Are you doing enough to be a better leader in five years?

I have met many leaders in my career, and I often ask them whether they will be a better, worse, or the same leader in five years. The vast majority answer this question by saying they will become better. No one says they will be worse.

But what is the typical path of a leader? They get promoted, responsibilities increase, and many simply do more of the same—operational day-to-day work they are good at, after all, that’s why they were promoted. There is little time left for leadership. The team keeps growing, and it becomes harder to truly connect with individuals. More stress reduces the ability to empathize. At the same time, the higher you move up in the hierarchy, the less honest feedback you receive—and the bigger your blind spots become. The longer you stay in your role, the more you rely on routines and the more you lose curiosity and the desire to grow.

In other words, the likelihood of becoming a better leader is rather low. It is closely tied to the question: “What are you actually doing to become a better leader?” And at this point, many realize that their answer may not be so clear after all. Because many—especially at higher levels of the hierarchy—think: “Leadership, I’ve got that under control, I’m a top manager after all. Leadership is something for my people—they should first learn how to be empowered.”

But to continuously develop as a leader, it requires—just like in any other area—clear personal development goals that are pursued systematically.

If, for example, you wanted to become a better driver, you would probably take a course—such as driving in heavy rain. You would regularly seek feedback and deliberately work on specific aspects of driving you want to improve, such as how to react properly in aquaplaning. You would learn how to maintain control of the vehicle on a slippery road, for instance by gently easing off the accelerator and steering carefully instead of braking abruptly.

Development—real development—means more than simply holding a leadership role or job title and leading every day. These things help maintain the current standard, just like regular oil changes help keep a car in good condition. But to truly move forward, you need more. You need to challenge yourself, seek feedback, track change, and adjust your behavior.

What seems completely normal to us in other areas is often underestimated when it comes to leadership—perhaps because progress is harder to measure. My experience from 20 years of leadership coaching is: you don’t get what you wish for, you get what you work for.

The best leaders I know are those who constantly reflect and continue to develop themselves.

This post was published by Wolfgang Jenewein on LinkedIn on March 24, 2025. Zum Original-Beitrag