“That’s just how I am.”
I hear versions of this a lot when coaching senior leaders and executives. I was reflecting on how I’ve developed a more thoughtful approach to coaching when I hear this, and similar assertions…
“I’m instinctive. I trust my gut.”
“I’m analytical. I need the data.”
“I’m very direct.”
“I empower my team.”
“I stay calm under pressure.”
Of course, all of those can be genuine strengths. But at executive level, the question isn’t simply whether something is a strength.
It’s whether it’s still the right strength for this context.
Take instinct.
Being decisive, cutting through noise, moving quickly, that can be invaluable.
But sometimes “I trust my gut” is a shield against deeper analysis. Maybe there is a barrier to their identification with deeper analysis.. or
there may be a discomfort with scrutiny.
Or impatience with complexity.
Equally, being analytical and data-led sounds unquestionably positive.
Until the business needs speed.
Until ambiguity is the reality.
Until decision delay becomes the real risk.
“I’m very direct.”
Clear and efficient, or (un)intentionally shutting down challenge?
“I empower my team.”
Creating autonomy, or avoiding inspection and hard conversations?
“I’m calm under pressure.”
Steadying the room, or under-signalling urgency?
At senior level, traits become identity.
And identity gets protected.
The most powerful leadership work I see doesn’t start with adding skills.
It starts with examining the stories leaders tell about themselves.
The coaching question is rarely:
Is this a strength?
It’s usually:
Is this serving you, and the business, right now?
Because sometimes the thing we emphasise most …. is the thing we’re defending.
#ExecutiveLeadership #SeniorLeadership #LeadershipDevelopment #Coaching #SelfAwareness #DecisionMaking #OrganisationalEffectiveness
