This week, I want to talk about an invisible yet incredibly powerful force that often holds us back, both personally and professionally: fear. It’s the silent saboteur that whispers doubts, discourages risks, and keeps us from stepping into the fullness of our potential and building a lasting legacy.
As Eleanor Roosevelt wisely said: “You gain strength, courage and confidence by every experience in which you really stop to look fear in the face. You must do the thing you think you cannot do.”
This isn’t just a personal mantra; it’s a profound truth for effective leadership. Truly impactful leaders aren’t fearless; they are individuals who have learned to acknowledge their fears, confront them, and act despite them. In doing so, they not only grow themselves but inspire their teams to do the same.
Here are five examples of how embracing Roosevelt’s wisdom can transform your leadership:
- Leading Through Uncertainty: When faced with market shifts, technological disruptions, or global crises, the fear of the unknown can paralyze an organization. An effective leader “looks fear in the face” by openly acknowledging the challenges, communicating transparently, and making strategic decisions even when the path isn’t perfectly clear. This isn’t about having all the answers, but about having the courage to navigate the ambiguity, providing a steady hand when others feel lost.
- Having Difficult Conversations: Whether it’s providing constructive feedback, addressing underperformance, or mediating team conflict, these conversations are often dreaded due to the fear of discomfort, backlash, or damaging relationships. A courageous leader understands that avoiding these discussions only allows problems to fester. They “do the thing they think they cannot do” by approaching these conversations with empathy and candor, ultimately strengthening relationships and team performance.
- Championing Innovation and Change: Implementing new strategies, adopting new technologies, or pivoting the business model often comes with the fear of failure, resistance from stakeholders, or disrupting established norms. Leaders who confront this fear are willing to challenge the status quo, pilot new initiatives, and accept that not every experiment will succeed. Their courage in “doing the thing they think they cannot do” fosters a culture where risk-taking is encouraged and innovation can flourish.
- Delegating and Empowering Teams: For many leaders, there’s a fear of losing control, of others not performing to their standard, or even of being made redundant. This fear prevents true delegation and empowerment. A leader who confronts this fear understands that by entrusting responsibility, providing autonomy, and allowing their team members to “do the thing they think they cannot do,” they are building capacity, fostering ownership, and developing future leaders within their organization.
- Taking Calculated Risks for Growth: Stepping out of your comfort zone to pursue a significant growth opportunity—be it expanding into a new market, launching a bold new product, or advocating for a transformation—often involves substantial risk and the fear of potential failure. An effective leader assesses these risks, prepares diligently, but ultimately has the courage to “do the thing they think they cannot do” when the strategic opportunity outweighs the perceived dangers, driving significant advancement.
Recommended Read on the Topic
If this topic resonates with you, I highly recommend:
Book: Dare to Lead by Brené Brown
Why It’s Recommended: Brown’s work is the modern-day playbook for Roosevelt’s quote. She argues that the greatest barrier to courageous leadership is not fear, but how we respond to our fear—usually by putting on “armor” like perfectionism, blame, or avoidance. The book provides tangible, research-backed skills (like rumbling with vulnerability and living into our values) that teach you how to take off that armor and “do the thing you think you cannot do” with a whole heart, making it an essential guide for unlocking your own and your team’s full potential.