1. Leading without leading yourself? Hardly possible.
Many leaders invest enormous energy in their teams, projects, and the achievement of goals.
But surprisingly often, they neglect the most important factor of effective leadership: themselves.
In my consulting practice, I see this regularly: strategies, structures, and processes may be strong – but the real impact comes from the leader’s personality.
2. Self-reflection instead of autopilot
In daily life, we all tend to act within familiar patterns. It’s efficient – but not always effective.
Leaders who regularly ask themselves:
“Why am I acting this way? What impact does my behavior have on others? And does it align with my values?”
develop a different level of clarity and composure.
The CEO of one of my former companies always said that it was crucial for him to consciously look out the window after meetings and important conversations – to reflect, and especially to think about himself.
Some of my fellow department heads shook their heads: “We’re working flat out – and he’s staring out the window.”
But I agreed with him. For me, it was obvious: this very ability for self-reflection made the difference – and made him CEO.
3. Leveraging strengths – and uncovering blind spots
Most leaders know their strengths. But real development begins when you confront your blind spots.
One model I often use in workshops with executive teams is Daniel Ofman’s Core Quality Quadrant. It illustrates a simple truth: every strength has a shadow side if overdone.
Example: attention to detail is a valuable strength. But if taken too far, it quickly turns into micromanagement.
The model also makes clear which “challenge side” must be developed to keep balance – in this case: building trust and letting go.
This clarity helps leaders consciously use their strengths – without falling into the typical traps.
4. Leadership means being a role model for learning
Teams don’t just follow words – they follow behaviors.
When leaders demonstrate that they themselves learn, reflect, and admit mistakes, they create the space for the same within the organization.
The opposite is also true: those who believe they are “finished” send the signal that growth is no longer necessary.
5. My recommandation
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When was the last time you consciously reflected on your own leadership behavior?
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What routines help you avoid slipping into autopilot?
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And what feedback or framework (e.g. the Core Quality Quadrant) has recently opened your eyes?
Leadership always begins with the self. Those who cannot lead themselves will struggle to truly inspire others.
