Moving Your Beliefs as a Leader

The Belief-Behaviour Gap in Leadership

Jimmy Burroughes: Hey everyone, Jimmy Burroughes here, and welcome back to The Leadership Amplifier. Today, I want to dive into something that, honestly, most consultants and leadership programmes just don’t talk about enough—the belief-behaviour gap. Now, if you’ve ever sat through a leadership workshop, you know the drill: frameworks, models, tools, all focused on what you should do as a leader. But here’s the thing—most of these programmes are missing the mark. Not because the content is bad, or the facilitators aren’t up to scratch, or even because companies aren’t spending enough. In fact, organisations are pouring tens of billions into leadership development every year. Yet, somehow, 77% of companies still don’t have ready successors for key roles, and engagement levels are, well, pretty dismal. So, what’s going on? Why aren’t we seeing the change we want?

Jimmy Burroughes: Let me give you a quick analogy—imagine you’re paddling a kayak upstream. You’ve got all the latest gear, maybe even a fancy carbon fibre paddle, but if you’re paddling against the current, it’s exhausting. That’s what it’s like trying to change your leadership behaviours without shifting your underlying beliefs. You can try new techniques, but if your core beliefs are pulling you in the opposite direction, you’re just going to wear yourself out. And, honestly, it’s not sustainable. You end up right back where you started, just a bit more tired and maybe a little more cynical. So, today, we’re going to explore why that happens, and what you can actually do about it.

Surface-Level Solutions and Why They Fail

Jimmy Burroughes: Now, let’s talk about the surface-level solutions that so many leadership programmes rely on. There’s this assumption floating around that if leaders just know the right tools and techniques, they’ll magically become better leaders. So, we hand out scripts for tough conversations, templates for strategic thinking, checklists for managing teams. And, in the training room, it all looks great. People nod along, maybe even role-play a few scenarios. But then, real life happens. The pressure’s on, and suddenly all those new behaviours just evaporate. Why? Because we’ve changed the toolkit, but not the mindset.

Jimmy Burroughes: I mean, think about it—have you ever tried to use a leadership checklist or a script you picked up in a workshop, only to find it just didn’t stick? Maybe you found yourself slipping back into old habits the moment things got stressful. I know I have. And it’s not because you’re not trying hard enough. It’s because you can’t sustain new behaviours with old beliefs. It’s like trying to patch a leaky boat with duct tape—it might hold for a bit, but eventually, the water’s coming in and especially when things get a little rougher, that tape is coming off and the sinking will continue. So, the real question is, what’s going on beneath the surface?

Understanding the Hidden Operating System

Jimmy Burroughes: Underneath every leadership action is a set of core beliefs—your hidden operating system. These are the things you probably don’t even realise are running the show. Stuff like, “Good leaders have all the answers,” or “Strong leaders don’t need help.” These beliefs have been reinforced over years—by bosses, by company culture, by what gets rewarded. And they’re powerful. They drive every decision, every reaction, every conversation you have as a leader.

Jimmy Burroughes: Let’s break down a couple of classic traps. There’s the delegation paradox: we teach leaders to delegate, but if you believe that a good leader handles all the important work themselves, you’ll always find a reason why this particular task is just too critical to hand over. Or the feedback trap: you know you should give honest feedback, but if you believe that conflict damages relationships, you’ll avoid those tough conversations. I had a client, Sarah, who was absolutely brilliant but believed she had to be indispensable to her team. She’d read all the books on delegation, but until she challenged that belief, nothing changed. Once she did, though, she started letting go—and her team actually thrived. Funny how that works, right?

Shifting Beliefs for Sustainable Change

Jimmy Burroughes: So, how do you actually shift those core beliefs? First, you’ve got to surface them. Most leaders have never really stopped to ask, “What do I actually believe about leadership, and where did that come from?” Was it a boss early in your career? Something you picked up from the company culture? Once you’ve got those beliefs out in the open, you can start to challenge them. Ask yourself, “Is it really true that good leaders always have the answers? What evidence do I have for that? What if the opposite were true?”

Jimmy Burroughes: I’ll give you a personal example. Years ago, I was leading a team up a mountain at night—literally, not metaphorically this time. I’d always believed that showing vulnerability was a weakness, that as the leader, I had to be the strong one, with all the answers. But halfway up, I realised I was lost. I'd missed a turning whilst focussed on something else. I admitted it to the team, and instead of losing respect, we talked it through, they rallied around me. We got back on track made it to the summit together, and I learned that vulnerability can actually be a strength because it helps you achieve results that you can't always manage on your own. That shift in belief changed the way I lead, not just on mountains, but everywhere.

Jimmy Burroughes: If you’re listening and wondering where to start, try asking yourself: “What do I believe makes a good leader? Which of those beliefs are actually helping me, and which ones are holding me back?”

Embracing Identity Transformation and Next Steps

Jimmy Burroughes: Here’s the big one—there’s a world of difference between acting like a leader and actually becoming one. When you change your beliefs, you’re not just learning new tricks; you’re shifting your identity. And yeah, that can feel risky. Organisations often resist this kind of development because it’s hard to measure, and it means admitting that some of our most cherished assumptions might be wrong. But if you want lasting change, this is the work.

Jimmy Burroughes: So, how do you start? Experiment with new beliefs in low-risk situations. Maybe try asking more questions instead of giving answers in your next team meeting. Or, if you’re used to being the “Village Fisherman”—the one who always brings in the catch—try stepping into the role of the “Icebreaker Leader,” the one who helps others navigate the ice and find their own way. Ask yourself, “What would I believe if I were the leader I want to become?” and “How can I test that belief safely?”

Jimmy Burroughes: That’s it for today’s episode. Remember, real leadership development isn’t about learning to act like a leader—it’s about learning to think like one. When your beliefs shift, your behaviours follow, and that’s when you start to see real, sustainable change. Thanks for tuning in to The Leadership Amplifier. Keep paddling with the current, not against it, and I’ll catch you next time.