And how belief perseverance keeps them stuck longer than they should be
“Most leaders don’t struggle with making decisions — they struggle with letting go of them.”
It’s not indecision that weighs leaders down. It’s commitment.
The commitment to that bold strategy that fizzled.
The commitment to a team structure that’s clearly not working.
The commitment to a belief that once felt right, but no longer fits the landscape.
In our coaching work, we see this pattern repeat — not because leaders lack intelligence or drive, but because they’re human. And that’s the deeper reason why experienced leaders still make bad decisions
The Real Reason Why Experienced Leaders Still Make Bad Decisions
Belief perseverance is the brain’s habit of clinging to a belief even after new information proves it wrong. It’s the “I’m sure this will turn around” voice when all signs point otherwise.
It’s not foolishness. It’s human nature — amplified by power, performance pressure, and the personal pride of having been right so many times before.
In our blog on belief perseverance and confirmation bias, we unpack how these two forces entrench even the smartest leaders in patterns that no longer serve them. When a decision becomes part of our identity — “this is what I believed, and I’m a good leader” — letting go feels like letting go of ourselves.
And so we double down.
Reframe the data.
Hope for a new outcome.
Avoid the deeper reflection.
And that’s precisely why experienced leaders still make bad decisions — not because they don’t know better, but because they don’t want to admit the terrain has changed.
The High Cost of Holding On
Holding onto the wrong decision can look like:
- Continuing to invest in a project that’s clearly stalled
- Defending a team member’s performance long past due
- Staying silent when a change in strategy is overdue
Each of these comes with a quiet cost: credibility erosion, team confusion, emotional drag.
And yet, as this HBR article points out, even the most seasoned leaders fall into traps — especially when decisions are made quickly, under pressure, and with incomplete data. Add in overconfidence and emotional attachment, and the error compounds.
Glenn Llopis, in his Forbes article, outlines how ego, poor listening, and fear of change drive faulty calls. But the hard truth isn’t that these decisions are made — it’s that they’re defended. Maintained. Carried forward long after the moment for humility has passed.
A New Year. A New Lens.
As the year closes, now is the time many leaders review performance, decisions, and strategy. But how often do you review your beliefs?
Here’s a challenge: as you reflect, don’t just ask:
- What worked?
- What didn’t?
Also ask:
- What did I believe when I made this choice?
- Do I still believe that now?
- If someone else made this same decision today — would I support it?
The most transformative leaders aren’t the ones with perfect plans. They’re the ones who can pause, pivot, and move forward with deeper clarity.
They know the summit they reached last year isn’t the one they’re meant to stay on.
What to Watch For in Your Own Thinking
Want to know if belief perseverance is showing up in your leadership?
Watch for these signs:
- You find yourself explaining — not reflecting.
- You only share wins with your coach or team, not missteps.
- You use phrases like “we’ve already invested so much” or “it’ll get better next quarter.”
- You feel the urge to prove the decision was right, instead of understanding if it still is.
Letting go of a poor decision doesn’t make you weak. It makes you wise.
It signals to your team that evolving in public is stronger than clinging in silence.
Break the Pattern with Better Questions
At CO2 Coaching, we don’t fixate on right or wrong — we fixate on alignment. Is this decision still aligned with who you are, what your organization needs, and where you’re headed?
We use deliberate, belief-challenging questions to elevate leaders through — not around — tough moments. And those questions often sound like:
- What part of you made this decision originally?
- What would it take to let this go — not just in logistics, but in identity?
- If this belief wasn’t true anymore, what would change?
Because when your beliefs shift, so does your behavior. And that’s where transformation truly begins.
Elevating Leadership Through Awareness
If you’re an experienced leader wondering why things still feel hard, or why your instincts don’t always match your outcomes — you’re not failing. You’re evolving.
This year-end, instead of setting new goals on top of old decisions, take the harder but higher path:
Review not just your choices, but the beliefs behind them.
That’s how you don’t just lead — you elevate.
Sources:
- Why Good Leaders Make Bad Decisions – Harvard Business Review
- 6 Reasons Leaders Make Bad Decisions – Forbes (mirrored on CFMA)
- Belief Perseverance & Confirmation Bias – CO2 Coaching
