Being vs Doing: The Trap of Essentialist Thinking

In the day-to-day of leading, managing, and collaborating, it’s tempting to categorize people quickly: "He's unreliable," "She's a pessimist," or "They're lazy." We may use these labels to summarize past interactions, but in doing so, we can slip into a trap called essentialist thinking.

Essentialism, in this context, is the habit of assigning people a fixed identity based on a few traits or actions. This mindset implies permanence, as if each person embodies their worst moment or least flattering trait. Essentialist thinking can subtly undermine relationships in the workplace and detract from the principles of Servant Leadership. As leaders, we must be cautious of judging someone for “being” rather than “doing.”

How Essentialism Affects Work Dynamics

Consider a manager who dismisses an employee as "negative" because of one critical suggestion, or a team lead who labels a member "unreliable" because of one missed deadline. Essentialist labels create fixed identities in our minds. But what if those moments were outliers? What if we caught someone on a bad day? Essentialism creates a lens through which we filter future interactions, often leaving little room for growth or redemption.

In a leadership context, essentialist thinking can harm relationships in three main ways:

1. Limits Potential for Growth – Essentialist judgments imply a permanence that discourages improvement. Why would someone strive to change if they feel boxed in by a leader’s negative perception?
2. Distorts Judgement – Viewing people as "good" or "bad" distorts how we see their actions and may lead us to overlook valuable contributions or interpret neutral actions negatively.
3. Encourages a Static Team Culture – Essentialist labeling can reinforce a rigid culture where team members are seen for their flaws, not their potential, discouraging innovation and constructive feedback.

Essentialism vs. Servant Leadership

Essentialism is particularly at odds with Servant Leadership principles. Servant Leadership asks us to see each person as capable, autonomous, and constantly growing. Rather than binding someone to a label, Servant Leadership encourages us to support them in reaching their potential.

When we see someone as a "problem" rather than a person with specific challenges, we deny them the chance to show their abilities. Servant Leadership is about recognizing what team members are capable of contributing when given support and opportunity, not focusing solely on past missteps.

Moving Toward “Doing” Over “Being”

Breaking out of essentialist thinking requires awareness and intentional shifts in perspective. Here are some actionable steps to begin this shift:

1. Reframe Judgments as Actions – Instead of saying, "He's unreliable," say, "He missed the last two deadlines." Actions are specific and changeable, while identities are broad and restrictive. Reframing helps us stay grounded in facts, not fixed judgments.
2. Adopt a Growth Mindset – Embrace the idea that people can improve. Servant Leadership aligns well with a growth mindset by supporting others in developing their potential rather than judging based on past performance.
3. Focus on Context – Often, behavior stems from context, not character. External pressures like stress or personal circumstances can impact performance temporarily. When we understand the context, we gain a clearer, more compassionate view of others’ actions.
4. Look for Patterns, Not Single Actions – One slip-up doesn’t define a person. A consistent pattern, however, might highlight areas for feedback. Differentiate between one-time incidents and recurring issues, addressing only what truly needs attention.
5. Model Compassionate Accountability – Accountability with compassion is crucial. Hold people accountable for actions while supporting them in meeting expectations. Encourage growth through feedback rather than reinforcing negative labels.

Call to Action: Abandon Essentialist Thinking in Leadership

Servant Leadership requires that we move beyond essentialist judgments and see people as a collection of evolving actions and potential. Judging people by what they do rather than who we think they are allows us to support their growth rather than confining them to labels.

In your next team interaction, observe your own thoughts: are you viewing someone as “being” something, or are you seeing them as “doing” something? Let’s take steps to replace labels with actions, judgments with context, and essentialism with growth. By embracing these changes, we foster a healthier, more supportive, and ultimately more productive environment where everyone has the freedom to improve and contribute fully.