The Inner Work Dilemma: Why Senior Leaders Struggle to Slow Down and Look Inward

Leadership's Inner Work Dilemma: The Struggle to Balance Action and Mindset Growth 

As a leadership and growth mindset coach, I’ve observed a distinct pattern among senior leaders in learning environments. They thrive in discussions about business challenges and case studies—applying their analytical minds to real-world problems with ease. But when the conversation shifts to self-reflection, personal growth, or inner work, something shifts. The energy dips. The engagement wanes. There’s a visible discomfort with the idea of slowing down, turning inward, and sitting with the unknown.

Leadership Preference for External Problem-Solving

It’s not surprising that senior leaders favour discussions around strategy, execution, and tangible business cases. Their careers have been built on solving tough problems, driving results, and making decisions in high-pressure environments. They are wired to act, analyse, and optimise—qualities that serve them well in their roles.

However, growth at the highest levels of leadership isn’t just about making better business decisions. It’s about evolving as a person, increasing self-awareness, and recognising how their own thinking patterns, assumptions, and blind spots shape their leadership style. This requires a different kind of work—one that is less about external challenges and more about internal transformation.

Why Inner Work Feels Uncomfortable for Leadership

For many senior leaders, introspection feels foreign, even inefficient. Here’s why:

1. The Bias for Action – The corporate world rewards speed and decisiveness. Slowing down to reflect can feel counterproductive when there are pressing organisational demands.
   
   
2. The Habit of Intellectualisation – Leaders are comfortable analysing problems in a structured, rational way. But inner work is less about structured thinking and more about feeling, noticing, and being. This shift can feel unsettling.
   
   
3. The Uncertainties of What They Might Discover – Some leaders resist inner work because they fear judgment or vulnerability. Looking inward requires confronting fears, mental models, biases, and long-held beliefs. This can be uncomfortable, especially for those who are used to having the answers.
   
   
4. The Lack of Immediate ROI – Unlike a business challenge with measurable outcomes, personal growth is intangible and takes time. It requires patience and a different way of measuring progress.

Bridging the Gap: Making Inner Work Accessible

So, how do we help senior leaders engage with inner work when their natural inclination is to focus outward? Through discussions with practitioners and gurus in vertical coaching, I’ve explored methods that can help senior leaders engage more effectively in inner work. While the discomfort remains, there are ways to bridge the gap—approaches that honour their preference for action while gradually guiding them toward deeper self-awareness. These strategies don’t force introspection but instead create openings for reflection in ways that feel relevant and accessible.

• Connect it to Business Impact – Frame self-awareness as a leadership capability that drives better decision-making, stronger team dynamics, and long-term organisational success. Show them how their inner work influences business outcomes.
• Use the Language of Business – Rather than positioning reflection as a “soft skill,” tie it to performance, resilience, and adaptability—things they already value.
• Integrate Reflection into Action – Instead of expecting leaders to sit in silence and journal (which may feel unnatural), integrate self-reflection into real business discussions. Ask questions like, “How does your thinking shape the way you approach this challenge?” or “What assumptions are driving your decision?”
• Leverage Peer Conversations – Leaders often learn best from each other. Facilitating structured peer discussions where they share insights on their leadership patterns can make inner work feel less abstract and more relevant.
• Make It Experiential – Abstract discussions about self-awareness can feel disconnected from real leadership challenges. Instead, use experiential activities such as role-playing difficult conversations, using guided visualisation exercises, or engaging in embodied leadership practices (like breathwork or mindfulness). These approaches make self-reflection more tangible.

The Leadership Edge: Combining Outer Mastery with Inner Mastery

The best leaders aren’t just great at solving business problems; they’re great at understanding themselves. They recognise that their leadership effectiveness isn’t just about what they do—it’s about who they are. And that kind of growth requires a willingness to pause, reflect, and lean into the discomfort of self-exploration.

To cultivate a leadership mindset, leaders must be proactive in their approach to personal development. They need to take risks, challenge their assumptions, and foster a culture of continuous learning within their teams. By doing so, they not only reach their full potential but also inspire others to do the same.

For those of us working in leadership development, the challenge isn’t just teaching leaders new skills; it’s helping them embrace a new way of learning—one that is slower, deeper, and ultimately, more transformative. By fostering a leadership mindset that values both outer and inner mastery, we can help leaders cultivate the resilience and adaptability needed to thrive in today’s complex organisational landscape.

In conclusion, effective leadership requires more than just technical expertise; it demands a commitment to personal growth and self-awareness. By integrating inner work into their leadership style, senior leaders can foster a more inclusive, innovative, and resilient organisational culture. Let’s encourage them to cultivate this mindset, take risks, and embrace the journey of reaching their full potential. 

Written by:
Jessica Choo, Founder & Chief Strategist of ILS

With over 30 years of consulting and operational experience, Jessica is a highly esteemed strategist in performance, talent, and organisational development. Her expertise spans change management and strategic leadership development, where she has successfully guided over 15,000 executives across more than 200 projects in 20 countries. Jessica employs a behavioural science approach to foster culture and people development, achieving remarkable outcomes in organisational performance and culture change initiatives. As a professional coach, she empowers senior leaders to think clearly, lead confidently, and commit to impactful actions. Furthermore, her collaboration with the Growth Mindset Institute in crafting innovative solutions has positioned her as a trailblazer in the field of sustainable organisational change.