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.

The goal isn't to permanently erase a belief like "I can't make a mistake," as it is vital in high-stakes situations. Instead, adaptable leaders develop a portfolio of different mindsets. This allows them to consciously select the most effective belief for any given context, turning mental flexibility into a superpower.

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.

Merely correcting a problematic action, like micromanaging, offers only a short-lived fix. Sustainable improvement requires first identifying and addressing the underlying belief driving the behavior (e.g., "I can't afford any mistakes"). Without tackling the root cognitive cause, the negative behavior will inevitably resurface.

People naturally start their jobs motivated and wanting to succeed. A leader's primary role isn't to be a motivational speaker but to remove the environmental and managerial barriers that crush this intrinsic drive. The job is to hire motivated people and get out of their way.

Instead of blaming an individual for a failed initiative, ask what in the process could be improved. This shift removes fear, fosters psychological safety, and encourages team members to take creative risks without fear of personal reprisal.

Before labeling a team as not resilient, leaders should first examine their own expectations. Often, what appears as a lack of resilience is a natural reaction to systemic issues like overwork, underpayment, and inadequate support, making it a leadership problem, not an employee one.

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.

Menlo's culture operates on the principle that when mistakes happen, the system is at fault, not the individual. This approach removes fear and blame, encouraging the team to analyze and improve the processes that allowed the error to occur, fostering a culture of continuous improvement.