The Ego Trap: How Overconfidence Derails Leaders (and What to Do About It)
Let’s get something straight: ego isn’t a four-letter word. Well, it is, technically, but it’s not inherently evil. A healthy ego is what gets you out of bed, into the meeting, and through the tough conversation. It’s what says, “Yes, I can do this.”
But when confidence crosses into overconfidence? That’s where things start to unravel, often in subtle, slow-motion ways. And leaders? We’re especially susceptible.
Overconfidence Is the Silent Saboteur
We love the idea of a confident leader: someone who makes decisions, takes risks, and inspires action. But the darker cousin of confidence, hubris, sneaks in under the radar. Overconfidence convinces us we’re always right. It isolates us from dissent. It makes us resistant to feedback, blind to risk, and increasingly out of touch with our teams.
In short, ego (unchecked) makes us bad at the very things leadership demands.
A study published in the Harvard Business Review found that overconfident leaders are more likely to make strategic errors, overestimate returns, and underestimate risks.¹ These aren’t just bad calls, they’re expensive ones.
Gallup’s data reinforces this: leaders who don’t regularly seek input or invite dissent see a measurable drop in team engagement and productivity.² And the cost of disengaged employees? Up to 18% of their annual salary, according to Gallup’s State of the Global Workplace report.³
How Ego Shows Up in Disguise
Here’s the sneaky thing about overconfidence: it often masquerades as competence. It wears a suit. It speaks in confident tones. It gets applause.
But underneath? It’s the voice that says:
“I don’t need to prepare. I’ve got this.”
“I already know what the client wants.”
“Feedback? That’s for junior staff.”
The ego trap doesn’t just hurt your effectiveness, it isolates you. It creates an echo chamber where the only voice you hear is your own. And slowly, the people around you stop speaking up.
You stop learning. You stop growing. And your leadership plateaus…or worse, declines.
Humility Isn’t Weakness—It’s a Power Move
If ego isolates, humility connects. And connection, not bravado, is the foundation of real leadership.
Here’s how to step out of the ego trap and into sustainable leadership:
1. Cultivate Curiosity Over Certainty
Trade in “I already know” for “What am I missing?” Start meetings with questions, not declarations. Ask your team how they see the challenge. Listen more than you talk.
2. Make Feedback a Ritual
Don’t just say you’re open to feedback. Build it into your rhythm. One-on-ones, project debriefs, anonymous surveys. Create multiple channels for input, and actually use what you hear.
3. Admit What You Don’t Know
It’s disarming (and powerful!) when a leader says, “I’m not sure. Let’s figure it out together.” Vulnerability signals strength, not weakness. It invites collaboration.
4. Surround Yourself with Truth-Tellers
Your inner circle should challenge you, not just cheer for you. If everyone agrees with you all the time, you don’t have a team, you have a fan club. Hire and promote people who will speak the hard truths.
5. Work with a Coach
An executive coach can help you see your blind spots, stretch your perspective, and stay grounded. Not because you’re broken, but because you’re still growing.
Better Decisions, Stronger Teams, Lasting Impact
When ego gets out of the driver’s seat, everything gets better:
Decisions become more thoughtful.
Teams become more engaged.
Cultures become more resilient.
And the leader? Becomes someone others trust, not just follow.
At DCH Coaching, I help leaders navigate the ego trap with honesty, humor, and deep respect for the complexity of leading well. If you’re ready to grow past the mirror and into real impact, I’d love to connect.
📌 Learn more or schedule a conversation at dchcoaching.com
¹ Malmendier, U., & Tate, G. (2005). CEO Overconfidence and Corporate Investment. Journal of Finance.
² Gallup (2024). How Managers Can Inspire Better Performance.
³ Gallup (2025). State of the Global Workplace Report.
