3 Ways Leaders Are Self-Sabotaging (And How to Stop)

Even the best leaders sometimes get in their own way. It doesn’t always show up as poor performance or laziness—it often hides in subtle choices, habits, and thought patterns that seem harmless but quietly stall progress.

I’ve seen it happen countless times: smart, capable leaders putting in more hours, more effort, more energy—and still feeling stuck. They push themselves to the limit, yet results don’t match the effort. The problem isn’t drive or talent. It’s self-sabotage.

Self-sabotage can be hard to recognize because it rarely feels intentional. You’re not trying to fail; you’re trying to do your best. But sometimes “best” is the very thing that keeps you from growing, innovating, and reaching your next level.

Here are three ways leaders do this—and what they can do to stop.

1. Working harder instead of smarter 

There’s a common belief that effort equals results. Leaders grind, push, and take on more than they should, believing more effort will solve the problem. But effort alone can actually work against you.

I once worked with a CEO who was determined to personally review every report, respond to every email, and oversee every minor decision. She was exhausted, the team felt micromanaged, and deadlines slipped. The effort was high—but the alignment was off.

Alignment means your actions, energy, and focus are all pulling in the same direction. Without it, even the hardest work feels like running on a treadmill—you move, but you’re not gaining ground.

How to break this habit: Step back and evaluate whether your efforts are moving the needle. Are your priorities aligned with your vision? Are you leveraging your team effectively? Delegation isn’t weakness—it’s strategic leverage. True leaders spend their energy where it has the most impact, and they empower their teams to do the rest.

2. Letting fear of judgment drive decisions

Fear is sneaky. Leaders often think they’re “being thorough” or “strategic,” but sometimes the real driver is fear—fear of looking foolish, making a mistake, or what others will think.

I know a founder who delayed launching a new product for months because he wanted everyone’s approval. By the time he acted, competitors had already filled the gap in the market. Fear can silently sabotage innovation, and it can erode the confidence of your entire team.

Here’s the tricky part: fear often masquerades as prudence. Leaders tell themselves, “I’m just being careful.” But in reality, hesitation driven by fear keeps you from taking the very steps that lead to success.

How to stop it: Name the fear. Call it what it is. Realize that hesitation is normal, but it shouldn’t control your choices. Take calculated risks, model courage, and demonstrate vulnerability. When leaders embrace this, their teams feel empowered to do the same, creating a culture of action instead of stagnation.

3. Letting past mistakes define your future

We’ve all been there: a project fails, a pitch flops, a hire doesn’t work out. Some leaders carry these experiences like weights, letting past mistakes dictate their next move. Every decision is filtered through “what went wrong last time,” which limits creativity, boldness, and growth.

I’ve seen a founder who hesitated to invest in a new product line because her previous launch didn’t meet expectations. Months went by, and competitors moved ahead. Holding onto past failures isn’t a protection mechanism—it’s self-sabotage.

How to stop it: Treat past mistakes as lessons, not verdicts. Ask: What did I learn? How can I use that knowledge now? Separating identity from results is critical: a misstep doesn’t make you a failure; it makes you experienced and informed. Leaders who internalize this mindset model resilience for their teams, encouraging them to take bold, smart action rather than avoiding risk.

Breaking the pattern

Self-sabotage isn’t dramatic—it’s subtle. It lives in thought patterns, habits, and the ways leaders approach work. But small, intentional shifts can have enormous impact.

Here are practical steps to break free:

• Check alignment weekly: Are your actions supporting your vision—or just filling the calendar?
• Identify fear triggers: Recognize when hesitation is fear disguised as strategy, and act anyway.
• Reframe failures: Treat mistakes as feedback. Ask what worked, what didn’t, and how you can improve next time.
• Seek perspective: Trusted mentors, peers, or coaches can highlight blind spots you might not see yourself.
• Celebrate progress: Recognizing wins, big or small, fuels momentum and confidence.

The leaders who stop self-sabotaging aren’t necessarily the smartest or hardest-working—they’re the ones who recognize where they’re holding themselves back and consciously choose to step forward. Their teams feel the difference. Projects move faster. Decisions become clearer. Results begin to compound.

Final thought: Leadership isn’t about perfection. It’s about presence, intention, and alignment. When leaders recognize and address the subtle ways they undermine themselves, they unlock personal growth and organizational success. The journey begins inside—and the effects ripple outward, shaping culture, inspiring teams, and producing results that feel effortless because they’re intentional.

The leaders who rise above self-sabotage aren’t just successful—they’re transformative. They create organizations and teams that are resilient, forward-thinking, and capable of achieving more than anyone thought possible.

Written by Diana Pagano.
Have you read?
Handling Employee Resignations: A Leader’s Guide to Graceful Notice Periods.
Scalable SOX Compliance: Building Audit-Ready Controls Without the Red Tape.
Next-Gen Retail: Nodari Andguladze on Laying the Groundwork for Coffee Innovation.
Women in AI: Top Entrepreneurs and Thought Leaders You Need to Follow.
From North Wales to Cumbria: The Impact of AI Growth Zones on the UK Economy?