🎧 Listen (7 min)
Everything seems fine – until it isn’t.
A leader rolls out a big initiative. The plan is solid. The team nods in agreement. No one raises concerns. Weeks later, execution falls apart. Deadlines slip. Employees seem apathetic. The leader is frustrated and wondering, “Why didn’t anyone speak up?” “Why isn’t the team taking more ownership?” “I made my expectations clear – didn’t I?”
Here’s the problem: They didn’t. And they never realized it.
Leadership failures rarely happen because of incompetence. They happen because of unchecked assumptions; assumptions that feel so obvious, so logical, that leaders don’t stop to question them. They assume agreement. They assume they’re giving enough feedback. They assume their top performer will make a great manager. And then they wonder why they’re met with resistance, confusion, or disengagement.
If you’re leading a team or developing leaders, these five assumptions might be quietly working against you. Challenge them now, before they challenge you.
Silence is not agreement. It’s hesitation. It’s discomfort. It’s someone thinking, Speaking up isn’t work the risk.
Leaders assume that if their team had a problem, they’d say something. In reality, employees often stay quiet because they don’t feel safe speaking up, don’t believe their input will change anything, or simply aren’t sure if dissent is welcome.
This assumption blinds leaders to problems they don’t want to see until it’s too late. The best leaders don’t wait for resistance to surface – they invite it. Instead of asking, “Does everyone agree?” ask, “What’s one risk we’re not considering?” or “What’s one thing you would change about this plan?” If your team never pushes back, that’s not a good sign. That’s a sign they either don’t care (you’ve disengaged them) or they don’t trust you enough to tell you the truth.
No, you don’t.
One of the biggest frustrations I hear from leaders is that they don’t get enough feedback. If you feel that way, imagine how much worse it is for your team.
The problem isn’t just quantity – it’s quality. Leaders mistake evaluation for feedback. Feedback isn’t an occasional “Nice job” or a once-a-year review. It’s not just course correction. It’s clear, actionable guidance that helps people grow. And growth doesn’t always mean a promotion – it means sharpening skills, expanding knowledge, and increasing impact.
But there’s a trap. Too much feedback can backfire. If people feel like they’ll never meet your expectations, they’ll disengage. The best feedback is consistent, appreciative, and intentional. It focuses on what actually moves the needle, not constant nitpicking that drains motivation.
Being great at a job doesn’t mean someone is ready (or willing) to lead. Leadership isn’t about doing the work – it’s about getting the best out of others.
Organizations make this mistake all the time: they promote their top individual contributor then wonder why they struggle in management. The reality? Leadership is a completely different skill set. Coaching, delegation, and decision-making under uncertainty aren’t required to excel as an individual contributor, but they’re essential for a leader.
Before assuming someone is “leadership material,” ask: Can they develop others? Handle tough conversations? Make decisions that impact people, not just tasks? If not, invest in their leadership development before promotion – not after they’re already in over their head.
Clarity isn’t a one-time announcement. Just because you said it doesn’t mean your team heard it, understood it, or remembers it.
Leaders assume their team knows exactly what’s expected, but employees juggle competing priorities and interpret things differently. What’s obvious to you might be unclear, conflicting, or forgotten to them.
The best leaders over-communicate and check for alignment. Instead of assuming, ask them to summarize their understanding. If their response doesn’t match your expectations, the gap is yours to close.
The fastest way to lose trust? Acting like you have all the answers. No one wants to work for someone who fakes confidence while making bad calls.
Too many leaders believe their job is to be the smartest person in the room. It’s not. Your job is to hire smart people and empower them. The best leaders don’t provide all the answers – they ask the right questions. Instead of feeling pressure to solve everything, unlock the expertise around you. Try asking “What’s your take on this?” or “What haven’t we considered?”
The irony? The more you think you need to have all the answers, the less effective you actually are.
Assumptions are easy. They save time and simplify decisions. But in leadership, unchecked assumptions create blind spots, misalignments, and disengagement – and they’ll cost you, whether you see them or not.
The best leaders aren’t the ones who always get it right. They’re the ones who constantly question what they might be getting wrong.
Here’s the challenge: Which one of these assumptions do you recognize in yourself? What’s one step you will take this week to challenge it?
Are your leaders falling into these traps? Let’s chat. I help organizations develop leaders who think critically, challenge their own assumptions, and drive real impact.
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