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.
Culture change often feels abstract and daunting. Reframe it as changing a collective set of beliefs. Just as an individual reframes a personal blocker, a team can consciously align on the shared beliefs needed to achieve its goals. This makes culture change a tangible process of checking and resetting shared assumptions.
Instead of immediately trying to fix a limiting belief, first pause to "unpack" it. Understand its origins and the past situations where it was beneficial. This process of "befriending" the belief allows you to recognize when it is or isn't serving you, preventing you from repeating negative patterns in the wrong contexts.
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.
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.
While intended to be motivational, the belief "If I can do it, so can you" is counterproductive. It wrongly assumes everyone shares the same starting point, running contrary to the core principle of effective coaching: meeting people where they are. This mindset prevents leaders from tailoring their guidance and truly developing their team's capabilities.