We’ve all seen it happen.
A company hires a new leader with strong credentials and high expectations. A year later, they’re gone—pushed out after a string of missteps, missed targets, and a culture that never quite clicked.
Then, a second leader steps in. Same company. Same challenges. Yet within the same timeframe, this leader earns the team’s trust, improves performance, and begins turning things around.
What changed?
Not the market. Not the product. Not the team.
How did the second leader read the situation so differently? What was their secret?
The Challenge: Why Many Leaders Often Miss the Mark
Leadership is hard—even under ideal circumstances. But stepping into a new role adds an entirely different layer of pressure. You’re expected to quickly assess what’s broken, define a clear path forward, and deliver results, often under the watchful eye of skeptical stakeholders.
In that kind of environment, it’s only natural to fall back on what’s worked before. Many leaders, even experienced ones, default to patterns they’ve seen and solved in the past. They recognize a situation that feels familiar and apply a known fix. It feels efficient. It feels confident. But it can also be misleading.
Why does this happen?
Because our brains are wired for speed and efficiency. Under pressure, the brain actively searches for shortcuts—mental templates we’ve built from past experience. This helps us act fast, which is useful in a crisis. But it also means we become more likely to see what we expect to see, rather than what’s actually in front of us.
At the same time, stress narrows our attention. When stakes are high and time feels short, our focus contracts. We zero in on what’s urgent—an angry client, a missed number, a fraught conversation—and lose sight of the larger dynamics at play. It’s a survival mechanism. The brain prioritizes immediate threats over long-term patterns.
For many leaders, this biological tendency can be dangerous. You may act decisively, but in the wrong direction. You may solve a symptom, not the system. And you may overlook quiet but critical signals from the team or culture simply because they’re not loud enough to register through the noise.
The key isn’t to eliminate this instinct. It’s to know it’s there—and to create space to think beyond it.
Creating Space: How Leaders Can Break the Cycle
So, how can leaders avoid falling into this trap?
The answer lies in creating space for reflection before acting. While it’s natural for the brain to seek shortcuts in moments of stress, the key to strong leadership is recognizing when these shortcuts are steering us off course. Effective leaders slow down just enough to expand their focus and consider the broader picture.
This is especially critical when you consider the possibility of Black Swan events—those rare, unpredictable occurrences that can dramatically shift the trajectory of a business. Black Swans are events that, in hindsight, seem obvious, but at the time, they are nearly impossible to foresee. Leaders who are overly reactive, anchored to past experiences or immediate problems, can miss signals that point to such events.
By broadening your focus and acknowledging the complexity of the situation, you can make decisions that are more aligned with long-term goals and sustainable success.
Instead of rushing to fix an immediate problem, take a moment to ask, “What’s really going on here? What don’t I know yet? What’s the underlying pattern?” This doesn’t mean overthinking, but recalibrating your approach to absorb a wider range of information, including those rare but high-impact events that could radically shift your path.
Another key step is to check your assumptions regularly. As Chris Voss, former FBI negotiator, explains: “When things don’t add up, it’s often because our frame of reference is off.” This is a powerful reminder that we often see problems through a lens shaped by our past experiences, biases, and assumptions. But just because something looks familiar doesn’t mean it’s the same problem.
A powerful way to combat this instinct is by using mental models. Charles Duhigg, in Smarter Faster Better, explains that mental models are internal visualizations or simulations that help leaders map out how a situation is likely to unfold. Rather than reacting based on prior experiences alone, mental models allow leaders to mentally simulate future scenarios and anticipate various outcomes. These models help them identify risks, potential challenges, and opportunities before they materialize, guiding them to make better, more informed decisions. By using mental models, leaders expand their focus, avoid cognitive tunneling, and ensure that they are considering the full scope of the situation, not just the immediate issues at hand.
Great leaders test their assumptions by actively seeking out feedback, questioning their decisions, and staying open to new perspectives. This helps them see beyond the immediate crisis and into the underlying dynamics of the team, market, or culture.
At the end of the day, leadership is about making an active choice. You cannot be 100% reactive and 100% reflective at the same time. You have to decide whether you’re going to configure your day to be constantly busy responding, or whether you’ll carve out time to think and prepare for what’s coming next. Great leaders choose to build in space for reflection and recalibration, because that’s where the real insight and long-term success reside.
Conclusion: The Leadership Choice
As we’ve seen, leadership is a complex, high-stakes endeavor, especially when stepping into a new role. The tendency to fall back on familiar solutions, even if they don’t fit the current situation, is a biological instinct designed for speed and efficiency. But this same instinct, when unchecked, can lead to missteps that affect performance, culture, and long-term success.
The most effective leaders, however, are those who actively create space for reflection. They step back, widen their focus, and take the time to reframe the problem, asking themselves, “What don’t I know yet?” They make it a practice to examine their assumptions and test their decisions. They are also guided by mental models—mental simulations that allow them to envision how situations will unfold, anticipate risks, and identify opportunities before they arise.
Ultimately, leadership comes down to a choice: Do you configure your day to be constantly busy, reacting to the latest fires, or do you make time to think, prepare, and act with clarity? Great leaders don’t fill their days with back-to-back tasks. They understand the value of mental models and the necessity of carving out time to reflect. By doing so, they can make decisions that not only solve immediate issues but also lay the groundwork for long-term success.
Need a Fresh Perspective?
Sometimes, even the most self-aware leaders need help seeing beyond their own frame of reference. An objective outside observer can shine a light on blind spots, challenge assumptions, and help build stronger mental models for the path ahead.
This is where personalized coaching with our professionals at PolishedResume.com can make a meaningful difference. Whether you’re stepping into a new role or navigating complexity in your current one, we’re here to help you lead with clarity, focus, and confidence.