Drinking From a Fire Hydrant, Part I: Uncovering the Blindfolds of Leadership

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In my first six months in a leadership role in healthcare, I often second-guessed my decision and wondered if I had made the right choice. I felt overwhelmed and questioned whether I had bitten off more than I could chew. Before applying, interviewing, and seeking advice for the position, a trusted mentor encouraged me to pursue this opportunity, believing that my core values would make me a good fit. Although I was initially reluctant, her coaching and encouragement inspired me to take the leap.

Often, it takes someone else to see our strengths that we cannot see in ourselves. Our self-reflections are not always reliable, but mentors can draw out qualities that may otherwise go unnoticed. After interviewing and being offered the role, I thought, "Here is my shot; I will make a difference." Yet I humbly admit that in those first few months, I felt out of my league. I remember a co-worker telling me, “Congratulations, you accepted the challenge.” I had no idea how true those words would become. At first, stepping into this new role felt like drinking from a fire hydrant.

All of us can recall those who invested in us—coaches, mentors, parents, and even grandparents. As we grow older, those early-life coaches fade into memory, and if we find ourselves in leadership roles, we are called to coach and mentor others. A friend of mine, a retired Sergeant Major in the USMC, once shared a saying that continues to resonate whenever my internal resolve runs low: Who motivates the motivator?

This question, though elusive, carries deep significance. Those in high-level, influential roles often depend on trusted peers to navigate the unique challenges of leadership. Collaborative coaching among leaders tends to be more lateral and peer-based rather than hierarchical. Leaders also draw strength, knowledge, and encouragement from informal sources—reading books, attending lectures, and engaging with articles by experts in their field.

While conversations with peers can be invaluable, seeking guidance from higher up the chain of command may feel intimidating. Leaders often worry about appearing incompetent or about losing their superiors' confidence. This leads to a continuous internal dialogue—a kind of mental gymnastics—that is far more common than many realize. When the need for support arises, there are practical steps we can take. As author and leadership thinker Muriel Wilkins (2025) reminds us, sometimes we must identify and remove our own blindfolds to move forward. She discusses several types of blindfolds we wear as leaders. The following section is a discussion in which I share my personal insights and experiences.

The need to be on top of everything or exercise command and control

Command and control arise from the feeling that you must always be in charge. For someone like me—a self-starter who prefers to take initiative and not wait for others—this has been a personal struggle. While this approach once demonstrated my reliability, dependability, and accountability to my leaders, I have learned that as a leader myself, it can actually communicate a lack of trust and prevent others from feeling empowered.

I have had to learn to step back, relax, and trust that my team is both capable and prepared to manage situations as they arise. If they need help, they will escalate issues appropriately. Letting go of the reins has allowed others to step up, build their own confidence, and practice self-initiative.

The urgency trap

As a critical care nurse specializing in cardiac care, developing an internal "spidey sense" is invaluable—and, when finely tuned, can save lives. For example, being attuned to subtle changes in patients who seem stable or are beginning to decline is a hallmark of experienced nurses. Many seasoned nurses rely on their "eye test": the ability to notice something off about a patient simply by observation, even before reviewing objective data such as vital signs, laboratory results, or imaging. This kind of intuition is only built over years of experience and allows nurses to act with appropriate urgency when the situation demands it.

However, in leadership, particularly when dealing with tasks and deadlines that are not life-threatening, I've learned—often through trial and error—that not everything requires an immediate response. Mastering this balance is a critical skill. For instance, prioritizing which emails or employee concerns truly require urgent attention, versus which can wait, is an essential aspect of time management. As the saying goes, sometimes it's a "Monday problem," even if you hear about it late on a Friday night.

Needing to be right

Deep down, no one likes to be wrong. If we are honest with ourselves, we often have a biased point of view. We may believe we are correct, have the right information, and can see every angle of a situation, but in reality, others may have a more accurate perspective.

When I was younger, I strove to be seen as just and correct, believing my way was the right—and sometimes the only—way. Over time, I have come to accept that I am flawed, not infallible, and just as prone to mistakes as anyone else. This realization has helped me, especially when navigating disagreements with direct reports. Now, instead of focusing on "who" is right, I try to shift the conversation toward "what" is right. This guiding principle—aiming for what is right rather than being right—has served me well in my career.

Together in the struggle,

Brian

Reference:

Wilkins, M. M. (2025). The Hidden Beliefs That Hold Leaders Back. Harvard Business Review, 103(6), 131–135.