- Item type
- Periodical
- Language
- English
- Source
- Harvard Business Review. Nov/Dec2025, Vol. 103 Issue 6, p131-135. 5p. 1 Color Photograph, 1 Chart, 2 Cartoon or Caricatures.
- Publication date
- 01/11/2025
- ISSN
- 00178012
High-performing leaders often face internal limiting beliefs that hinder their effectiveness and career growth. Identifying and reframing these hidden blockers can unlock greater leadership potential and improve team and organizational outcomes. Common limiting beliefs include the need to be involved in every detail, an urgency for immediate results, a belief in always being right, a fear of making mistakes, expectations that others should perform like oneself, an inability to say no, and feelings of not belonging. Overcoming these blockers involves recognizing and naming the limiting belief, understanding its origins and impact, and reframing it into a more productive belief. Leaders can then support their teams in identifying and overcoming their own limiting beliefs, fostering a culture of growth and improved performance. [ABSTRACT FROM AUTHOR]
