Possibility is waiting for you and your team
7 min read
Every leader possesses incredible potential that can be unlocked by learning from past setbacks and moving forward with purpose.
Mistakes will always happen to some degree or another. “To err is human” was written by Alexander Pope in 1711, and it is as true today as it was four centuries ago.
It is crucial to understand that these occasions are not proof of failure; they are the very foundation of wisdom on which thriving cultures are built.
True leaders accept this reality and then focus on learning from their errors and growing to become the best versions of themselves. Leadership becomes powerful when those lessons fuel confidence in those who follow.
Believing past disappointments define future limits can lead to patterns of learnt helplessness.
The Pike Syndrome
The concept of learnt helplessness is best illustrated by an experiment conducted in 1873 by Dr Karl Mobius, at the time one of Germany’s most eminent zoologists.
He placed a predatory pike in a tank, initially feeding it small bait fish. Mobius then inserted a glass partition into the tank to separate the pike from its prey. The predator naturally tried to attack the bait fish, but after repeatedly colliding with the glass pane and injuring itself, it gave up. Even when Mobius removed the partition, it refused to feed on the smaller fish. It had learnt to fear failure.
This phenomenon is referred to as the Pike Syndrome.
Leaders may also carry invisible glass barriers that have arisen from negative past experiences. But human beings are not fish. They are perfectly capable of reclaiming their agency by recognising illusory obstacles and breaking through them.
Embracing resilience, humility, and growth systems
Organisational psychologist Adam Grant, writing in his book Hidden Potential: The Science of Achieving Greater Things, rightly points out that “your hidden potential lies not in avoiding risk, but in embracing resilience, humility and the systems that allow growth”.
Poor leaders can always be identified by how quickly they withdraw from challenges and make these the problem of others. Good leaders, on the other hand, will identify where they have internalised barriers and work hard to overcome them.
This approach of persistence, curiosity and humility will not be seen as weakness, but strength.
People have and always will follow those who lead by example. If others in the organisation see the top executive building systems where effort leads to progress, they will be inspired to follow suit.
With this mindset, feedback becomes the cornerstone of your culture. It is no longer something to resist or to avoid giving. When the leader sets an example of being hungry for growth and relentless at breaking through the barriers that hinder it, the team will follow. This creates an environment where honest feedback is celebrated, making everyone more likely to be open to receiving it and be brave enough to give it. This, in turn, creates a culture of possibility.
Potential waiting, not hidden
The only one that could get in your way is you. Once you have reflected on and identified what holds you back, you also have to explore the fear that keeps you there. This is where your mindset needs to change. Fear can either mobilise you to move toward a challenge or it can cause you to flee or freeze. Fear isn’t limiting, but what you choose to do with that fear is – so it is important to take a deeper look.
First ask whether the fear stems from fact or fiction. Losing a major client has real-world implications, but worrying about losing business because someone spreads a rumour is simply not worth it.
Secondly, make the distinction between objective and subjective fear. Objectively, fearing the impact of tariffs on business is justified, but can be addressed through calm, strategic planning. Subjective fear relates to what is happening in your own mind and is often linked to interpersonal dynamics. Alleviating this fear requires a frank discussion with the individual or group who may be causing you to doubt yourself.
When you are intent on facing your fears, again, your team will likely be inspired by your example.
So, how do you visibly and practically set this example for your team to deepen trust and belief?
- Escape the grind: Be more intentional about your routine so that you dedicate sufficient time and effort to reflecting on your impact and working on your growth as a leader.
- Actively demonstrate that you are not afraid to look in the mirror: Show real appreciation for feedback, even criticism, and own your mistakes without making excuses.
- Stop micromanaging: If you don’t show your team that you believe in them, why should they believe in themselves and their ability to overcome barriers?
- Establish psychological safety: If your team doesn’t feel safe to speak up and/or try new ideas, you are failing them and you will never develop that untapped potential.
- Recognise that everyone has a different experience: You and your team members may be in the same storm, but everyone is in their own boat. By taking the time to step into their boat, you can offer empathetic reassurance they are not alone and that together you will overcome any prevailing challenges.
Your greatest potential is not hidden – it is waiting. When leaders choose to break through their own barriers, they permit their people to do the same.
The glass is gone. It’s all about stepping forward and leading with possibility.
Brian Eagar
CEO
