Behavioural Traps that hold Leaders Back
Most leaders develop consistent habits that help them succeed. Careful preparation, high standards, and the ability to push through under pressure are often part of what gets them noticed in the first place. Yet over time, these same behaviours can harden into patterns that hold them back. What once helped them progress can become a trap.
This is the paradox of leadership: good habits that quietly turn into self-sabotage. Recognising when this shift has happened is one of the hardest but most important steps for any leader who wants to grow.
The traps that quietly derail progress
Self-sabotage
Self-sabotage rarely looks deliberate. More often it appears as missed opportunities, hesitations, or an inability to follow through on what matters most. A leader might delay a difficult conversation, avoid applying for a role they are qualified for, or withdraw when visibility would help them. Underneath is usually fear of failure, fear of being exposed, or sometimes even fear of success.
Avoidance behaviours
Avoidance can be deceptively productive. Filling the diary with back-to-back meetings, perfecting a presentation slide, or endlessly researching a topic can all give the impression of progress. In reality, they are ways of sidestepping the task or decision that really counts. Leaders who avoid hard conversations, feedback, or strategic choices eventually find their credibility erodes.
Perfectionism
High standards are essential in leadership, but perfectionism can go too far. It can lead to paralysis, micro-management, or burnout as nothing ever feels good enough. Teams working under a perfectionist leader may feel disempowered or criticised, while the leader themselves struggles with exhaustion and a lack of perspective.
Changing the pattern
Breaking out of these traps begins with awareness. Leaders who notice when helpful habits tip into unhealthy patterns have the chance to reset before damage is done. A few starting points:
Pause and name the behaviour: Noticing when you are avoiding, over-preparing, or aiming for flawless execution is the first step. Naming it makes it harder to ignore.
Ask what drives it: Fear, control, and self-doubt are often at the root. Understanding the underlying trigger helps to tackle it more directly.
Experiment with alternatives: Choose a smaller action that goes against the unhelpful pattern. For example, delegate a task instead of perfecting it yourself, or schedule a short conversation you have been avoiding.
Seek perspective: Trusted colleagues, mentors, or coaches can help you see when your behaviour is tipping into self-sabotage.
From trap to growth
Leaders do not need to eradicate these habits entirely. The goal is to prevent them from dominating. By noticing when self-sabotage, avoidance, or perfectionism show up, leaders can step back into choice rather than compulsion. The same qualities that once risked holding them back can then be redirected into strengths again.
Growth often begins at the moment when a leader admits, “This behaviour that once helped me is now costing me.” That recognition is the opening to change, and the point where good habits stop going bad.