Leaders want to build a more resilient organization. Leadership teams are working on becoming more resilient. But here's what I've noticed: most leaders are operating from a skewed perspective of resilience, and it's limiting their potential in ways they may not realize.

Leaders often believe their feedback is clear, timely, and constructive. However, my observations and research indicate that feedback lacking specificity, alignment with goals, or timely delivery can erode trust, hinder development, and weaken accountability.

As a leadership coach, I’ve talked with many leaders who appear to be doing all the right things: launching new initiatives, encouraging collaboration, and reorganizing teams—on paper, it all looks great.

The most effective leaders don’t wait for burnout, misalignment, or declining results to force change. They get focused on pausing, reflecting, and recalibrating.

As a leader, your perfectionism can be both a strength and a liability. Used wisely, it can inspire teams to push boundaries, improve performance, and innovate. Used poorly, it can stifle creativity, create a culture of fear, and lead to burnout.

The best-performing teams don't just happen—they’re intentional about how they operate.