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cover of episode Let Go of the Beliefs That Limit How You Lead

Let Go of the Beliefs That Limit How You Lead

2025/6/16
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Women at Work

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A
Amy Bernstein
主持哈佛商业评论的《Women at Work》播客,专注于工作场所心理健康和职业发展话题。
A
Amy Gallow
M
Muriel Wilkins
专注于帮助领导者解决团队管理和战略方向问题的经验丰富的领导力教练和咨询师。
Topics
Muriel Wilkins: 作为一名执行教练,我的职责是帮助我的客户在他们所处的环境中尽可能地取得成功。这意味着帮助他们识别并克服那些阻碍他们充分发挥潜力的内在信念。我相信,通过关注个人行为的改变,可以影响整个团队和组织,从而实现更大的目标。 Amy Bernstein: 我意识到我最大的阻碍是“我需要立即完成”,这导致我常常感到精疲力竭。我没有区分紧急和重要的事情,而是让别人的紧急变成我的紧急。我需要改变这种习惯,更加专注于真正重要的事情,而不是被别人的要求所控制。 Amy Gallow: 我最认同的阻碍是“我知道我是对的”。我常常因为自己知道答案而忽略他人的想法,这让别人感到渺小。我需要改变这种态度,更加包容和尊重他人的观点,与他人建立更好的连接。

Deep Dive

Chapters
Hidden blockers are internal beliefs that hinder leadership potential. They often manifest as low morale, stalled advancement, or resentment, and are hard to recognize because we tend to blame external factors. The key is to focus on personal contributions to the problem and make changes that impact the dynamic.
  • Hidden blockers are internal, often unconscious beliefs.
  • Signs include low morale, stalled advancement, and resentment.
  • Focus on personal contributions to problems for progress.

Shownotes Transcript

Many of us have internal beliefs—I need it done now, I know I’m right, I need to be involved—that feel like truth but actually hold us back as leaders. Executive coach Muriel Wilkins calls these counterproductive beliefs “hidden blockers,” and she talks the Amys through the process of identifying theirs and then reframing them.

They also explore how blockers show up at the team and organizational level, like when lack of trust leads to a bloated meeting culture. Muriel shares how leaders can encourage mindset shifts in their organizations, beginning with themselves, and how to create conditions that allow others to examine what’s driving their behavior without judgment or overreach.

**Guest expert: **

Muriel Wilkins is an executive coach who hosts the HBR podcast Coaching Real Leaders) and whose latest book is Leadership Unblocked: Break Through the Beliefs That Limit Your Potential).

Resources:

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