Leadership derailment is an increasingly urgent issue, with recent high-profile failures shaking trust in corporate and political leadership. From the predictable fall of Boris Johnson to the controversial exit of Bob Chapek of Disney, many notable leaders have stumbled due to ethical lapses, strategic missteps, and unchecked egos. Why?
Harvard’s Barbara Kellerman, in The End of Leadership, and Alan Watkins in Lie-Ability: The Seven Dark Arts of Deception, both highlight a crisis in leadership competence and integrity. Leadership derailment — when leaders fall short of expected performance — is now studied extensively. My favourite book is Why CEOs Fail by David Dotlich and Peter Cairo, analysing the factors behind executive failures. Check it out.
External forces, such as market changes, can certainly be beyond a leader’s control. Harvard scholars Nitin Nohria and Rakesh Khurana liken the role of a CEO to a race car driver on a slippery track, trying to steer a skidding vehicle and avoid spinning out of the race altogether. Yet, much of the responsibility lies within. Many derailments stem from uhelpful habits, unexamined personality traits and unchecked behaviours that can be better managed with awareness, discipline and the right tools.
Leadership derailment often stems from strengths that become overused, morphing into liabilities under pressure. Each of us has personality traits that, when balanced, can drive positive outcomes. However, when stretched too far, these traits can undermine relationships, erode trust, and damage reputations. One powerful tool for understanding these derailers is the Hogan Development Survey (HDS), which identifies 11 personality characteristics that, when managed well, can be strengths, but when overused or unchecked, become liabilities. Let’s explore these derailers and see how even admirable traits can lead to a leader’s downfall, when overplayed.
The 11 Derailers: Strengths in Check, Pitfalls When Overplayed
Take Excitable leaders, for instance. Their passion and drive can energise a team, infusing it with momentum. Yet, when this intensity lacks moderation, it can lead to volatility. Earlier in my career my passion as a leader was clear, but I was known to sometimes cross the line from enthusiasm to unpredictability, leaving my teams scrambling to keep up, confused with my moodiness and frequent changes in direction. Unchecked excitability can destabilise organisations, undermining the very purpose the leader is so eager to pursue.
Then, there are the Skeptical leaders — critical thinkers who refuse to accept people at face value. While a healthy dose of skepticism can prevent blind spots and encourage rigorous analysis, excessive suspicion breeds distrust and negativity. Leaders who lean too heavily into this mindset may become overly fault-finding, creating a culture of defensiveness. This erosion of trust can deter team members from speaking up, leading to a lack of innovation and risk-taking. Have you ever been desribed as the cynic in the room?
Cautious leaders bring prudence and careful consideration to decision-making. But in times of change, excessive caution can become a roadblock. When faced with uncertainty, these leaders may freeze, unable to make bold moves for fear of failure. Leaders whose risk aversion holds sway can stagnate an organisation’s progress, especially when adaptation is critical. History is filled with companies that missed opportunities by sticking too close to the safe and familiar path. Think Kodak, Nokia and Blockbuster etc.
Are you a quiet sort? Reserved leaders value independence, preferring to focus on their tasks rather than participate in social interactions. While independence is admirable, an over-reliance on it can make leaders appear distant, uncommunicative, or even aloof. When a leader withdraws from their team, the resulting isolation can create a barrier to trust and open dialogue, as team members may feel they’re being kept at arm’s length. Whilst I personally admire the power of introverts (my partner is one), leadership is at its core about investing in relationships and being present with those you lead.
Leisurely leaders are superficially easy-going and agreeable, often building rapport by being likeable and cooperative. Yet, when they avoid conflict to preserve harmony, passive-aggressiveness can emerge. They may outwardly agree but silently resist, derailing progress. Stubborn and privately oppositional, these leaders can obstruct change, slowing their team’s momentum when decisiveness is most needed. Do you know a leader like this?
Bold leaders exhibit confidence and charisma, qualities that inspire and reassure those around them. However, without balance, boldness can devolve into arrogance, entitlement and even outright narcissism. Adam Neumann’s leadership of WeWork is a cautionary tale of boldness unbounded, where self-confidence tipped into hubris, ultimately leading to his company’s near-collapse. Overplayed boldness blinds leaders to their limitations, making them resistant to feedback and prone to overreach. We live in a world full of bold leaders and I'm certain you know at least one.
