Same Problems Same Opprotunities

5 Leadership Traits That Hold Teams Back (and How to Spot Them)

Leadership is supposed to drive progress but too often, it becomes the very thing holding companies back. Many leaders unintentionally create bottlenecks, micromanage, or operate in constant crisis mode. The result? Teams stuck in the same cycle of problems, year after year.

The first step to fixing this is awareness. Once you can recognize unproductive patterns in yourself or others, you can start to change them.

The Leadership DEFCON Scale

Think of leadership like a DEFCON readiness level. Some leaders live at DEFCON 1. Everything is a crisis, all the time. Others operate at DEFCON 5, too hands-off until it is too late. The best leaders know when to step in (DEFCON 3) and when to trust their teams to handle things. Balance is key.

5 Traits That Derail Leaders

Here are five common patterns that show up across industries and teams:

1.     The Overcomplicator: Adds layers of meetings, steps, and processes instead of focusing on simple, clear solutions.

2.     The Micromanager: Hovers over every detail, redoing work, and unintentionally stifling initiative.

3.     The Elusive Manager: Hard to find when it matters most, avoiding tough conversations and creating a leadership vacuum.

4.     The Firefighter: Thrives in chaos, constantly “saving the day” but never addressing root causes.

5.     The Ego-Driven Leader: Puts being right above doing what is right, resisting feedback and silencing new ideas.

Why This Matters

These habits may feel harmless in the moment, but over time they erode trust, kill morale, and block real progress.

A Challenge for You

Ask yourself:

• Do you recognize any of these traits in your own leadership?

• Where do your managers or peers fall on the scale?

• Most importantly, what one trait can you start working on over the next 30 days?

The truth is, these five traits are just symptoms of a deeper leadership problem. Recognizing them is the first step, but fixing them requires more than awareness.

It requires a framework that brings structure to the way leaders think, act, and build their teams. That is where the Process-People-Product Model comes in. One of the pillars of the Paint it Red philosophy.

 Over the next few articles in this series, we will explore how this model gives leaders the clarity to simplify processes, the tools to develop people, and the discipline to drive consistent results. If you are ready to move beyond firefighting and frustration, and finally build systems that last, this is where the journey begins.

Next Article: Oct 5^th. The CEO: Vision, Culture, and Alignment

Excerpts from Same Problems, Same Opportunities: Why Leadership Still Matters. By Chris Ortiz.  Coming Dec 18^th. Productivity Press/Routledge