Escaping the (mind) trap
Beware of the unconscious cognitive biases that limit perspective, block new ways of working and damage team moral
by Damian Murphy
Leadership is all about continuous learning, but even the most experienced leaders can stumble into invisible pitfalls, sometimes even more so than those starting their leadership journey.
These pitfalls are not external obstacles but mindtraps—unconscious cognitive biases, learned behaviours or habitual ways of thinking that limit perspective, block new ways of working, and damage team morale.
Recognising these traps is the first step toward escaping them. In her book “Unlocking Leadership Mindtraps: How To Thrive In Complexity”, Jennifer Garvey Berger teaches us about five of the most pervasive mindtraps that ensnare leaders, along with ways to unlock the shackles.
Below, we unpack these mindtraps and offer “the escape” route from our experiences working with leaders.
Trapped by Rightness.
Most characterised by the absolute conviction that your way is the only right way. A leader caught here often dismisses alternative opinions, views challenges to their ideas as personal attacks, and sees negotiation or finding common ground as weakness. This mindtrap creates a culture of compliance where team members stop offering innovative or critical feedback, leading to stale ideas and missed opportunities.
The Escape: Actively seek out and reward being wrong. When a team member challenges your perspective, breath, then say, "Appreciate the perspective. Help me understand your rationale." Adopt the mindset that your goal isn't to be right, but to get the best outcome, which often requires combining multiple viewpoints.
Trapped by Agreement.
While the previous trap shuts down debate, the "Trapped by Agreement" leader is so focused on harmony and avoiding conflict that they mistake consensus for quality. They may fear tough conversations, approve mediocre ideas just to move forward, or fail to push a team to debate hard choices. This superficial peace often masks deeper, unresolved issues and culture that inevitably surface later.
The Escape: Foster an environment of constructive conflict. Reframe disagreements not as personal attacks but as necessary tension that sharpens decisions. Rigorously test assumptions, ensuring agreement is earned, not simply handed out.
Trapped by Simple Stories.
People crave clear narratives, and leaders are no exception. This trap occurs when a complex problem is reduced to an overly simplistic, often dramatic, 'good vs. evil' or 'single cause/single effect' story. We have a client who blamed the market downturn solely on one competitor, others where failure is pinned entirely on one person. This narrative blinds the leader to broader issues and dynamics. In our client's example, they missed the point that their executive team is dysfunctional, leading to huge inefficiencies in how their teams work.
The Escape: Force yourself to look for at least three plausible explanations for any major event. Use systems thinking to map out causes and effects, and ask "why?" multiple times (The 5 Whys technique) to drill down past the easy answer to the root causes. Complexity is often reality—don't shy away from it.
Trapped by Control.
The "Trapped by Control" leader is often, not always a high performer who believes that the only way to ensure success is to personally oversee every detail. They micro-manage, struggle to delegate, and hoard information. While this might deliver short-term results, it cripples team growth, breeds resentment, and creates a bottleneck that limits the organisation's scalability and the leader's own time.
The Escape: Shift your focus from controlling tasks to defining outcomes. Establish clear boundaries, metrics, and non-negotiables, then grant your team the autonomy to achieve the results in their own way. See your role as building a system that runs without your minute-to-minute input, not as the system's central operator.
Trapped by Ego.
This is perhaps the most dangerous trap, as it makes a leader indistinguishable from their role and their success. Their identity is wrapped up in their status and achievements, leading them to reject feedback that threatens their self-image, surround themselves with "yes-people," and prioritise personal glory over the good of the organisation. Humility is replaced by defensiveness, and learning stops entirely.
The Escape: Practice radical self-awareness. Separate your self-worth from your job title. Seek out a trusted circle of advisors (inside and outside the organisation) whose only job is to give you unvarnished truth. The most powerful leaders understand that their job is to serve, not to be served.
Escaping these mindtraps isn't a one-time event; it's a commitment to mindfulness and humility in compassionate leadership. By constantly questioning your own assumptions and creating space for diverse perspectives, you not only improve your decisions but also build a resilient, innovative team ready to navigate the real challenges ahead.
Reach out to our team for more information on building leadership capabilities and escaping mindtraps.