Mischievous leaders bring charm, creativity, and a willingness to break the mould. While these qualities can foster an innovative culture, pushing the boundaries too far can result in untrustworthy behaviour. Leaders like these test limits and may engage in high-stakes risks, sometimes without regard for consequences — a recipe for organisational instability. I've occasionally been known to take risks myself and once or twice gotten into hot water. Slow down and check yourself if you have this trait.
Then we have Colourful leaders, whose social skills and charisma make them engaging and attention-grabbing. When calibrated, these leaders draw people together and foster a positive culture. However, an excessive focus on attention and validation can lead to drama and self-promotion, overshadowing the team’s needs. This attention-seeking behaviour can create friction and erode cohesion within a team. It can also waste precious resources, confusing activity for productivity.
Imaginative leaders are the visionaries, those who see possibilities others might overlook. Their creativity fuels innovation. But without grounding, this imagination can turn impractical or even erratic. Pursuing lofty ideas without considering feasibility or alignment with the team’s capabilities can lead to wasted resources and unmet expectations. I call this the Willy Wonka derailer.
For Diligent leaders, attention to detail and commitment to excellence are often seen as assets. Yet, the pursuit of perfection can devolve into micromanagement. Leaders who become overly involved in minor details, like Steve Jobs in his early years (or at least two of my former bosses), can stifle team autonomy and efficiency. This meticulousness, when unchecked, burdens the team with unnecessary oversight, draining motivation and productivity. If this is you, let go. The best learning comes from failure. Don't deny your team that.
Lastly, Dutiful leaders prioritise loyalty and support for their teams, often willing to go to great lengths to ensure harmony. However, over-eagerness to please or defer to others can lead to avoidance of tough calls. Leaders who prioritise approval over accountability may fail to enforce standards, leading to a permissive culture that lacks discipline and drive.
Did you recognise yourself in the above? According to Hogan research, leaders have 3.9 of these derailers on average. This means you're likely at risk of derailment, right now.
Avoiding Derailment: Strategies for Staying on Track
Understanding the potential for derailment starts with self-awareness. Leaders who know their own tendencies can make deliberate efforts to regulate their behaviours, transforming these potential liabilities into assets. Here are a few actionable strategies to help leaders stay balanced:
1. Develop Strategic Awareness
Tools like the Hogan Development Survey provide insights into one’s default tendencies and how they manifest under stress. By understanding your specific derailers, you can identify triggers, monitor them and recognise early warning signs.
2. Practice Self-Regulation and Course Correction
Building self-regulation through emotional intelligence and mindfulness can help leaders maintain balance. Leaders prone to excitability, for example, can use techniques like focused breathing or grounding exercises before making critical decisions, ensuring that their enthusiasm doesn’t overwhelm their judgment. There are techniques for all 11 derailers.
3. Personify and Dialogue with Your Derailer Personalities
Imagine each derailer as a character with its own motives and voice. Engage it in dialogue to understand its perspective, and work with it rather than against it. This approach helps transform inner resistance into cooperation, empowering leaders to redirect potentially harmful tendencies.
4. Work with a Certified Coach
A certified coach can provide guidance, helping leaders leverage their strengths without allowing them to tip into derailers. With a coach’s feedback and accountability, leaders can identify patterns, make adjustments, and maintain a growth-oriented mindset.
Final Thoughts
Much of leadership derailment is avoidable. By understanding your personality and developing strategies to manage it, you can navigate the challenges that have led so many others to stumble. Leadership is not about suppressing traits but learning to channel them wisely. With self-awareness, regulation, and the right support, you can ensure that your strengths remain assets rather than liabilities.
For leaders ready to take this journey, tools like the Hogan Development Survey and the guidance of a certified coach can be invaluable. With commitment, you can transform potential pitfalls into pathways for growth, staying on track for lasting success. If you’re ready to explore and understand your derailers, I’m fully certified to use Hogan Instruments. Together, we can ensure that you succeed — rather than stumble — on your leadership journey.
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