solve problems immediately. A more sustainable approach is a three-step process: Uncover the underlying belief, Unpack why it exists and how it has served you, and only then Unblock by reframing it and taking new action.

Mandating new processes, like reducing meetings, is ineffective if the collective beliefs driving old behaviors (e.g., lack of trust) are not addressed. To make change stick, leaders must first surface, discuss, and realign the team's shared assumptions to support the new structure.

'Hidden blockers' like micromanagement or a need to always be right rarely stem from negative intent. They are often deep-seated, counterproductive strategies to fulfill fundamental human needs for value, safety, or belonging. Identifying the underlying need is the first step toward finding a healthier way to meet it.

When leaders get stuck, their instinct is to work harder or learn new tactics. However, lasting growth comes from examining the underlying beliefs that drive their actions. This internal 'operating system' must be updated, because the beliefs that led to initial success often become the very blockers that prevent advancement to the next level.