Leadership Strategy & Performance
How Your Dark Side Can Self-Sabotage Your Leadership
Published Guide updated 1 min 55 sec
Sharon says every leader has a dark side: behaviours that appear under stress and quietly undo the work. The coaching starts by naming those derailers and the payoff that keeps them in place, then finding a cleaner way to get the same reward.
Executive Summary
Key Takeaways
- Derailers stay in charge while they stay unnamed.
- Stress and overload are when the pattern shows up.
- A hidden payoff is why the behaviour survives good intentions.
- The work is to keep the reward and drop the self-sabotage.
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Edited Transcript
Everyone has a dark side, Sharon says, including her, and including the CEOs and executives she works with. The problem is awareness. The behaviours that appear when someone is stressed or overwhelmed sit on that side of the personality, and if they are not named they cannot be changed.
The tool she uses starts by identifying derailers: what the person does, or is liable to do, that makes them come unstuck under pressure. Those behaviours self-sabotage. They are even harder to shift when there is a payoff, a comfort in them, because the payoff trains the person to keep going.
Identification is only the first step. With the debrief and the coaching, the work is to reverse the payoff or to get the same reward in a more sustainable way, so the dark-side behaviour is no longer required. Unearth it, then remove the version that is not serving the leader.
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