The invisible enemy: Seven mental traps that every leader should know about

Being constantly exposed and attentive to all kinds of external changes often diverts the focus from a transformation that can be decisive in personal and professional growth: change from within oneself. Do we know our own barriers well enough? How do they condition us in the face of today's challenges? How can we deactivate them? 

Many of the limits that condition personal and professional development are not found in the context, nor in the available resources, nor in others. They are installed in our minds: ways of thinking that filter reality, undermine our judgment and incapacitate our talent. At a time that demands vision and adaptability, detecting and deactivating these barriers can be a great advantage. 

Carlos Royo, lecturer in the Department of People Management and Organization at Esade, proposes this exercise in introspection. Through the prism of neuromanagement, Royo identifies seven thought patterns that operate as subtle mental barriers that are often normalized. Recognizing them and learning to handle them not only boosts personal improvement, but also favors leadership capacity, generating healthier work environments and more effective decision making. 

In this article we offer some insights into these seven mental traps, developed in detail in Harvard Deusto Business Review. 

1. Perfectionism

When self-demand becomes a habit, one can fall into a logic of endless striving. The perfectionist pattern is based on a subtle but harmful belief: nothing is ever good enough, it is never time to finish, there are no limits. This mentality distorts the perception of one's own performance and generates a chronic dissatisfaction that contaminates decision-making, the relationship with the team, and one's own motivation.  

How to reverse it  

Professor Royo proposes fostering a culture of excellence (which is not the same as perfection) and promoting effective prioritization (defining what is critical and what is secondary). Valuing progress more than a perfect result helps to deactivate paralysis by analysis and allows you to lead from a better perspective.  

2. With me or against me 

Win or lose, allies or enemies. This polarized logic that turns any difference into a threat often permeates professional relationships or even projects. But what may seem like determination is, in reality, a mental pattern that operates out of mistrust. The result is a perpetually defensive attitude that generates personal burnout, hinders collaboration and strains relationships.  

How to change the look  

Change involves replacing the "opposition" framework with a more collaborative win-win mentality. Before reacting, it is necessary to listen without prejudice, learn to manage emotions, and be reflective. This expands the capacity to influence and avoids the creation of opposing sides. 

3. Seeking approval  

The desire to please and be validated can become a mental prison in which what others think about oneself becomes more important than one's own criteria. In this pattern, constant consultations, avoiding conflict, and measuring every word so as not to go off the script of what is "acceptable" are recurrent. Royo warns about the cost of this trap: postponed decisions, ambiguous leadership, and ineffective decision-making.  

The alternative  

It is necessary to foster confidence in one's own criteria, accept the discomfort of dissonance, get rid of permanent comparison, and express ideas without waiting for applause. Leading from authenticity—not from permanent adaptation or from the expectation of approval—projects security, allows for more honest relationships and firmer decisions.  

4. Excess control 

Fear of delegating or distrust of others leads to excessive supervision. This slows down processes, blocks teams, and takes us away from more strategic functions. It may seem like a different form of perfectionism, but the truth is that this need to always be on guard is often due to an underlying fear: we resort to exaggerated control for fear that, otherwise, chaos could break out.  

How to let go without losing leadership 

Royo recommends developing tolerance for uncertainty and eliminating micromanagement. Delegating clearly, prioritizing information, and focusing on results rather than processes enhances the creativity and autonomy of teams.  

5. Not exposing oneself: fear of judgment 

An unexposed idea, an undefended proposal, a point of view that is not shared? Everything is due to a mental trap involving self-censorship, insecurity, and fear of being evaluated. It is often related to the well-known "imposter syndrome", a fear of not being up to the task that prevents one from expressing oneself freely, limits one's ability to influence, and leads to more conservative decisions.  

How to overcome it  

To overcome this barrier, it is necessary to prepare well, reinforce one's visibility within the organization and recognize the value of one's contributions. It also helps to participate in different forums with solid, well-founded arguments, and to assume that expressing an idea—even if it is not perfect—is part of personal growth. Moreover, without expressing points of view, it is not possible to inspire others.  

6. Difficulty connecting with others  

Not getting emotionally involved can be a shield, but it also disconnects us from others. And being accessible is not the same as being approachable. When empathy fails, it not only generates distrust, but also limits interpersonal relationships and reduces the level of commitment in teams. On the other hand, a narcissistic attitude that uses sociability in an instrumental way may seem useful for quick wins and influence, but in the long run it generates distrust and isolation.  

Cultivating empathy  

Professor Royo proposes consciously integrating the emotional dimension into leadership: listening attentively, recognizing what others feel, and showing closeness when the context requires it. The ability to influence is based on trust, not on cold strategy.  

7. Forgetting oneself 

The desire to always be useful, to always be available or to put everyone before oneself often hides a difficulty in setting limits. Underlying this emotion lies the belief that, to be valued, you have to be needed. Royo warns of the cost: overadaptation leads to personal burnout, dependence on the team, and loss of strategic focus.  

How to change it  

Listening does not mean always giving in, and helping does not mean carrying the workload all by yourself. We must establish a balance between the needs of others and our own, delegate without guilt or fear, and practice more sustainable leadership. Knowing how to say 'no' is to initiate conscious leadership, starting with oneself.  

To lead others requires to lead oneself

It is not easy to get rid of the mental traps that lie in wait for us on a daily basis, but we can begin to limit the power they exert over us if we become aware of them. Professor Royo invites us to incorporate this vision and transform these barriers into an opportunity to change and grow. To be able to lead teams and companies successfully, it is necessary to start by leading oneself.