Why most leaders are their own worst enemies
I once watched a man wrestle his own shadow. It was evening, and the sun cast a long, dark figure ahead of him. Each time he moved, it moved. He swung at it, stomped on it, even ran away, only to find it still there—taunting him.
Most leaders do the same. They fight themselves, sabotage their own growth, and stand in the way of their own success. Not because they lack intelligence, but because they refuse to face the truth: their biggest enemy is within.
The silent killer of leadership
Some time in 2011, I consulted for a CEO who had everything going for him—money, influence, a growing company. You could even see swagger in his gait. But something was wrong. Employee morale was low, innovation was stagnant, and competitors were catching up. He wanted answers.
Given my love for the art of forensic investigations and fraud examination, I always take time to dig deep and understand the company. During my early training to become a certified fraud examiner, I was taught that investigators are like professional medical doctors – the best ones take time to understand their patients before prescribing any medication. Likewise, great strategists take time to understand the client. I reviewed the available documents. Issued an online survey to be completed by all staff. Randomly selected interesting feedback and requested for a one-on-one chat with the respective staff regardless of their titles or level in the company. And then visited the key operational offices and select customers. I took time to test out some of their delivery channels. Visited branches and watched, like a fly on the wall, to get first-hand experience. To make sure I am well informed, I accessed copies of the internal audit reports, external audit management letters and some board meeting minutes.? I spent one month understanding the company, and when I requested to meet the CEO privately, I was well informed.
I sat with him, listened, and then told him something he wasn’t expecting: “You are the problem.”
He laughed. Then frowned. Then, I tried to explain. He blamed the market, the economy, even his team. I let him speak. Then I asked him a simple question:
“If you were an employee in this company, would you be excited to work here?”
Silence.
After some few minutes of self-reflection, he said, may be you have might be having a point.
He realized the truth. His leadership style—rigid, controlling, and dismissive—had created an environment of fear. People followed orders, but they didn’t think. They obeyed, but they weren’t engaged. He had built a machine, not a movement.
How leaders destroy themselves
a) Ego over learning. The moment you believe you have all the answers, you stop growing. Many leaders confuse experience with wisdom. Experience teaches, but only if you are willing to learn.
领英推荐
b) Control over trust. If you micromanage, you build a team of followers, not leaders. When people fear making mistakes, they stop taking initiative. You don’t need employees who wait for orders; you need thinkers who challenge the status quo.
c) Excuses over accountability. Blaming external factors is easy. The economy, the competition, the team—everything but yourself. But real leaders own their failures. They ask, “What could I have done differently?” instead of pointing fingers.
The turning point
The CEO changed. Not overnight, but with deliberate action. He started listening. He asked his team for ideas and actually implemented some. He gave them room to make decisions. The company culture shifted. Innovation returned. Revenue followed.
It was never the market. It was never the team. It was him.
And if you’re struggling as a leader, the truth is—it’s probably you too.
What to do next
Look in the mirror. Ask yourself:
The most dangerous enemy is not outside. It’s the leader who refuses to evolve.
Stop fighting your shadow. Step into the light. Be the leader your business needs.
I remain, Mr Strategy.