What’s Holding You Back from Growing as a Leader?
In the fast-changing world of supply chain, logistics, and procurement, effective leadership is crucial for operational efficiency and strategic decision-making. Yet, even the most capable leaders can encounter invisible barriers that hinder their development. Muriel M. Wilkins, a renowned executive coach, shares powerful insights in her HBR Executive Masterclass to explore and overcome these blockages.
Key Points from the Article
- Leaders often experience hidden barriers that impede their growth.
- Muriel M. Wilkins offers a three-step process: Uncover, Unpack, Unblock.
- Recognizing and reframing limiting beliefs is essential for leadership growth.
Blog Text
The Meaning of Barriers in Leadership
When we think of barriers in leadership, we consider not only external factors, such as market turbulence or staff shortages, but also internal beliefs that influence our actions and decisions. These deeply rooted beliefs often stem from past experiences and shape the lens through which we view the world around us. Recognizing these unconscious thought patterns is the first step toward more effective leadership strategies.
Step 1: Uncover – Discovering Barriers
The process begins with “uncovering” the underlying beliefs that hold you back as a leader. This may manifest as a fear of failure, a need for control, or a lack of trust in team members. For leaders in supply chain and logistics, where collaboration is crucial, such barriers can be particularly destructive. Awareness of these thoughts is essential to address them.
Example of Barriers
Consider an operations manager who believes he must make all decisions himself. This leads to burnout and missed opportunities for team members to realize their potential. By unraveling these thoughts, the manager can create space for other leaders to thrive within the team.
Step 2: Unpack – Analyzing Beliefs
Once barriers are identified, the next step is to “unpack” these beliefs. This involves examining not just what you think, but also the reasons behind those thoughts. What experiences or contexts have shaped these beliefs? This process can yield painful insights but is necessary for further growth as a leader.
Impact on Organizations
Leaders who undergo this process often find that they not only enhance their own contributions to the organization but also positively influence the team as a whole. An open mindset fosters innovation and collaboration, which are essential for the success of complex supply chains and procurement strategies.
Step 3: Unblock – Overcoming Obstacles
The final step, “unblock,” begins with reframing limiting thoughts. This step requires active engagement to embrace new, positive beliefs that align better with the aspirations of a modern leader. This may involve learning to trust team members, thus creating space for collaboration and creativity.
Leadership and Organizational Development
For interim managers and leaders in procurement, it is important to remember that their role involves not only making decisions but also fostering a culture where team members feel free to share ideas and take responsibility. By overcoming barriers and creating a supportive environment, you promote effective leadership that aligns with the needs of the organization.
Applying the Three Steps in Practice
Professionals in supply chain, logistics, and operations can apply these three steps to enhance not only their own effectiveness but also that of their teams. This can be achieved, for example, by regularly organizing feedback sessions and engaging in open discussions about expectations and challenges within the team. Creating a culture of openness and collaboration is essential for sustainable growth and development.
Conclusion
Leadership in the dynamic world of supply chain and logistics demands continuous self-reflection and development. By identifying, analyzing, and overcoming hidden barriers, leaders can maximize not only their own potential but also that of their teams. This process does not need to be complex but does require commitment and a willingness to learn.
As professionals in executive search and organizational development, we can collectively support this transition to more effective leadership. It is our responsibility as leaders to continue developing not only ourselves but also our organizations and teams.
References
Harvard Business Review, November 12, 2025, [What’s Blocking You from Scaling Up as a Leader?](https://hbr.org/2025/11/whats-blocking-you-from-scaling-up-as-a-leader?ab=HP-hero-latest-1)
